REPORT OF THE SIXTH CENTRAL PAY COMMISSION

HIGHLIGHTS

Report submitted to the Government on March, 24, 2008. The 18 month tenure of the
Commission was till 4.4.2008.

Full text of the Report available at http://india.gov.in and http://www.finmin.nic.in

Salient features of the Report

• Implementation of the revised pay scales from January 1, 2006. Recommendations

relating to allowances to be implemented prospectively.

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

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

• The posts of Secretary to Government of India/equivalent and Cabinet

Secretary/equivalent to be kept in distinct pay scales.

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

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

• Every post, barring that of Secretary/equivalent and Cabinet Secretary/equivalent to have

a distinct grade pay attached to it. Grade pay (being a fixed amount attached to each
post in the hierarchy) to determine the status of a post with a senior post being given
higher grade pay.

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

1
• At the time of promotion from one post to another, the grade pay attached to posts in
different levels within the same running pay band to change. Additionally, increase in
form of one increment to be given at the time of promotion. A person stagnating at the
maximum of any pay band for more than one year continuously to be placed in the
immediate next higher pay band without any change in the grade pay.

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

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

• The following scheme of revised pay bands is being recommended:-

(In Rs.)
Pre-Revised Revised
Pay Pay Scale Pay Band Corresponding Grade Pay
Scale Pay Bands
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- -1S 4440-7440 1600
70-4000
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

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

2
 Pre-Revised Revised
Pay Pay Scale Pay Band Corresponding Grade Pay
Scale Pay Bands
New 8000-275-13500 PB-3 15600-39100 5400
Scale (Group A Entry)
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./ 90000 (Fixed) Nil
Equ.

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

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

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

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

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

3
• Creation of additional posts in Senior Administrative Grade/equivalent/ higher grades in
future to be strictly on functional considerations with such posts invariably being created
outside the cadre to be filled by method of open selection including contractual
appointment from within or outside the Government.

• Introduction of Performance Related Incentive Scheme (PRIS) in the Government under

which employees to be eligible for pecuniary remuneration over and above the pay.
PRIS to replace ad-hoc bonus scheme immediately and eventually replace Productivity
Linked Bonus. PRIS to be budget neutral.

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

• Parity established between Field and Secretariat Offices

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

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

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

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

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

• CCA to be subsumed in Transport Allowance and the rates of this allowance to be

increased by 4 times.

• Travel entitlements to be paid on actuals.

• Reimbursement of education allowance to be raised from existing Rs.50 to Rs.1000 per

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

• Risk allowance to be replaced by risk insurance.

4
• All fixed allowances made inflation proof with provisions of automatic revision whenever
dearness allowance payable on revised pay bands goes up by 50%. Transport
Allowance to be increased every year on the basis of the increase in the dearness
allowance.

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

• A new medical insurance scheme recommended for Government employees. The

scheme to be optional for existing Central Government employees and pensioners. New
Government employees and new pensioners to be compulsorily covered by the scheme.

• Fitment formula recommended for serving employees to be extended in case of existing

pensioners/family pensioners.

• Rates of Constant Attendant Allowance for disabled pensioners to be increased by five

times to Rs.3000 p.m.

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

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

service.

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

• Revision of the commutation table suggested for commutation of pension.

• In case of Government employees dying in harness, family pension to be paid at

enhanced rates for a period of 10 years.

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

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

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

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

5
• Government employees with disabilities recommended various benefits like enhanced
number of casual leave, special aids and appliances for facilitating office work, higher
interest subsidy for automobile loans, liberal flexi hours, higher rate of transport
allowance, better prosthetic aids and proper grievance redressal machinery. Extra
allowance for disabled women employees to take care of young child till the time the child
attains the age of two years.

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

• Steps leading to improvement in the existing delivery mechanisms by more delegation,

delayering and an emphasis on achieving quantifiable and concrete end results.
Emphasis to be on outcomes rather than processes.

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

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

• Better deal for training academies.

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

• All the recommendations to be treated as an organic whole as partial implementation will

bring in several anomalies and inconsistencies.

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

*****

6
 Government of India

~port ofthe

Sitrli Central CPay Commission

March 2008
 Report of the
Sixth Central Pay Commission

March 2008

1
 Preface

Sixth Central Pay Commission is the first Central Pay Commission to be

constituted in this century of rapid technological advances and after coming into force of
the Right To Information (RTI) and Fiscal Responsibility and Budget Management
(FRBM) Acts. The Government machinery, therefore, has to gear up for better
performance under stricter fiscal discipline and delivery mechanisms. These imperatives
are reflected in the 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.

ii
 Organisation

Commission
1. Justice B. N. Srikrishna, Chairman
2. Prof. Ravindra Dholakia, Member
3. Shri J. S. Mathur, Member
4. Smt. Sushama Nath, Member Secretary

Secretariat
1. Smt. Madhulika P. Sukul, 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

iii
 INDEX

Sl. Content Page

No. 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 158

field offices
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

iv
 Sl. Content Page
No. 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

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Sl. Content Page
No. 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

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No. 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

vii
 Chapter 1.1
Introduction

Constitution of 1.1.1 The Government constituted the Sixth Central Pay

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

Terms of 1.1.2 The Terms of Reference of the Commission are as under :

Reference
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

1
 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 1.1.3 Through a subsequent Resolution No.5/2/2006-E.III.(A)

of Reference dated 8 August, 2007, the terms of reference were enlarged to
th

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.

2
Composition of 1.1.5 Sixth Central Pay Commission comprised a Chairman and 3
the Commission 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 1.1.6 Terms of Reference of the Sixth Central Pay Commission are
of Terms of somewhat different from those of the earlier Central Pay
Reference 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 1.1.8 The Commission, in this Report, plans to achieve these
adopted to objectives through reduction of layers within the Governmental
achieve desired structure so that decision making and delivery is expedited. In the
objectives process, a number of superfluous levels have been removed. This
simplification is also reflected in the entire scheme of pay scales
being substituted by a system of running pay bands, where the
existing 35 pay scales have been replaced by 4 running pay bands
(excluding -1S) containing 20 grades. Additionally, the posts of
Cabinet Secretary/equivalent and Secretary to Government of
India/equivalent have been placed in distinct pay scales. A system

3
 that primarily lays emphasis on delivery and end results and which
continuously rewards performance has been put in place by
incorporating features like Performance Related Incentive Scheme
(PRIS) and variable increments in the basic scheme of pay scales. By
incorporating systemic changes in the existing procedure of
appointments, efforts have been made to ensure a young and
dynamic bureaucracy, with a result oriented approach, where the
best persons available are selected for holding specific posts. While
proposing these changes, the Commission has also kept in view the
capacity of the Government to pay and the principle that every
rupee spent on allowances, facilities and salaries of Government
employees has to translate into a specific measure for public good.
The Commission, at the very outset, would like to underline the fact
that this Report is a holistic document and has to be treated as an
organic whole since all the major recommendations contained
therein are inextricably inter-twined. Accordingly, any modification
in the scheme of recommendations can severely affect the outcome
this Report sets out to achieve. The Government, therefore, would
be well advised to consider implementing all the major
recommendations contained in the Report as a package.
Methodology 1.1.9 The 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

4
 (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 1.1.11 The Sixth Central Pay Commission was given a period of 18
Commission 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 re-
oriented 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.

5
 Chapter 1.2
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 1.2.2 The Commission has recommended several innovative

Related Incentive features to ensure better delivery systems in the Government
Scheme (PRIS) 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

6
 performance related incentives in one form or the other. In this
Report, however, the Commission has tried to devise a workable
and practical model by which the concept can be implemented
in the Government. The PRIS recommended by this Commission
envisages a pecuniary component, over and above the salary,
for higher performance that would be judged by improved
delivery to the end 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.

7
Salaries in higher 1.2.5 The issue of fixing salaries in higher grades is more
grades 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.

8
Contractual 1.2.6 The Commission is recommending introduction of
appointments for contractual appointments for selected posts, particularly those
fixed tenures 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

9
 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 vis-
à-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.

10
Changes in pension 1.2.12 The Commission has also recommended modifications
rules to facilitate in the CCS (Pension) Rules, 1972 that will enable payment of
early exit/ pension at the rate of 50% of the average emoluments/ last pay
contractual drawn without any reference to the qualifying service of 33
appointment 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 1.2.14 The demands in this regard invariably sought increase
benefits in the quantum of various allowances available to the

11
 employees. The Commission has done a rationalization of the
allowances. Some allowances like CCA have been proposed to
be abolished and compensated elsewhere. The Commission has
also attempted quantification of various benefits including
allowances so as to compute the cost per employee to the
Government and also to assess if these benefits could be made
available to the employees in a more beneficial manner. The
recommendations have been made accordingly.

Pension 1.2.15 Recommendations have been made to simplify the

procedure for computation of pension. As mentioned earlier,
the Commission has recommended delinking the payment of
full pension on completing 33 years of qualifying service.
Higher rates of pension have been recommended for retirees on
attaining the age of 80, 85, 90, 95 and 100 years. A revised
commutation factor for commuting pension has also been
suggested taking into 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 1.2.17 The Commission has taken note of the problems faced
disabilities 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 1.2.18 The Commission has recommended upgradation of
certain categories certain specific categories like Nurses, Teachers, Constabulary
and Postmen keeping in view the important functions being
discharged by these categories. Parity between field offices and
secretariat has been proposed as, in Commission’s view, equal
emphasis has to be given to the field offices in order to ensure
better delivery.

Anomalies 1.2.19 Most of the memoranda sent to the Commission by

Government organisations, employees or their associations

12
 highlighted various anomalies with reference to the pay scales,
allowances or status. These anomalies in majority of cases were
caused by upgradations of specific individual posts or grant of
certain allowance by the earlier Central Pay Commissions or the
Government. In some cases the upgradations had to be
extended to comply with specific directions of various Courts.
The Commission has taken note of these anomalies.

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

a) Where the promotion post had come to lie in a lower

scale vis-à-vis any of the feeder posts.

b) Where the promotion and feeder posts existed in an

identical scale and the level of duties /responsibilities
and qualifications attached to these posts were
manifestly distinct precluding their merger.

c) Where, (i) a distinct and established relativity had

existed between different posts; (ii) the posts were
otherwise comparable on the basis of the functions,
nature of the job, qualifications prescribed, level of
responsibility attached; and (iii) such relativity was
disturbed at the time of or after the implementation of
the recommendations of the last Central Pay
Commission.
d) Where identical or analogous posts discharging similar
functions had been placed in two or more distinct pay
scales.
e) Where the functions, nature of the job, qualifications
prescribed and level of responsibility attached to the
post justified a higher pay scale without causing any
distortion or imbalance in any of the established
relativities

All the individual upgradations recommended by the

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

13
 anomalies right from the time of their inception and is of the
view that interest of justice will be served if these anomalies
are rectified for the present and the future.

Anomalies in 1.2.21 The Commission received demands from almost all the
allowances 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 1.2.23 The Administrative Reforms Commission is presently

reforms 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

14
 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 1.2.25 The Report has been kept concise as the Commission is
recommendations 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.

15
 Chapter 1.3
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 1.3.2 The recent years between the last Pay Commission and
Growth now have witnessed a ratcheting up of growth. The overall
macroeconomic situation has improved greatly with tangible
progress towards fiscal consolidation and a strong balance of
payments position. Gross Domestic Product (GDP) at factor cost
at 1999-2000 constant prices has increased from Rs.18.7 lakh
crore in 2000-01 to Rs.28.6 lakh crore in 2006-07, a 52.9 percent
increase in seven years. The annual growth rate of GDP has also
shown a general increase, from that of 5.8 percent per annum in
2001-02 to a level of 9.6 percent in 2006-07.

1.3.3 The Index of Industrial Production has increased

approximately 2.7 times, from a level of 91.6 in 1990-91 to 247.1
in 2006-07 while the Index of Agricultural Production with base
1981-82, which stood at 166 in 2000-01, has increased modestly
to 197.1 in 2006-07. There has been a steady increase in the
annual growth rate of industrial production. This impressive
growth in the industrial sector is propelled by the robust growth
in manufacturing, which occupies the major share of the
industrial production. The fastest growing sector has been
Services. Between 2002-03 and 2006-07, 68.6 percent of the
overall average growth in GDP has been attributed to growth in
services. Trade, hotels, transport and communication became
the leading sector by growing at double digits since 2003-04.
Agriculture has shown wide fluctuations in its growth. In the

16
 first five years since 2001-02, its annual average growth has
been of the order of 3 percent. It increased to 6 percent in 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 1.3.4 The gross domestic capital formation has increased from
capital formation a level of 26.3 percent of GDP at current market prices in 1990-91
and savings 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.

17
 Consumer price Index-CPI(IW)
General Base 1982=100
700

600

500

400

300

200

100

0
1996-97 97-98 98-99 99-2000 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07

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 1.3.9 The revenue deficit of the Central Government stood at 2.5
of the Centre percent of GDP in 1995-96. This increased to 3.8 percent of GDP
in 1998-99. The increase was largely attributable to increased
expenditure on salaries and pensions consequent upon
implementation of the Fifth Central Pay Commission
recommendations. The revenue deficit peaked at 4.4 percent in
2001-02. Fiscal deficit also increased as a percentage of GDP
from 4.2 percent in 1995-96 to 6.2 percent in 2001-02.

1.3.10 Revenue deficit as percentage of fiscal deficit increased

sharply from 59 percent in 1995-96 to 80 percent in 2003-04
implying that borrowings were being increasingly used to fund
current expenditure and only 20 percent of the borrowings were
directed towards asset creation. It reflected the un-sustainability
of the fiscal situation and the increasing risk of falling into a
debt trap. This fiscal imbalance was identified as the root cause
of the twin problems of inflation and the difficult balance of
payments position. The chart below shows the trends in

18
 revenue deficit and fiscal deficit of Central Government.

TRENDS IN DEFICITS OF CENTRAL GOVERNMENT

Percentof GDP
4

0
1995-96 1996-97 97-98 98-99 99-2000 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07

Revenue deficit Fiscal deficit

Fiscal Reforms and 1.3.11 In the backdrop of the tight fiscal situation, the FRBMA
Budget was enacted on August 26th, 2003 and the Act and Rules were
Management Act notified to come into effect from 5th July 2004. The FRBMA
(FRBMA) provided a defined mandate for medium term fiscal
management.

1.3.12 The Rules under FRBMA stipulate that the revenue

deficit be reduced by an amount equivalent to half percent or
more of the estimated GDP at the end of each financial year and
be eliminated by 31st March 2009. Fiscal deficit is to be reduced
by an amount equivalent to 0.3 percent or more of the estimated
GDP at the end of each financial year and reduced to no more
than three percent of the estimated GDP by the financial year
ending on 31st March 2009.

1.3.13 The continuous and essentially incremental process of

fiscal consolidation under FRBMA has been satisfactory. Post
FRBMA, revenue deficit as percent of GDP has declined from 3.6
percent in 2003-04 to 1.9 percent in 2006-07(P). Fiscal deficit as a
percent of GDP declined from 4.5 percent in 2003-04 to
approximately 3.4 percent in 2006-07(P). Revenue deficit as
percent of fiscal deficit declined from 80 percent in 2003-04 to 56
percent in 2006-07(P).

1.3.14 The FRBMA stipulates that public expenditure be

reoriented for the creation of productive assets. It highlights the
significance of keeping the revenue expenditure under control
so as to eliminate revenue deficit by 2008-09. This essentially
would necessitate that revenue expenditures are kept within the

19
contours of revenue receipts. As revenue expenditure is
composed of pay and allowances, interest payments, grants to
States and Union Territories, subsidies, etc., expenditures
thereon would need to be synchronized with revenue
generation.

1.3.15 The non-debt receipts of the Central Government

comprise tax revenue receipts, non-tax revenue receipts and non
-debt creating capital receipts. The share of tax revenues in the
total revenue receipt has been predominant.

2006-07 Actuals(P)

1%

19%

80%

Tax revenues net of states share Non -tax revenues

Non- debt capital receipts

1.3.16 The tax revenue receipts of the Central Government net

of share of States stood at Rs.95,672 crore in 1996-97. This
increased to Rs.3,51,494 crore in 2006-07.

Total Revenue Receipts

500000

450000

400000

350000

300000
Rs. crore

250000

200000

150000

100000

50000

0
96-97 97-98 98-99 99-2000 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07(P)
years

Total Revenue Receipts

20
 1.3.17 Non-tax revenue receipts mainly comprising interest
receipts, dividends and profits, receipts from economic, social
and fiscal services increased by 152 percent between 1996-97
and 2006-07.
Non Tax Revenues

90000

80000

70000

60000
Rs crore
50000

40000

30000

20000

10000

0
96-97 97-98 98-99 99-2000 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-
07(P)

Non Tax Revenues

1.3.18 The expenditure of the Central Government has

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

Composition of Expenditure

700000

600000

500000
Rs.crore

400000

300000

200000

100000

0
96-97 97-98 98-99 99-2000 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07(P)

Revenue Expenditure Capital Expenditure

Trends in Pay and 1.3.19 The expenditure of the Central Government (excluding
Allowances 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

21
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

45000

40000

35000

30000
Rs crore

25000

20000

15000

10000

5000

0
96-97 97-98 98-99 99-2000 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06

Pay & Allowances excl. Defence Forces

1.3.20 The major jump noticeable in the two years following

1996-97 is attributed to payment of arrears consequent upon
recommendations of Fifth Central Pay Commission.

1.3.21 The dip in pay and allowances in 2001-02 is attributable

to the exclusion of the employees of Telecommunications.
Increase in 2004-05 over 2003-04 is attributable to the impact of
merger of dearness allowance.

1.3.22 Expenditure on pay and allowances and pensions

impact the revenue expenditure of the Government. It
constituted 22 percent of the revenue expenditure in 1996-97. It
rose to 27 percent as a result, inter alia, of the impact of the Fifth
Central Pay Commission. It has thereafter been hovering around
21 percent. Average for the years 2004-05 to 2006-07 shows that
pay, allowances and pensions including those for Railways
comprise 24 percent of revenue receipts. Impact of the
recommendations of the Fifth Pay Commission resulted in the
share of pay, allowances and pensions in revenue receipts
increasing from 28 percent in 1996-97 to 38 percent in 1998-99.

22
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)

35000

30000

25000

20000
Rs crore

15000

10000

5000

0
96-97 97-98 98-99 99-2000 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07

Pension

1.3.24 Pension outflow constitutes 35% of the total

expenditure on account of salaries, allowances and pension as
evident in the chart below:-

Share of Pensions in Total

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%
96-97 97-98 98-99 99-2000 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07

Pension Total Pay & Allowances

23
Resources of the 1.3.25 As per its Terms of Reference, the Commission, while
Centre 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 1.3.26 The Commission is of the view that while

expenditure, pay, recommending revision in pay and allowances, the question of
allowances and adequacy of remuneration needs to be considered along with
pensions 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 1.3.27 The Commission has analyzed the impact of its
Government’s recommendations on the Central Government’s budget in the
budget backdrop of the future profile projected by the Central
Government on revenue receipts during the Eleventh Plan
period. For assessing the Government’s capacity to pay, the

24
 average ratio of expenditure on pay and allowance and pensions
of civilian employees (excluding Railways) and Defence Forces
personnel, to revenue receipts for the years 2005-06 and 2006-07
has been calculated and this ratio applied to the future years for
determining notionally the manner in which pay and
allowances and pensions are likely to grow if this ratio is
maintained. These results have been compared with the
projections based on the Commission’s recommendations on
pay and allowances and pensions without taking into 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 1.3.28 The Commission has been informed by the Central
State Governments 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.

25
Projections by the 1.3.29 The Working Group on States’ Resources for Eleventh
Working group on Five Year Plan has also observed that there has been an overall
States Resources improvement in State finances since 2002-03. Factors which
for the Eleventh have contributed to such a turn around are, inter-alia, overall
Five Year Plan 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 1.3.30 Many States have achieved the FRBMA mandated target
finances 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 1.3.31 In estimating the impact on State finances, the

likely impact on Commission has used a methodology similar to that followed
States 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.

26
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.

27
 Chapter 2.1
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 2.1.2 The Fourth Pay Commission, while addressing this term
Commissions 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

28
 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 2.1.4 As the position which obtains now is no different from the
salaries in PSUs 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 over-
all 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 2.1.5 The pay revision for board members, executives and non-
Revision unionized supervisors under the IDA pattern is done based on

29
 recommendations of Committees set up for the purpose by the
Government. The periodicity of such revision was 5 years before
1997 and has thereafter been modified to 10 years. The latest Pay
Revision Committee was set up vide Resolution dated 30th
September, 2006 and is to make its recommendations within 18
months of that date. This Committee’s 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 2.1.6 In respect of workmen following IDA pattern scales of

workers 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 2.1.7 In the case of employees under CDA pattern of pay scales,
CDA pattern 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 2.1.8 The Central Government, in November, 2006, conveyed

wage negotiation 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

30
 that there is no increase in labour cost per physical unit of output
except in rare cases. Central PSEs which have incurred a loss
during all the 3 financial years preceding the proposed wage
negotiation have also been allowed to enter into negotiations
provided they give an estimate to their Ministry as to how
resources would be generated by them to meet the extra
expenditure arising out of implementation. In sick PSUs, no
revision is to be allowed until BIFR approves the revival plan for
these enterprises.

Pay package in 2.1.9 In the demands made before the Commission, mention has
PSUs 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.

31
 • HRA is paid generally on percentage basis and CCA is
granted at rates applicable to Central Government
employees.

• Apart from HRA, DA and CCA, other allowances granted

include canteen subsidy/canteen allowance,
reimbursement of expenditure on conveyance,
professional development allowance, night shift
allowance, uniform/washing allowance, leave travel
concession and subscription for technical & professional
journals.

• Other benefits include interest subsidy schemes on house

building allowance, vehicle loan, computer loan, children
education assistance, and medical benefits.

Terminal benefits 2.1.10 As far as terminal benefits are concerned, the information
received indicates that in these PSUs, retirement benefits are
generally granted as per the Payment of Gratuity Act, 1972 and the
EPF & Miscellaneous Act, 1952. Leave encashment is also
permitted as per DPE guidelines and some PSUs have post-
retirement 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 2.1.11 As already mentioned, the Commission is of the view that
approach 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.

32
 • 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 2.1.12 Although comparison with the private sector is not part of
the private sector 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

33
provide a more favourable work-life balance.
2.1.13 The overall package offered in the private sector is worked
out on a cost to company basis, quantifying most of the benefits to
employees. In order to enable an appreciation of the total package
of benefits available to Government employees, a study for
estimating the total compensation package for Government
employees and cost to the Government was assigned to XLRI,
Jamshedpur. During presentations before the Commission, it
emerged that while the compensation provided by the
Government is higher at Group C and D levels, private sector
compensation packages are marginally higher for employees
comparable to Group B employees and substantially higher for
posts comparable to Group A officers in the Government. Apart
from quantifying the value of pension and other benefits of
Government employees, the study has also brought out that the
‘job security’ offered by the Government has immense value that
cannot be easily quantified and a quantification will only serve to
underestimate the advantage it offers.
2.1.14 Further, in the private sector, the Cost To Company (CTC)
may not actually be a reflection of the take home pay, as a major
proportion of the CTC consists of variable pay which is based on
performance. Further, the high starting salaries projected in the
media and other reports are granted only to a miniscule number
who are the best students of top-end management schools and at
times, are not reflective of the industry average. Similarly, grant of
extremely high pay packages in certain sectors may be a result of
the demand for talent at the time of initial setting up of an industry
or during the boom period. Such episodic events should not be
used as the yardstick for comparison, as ultimately the higher
salaries in these sectors get normalized over time.

2.1.15 The Commission is also of the view that the main

consideration in the private sector being ‘profit’, an equal
comparison with the Government is not going to be ever
possible. Moreover, any increase in the resources of the
Government need to be primarily directed towards development.
However, the Commission, in making its recommendations, has
taken note of the fact that the same pool of manpower provides the
source of recruitment in the private sector and the Government
and that there is a need to attract people both to the Group A posts
as well as to technical posts for which a demand exists in the
market by instituting some measures. In accordance with this, the
Commission has recommended a higher starting salary for
Group A posts and has also recommended that Government
should have the flexibility to offer a market driven salary to
highly qualified scientific and technical personnel whose skills

34
are in demand in the private sector. The higher package will,
however, be accompanied with a fixed term contract which could
be altered based on performance. In addition, the Commission has
made suggestions in regard to appointment to selected posts at
higher levels on contractual and tenurial basis where market
driven salaries could be paid in order to attract the best possible
expertise to the Government. Further, taking into 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.

35
 Chapter 2.2
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.

36
 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 2.2.7 The revised pay bands have been evolved for being
date of implemented retrospectively from 1.1.2006. The Fifth CPC had
implementation of recommended implementation of the next Pay Commission’s
Sixth CPC revised pay scales from 1.1.2006. The Commission is
recommendations 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.

37
Running pay 2.2.8 The Commission is recommending introduction of
bands 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.

38
Future recruitment 2.2.10 Insofar as future recruitment is concerned, no direct
in -1S pay band 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 2.2.11 Under the system of running pay bands being
pay bands recommended by the Commission, all the employees belonging to
the aforesaid 4 categories will be placed in distinct running pay
bands. At the time of promotion from one post to another in the
same running pay band, the grade pay (being a fixed amount
attached to each post in the hierarchy) attached to posts at
different levels within the same running pay band will change.
Additionally, increase in form of one increment will also be given
at the time of promotion. Rates of grade pay have been generally
computed at the rate of forty percent of the maximum of the
corresponding pre-revised pay scale which is rounded off to the
next multiple of hundred. In a few cases, the rates of grade pay have
been computed differently. This was necessary to fit the system of
grade pay in the scheme of revised running pay bands. Grade pay
will determine the status of a post with (apart from the two apex
scales of Secretary/equivalent and Cabinet Secretary/equivalent
that do not carry any grade pay) a senior post being given higher
grade pay. Grade pay being progressively higher for successive
higher posts, the employees on promotion will get monetary
benefit on promotion in the form of the increased grade pay apart
from the benefit of one additional increment. In case of
promotions between one pay band to the next pay band, the
revised band pay will, in no case, be less than the minimum of the
higher pay band. All the running pay bands will have annual
increments in form of two and half percent of the total of pay in

39
 the pay band and the corresponding grade pay. In some cases, this
may result in a slight drop vis-à-vis the existing rate of increment
along with dearness pay and dearness allowance thereon. This,
however, is inevitable as a completely new scheme is being
recommended where annual increments are payable on a
percentage basis without any fixed, quantized stages. Further, the
initial loss is more than made up in the higher stages as the actual
amount of annual increment will not be static as at present but is
going to increase every year. In the revised scheme, the date of
annual increments, in all cases, will be the first of July. Employees
completing six months and above in the scale as on July 1 will be
eligible. This is being recommended to alleviate a large number of
anomalies that arise due to the present system of annual increments
where the increments are given on the basis of the month of 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 2.2.12 For Group A Pay Band PB-3, annual increments in the
increments band will vary depending upon the performance. Not less than
eighty percent of the employees in the grade will be allowed
normal increment at the rate of 2.5% with the remaining 20% high
performers during the year being allowed increment at the higher
rate of 3.5%. In all other running pay bands also, increments in the
form of percentage (2.5%) of the total of pay and grade pay have
been recommended. This has been done to enable the Government
to extend the scheme of variable increments in this grade as well at a
future date. While introduction of the scheme of variable
increments in Groups ‘B’ and ‘C’ is equally desirable, the
Commission is not recommending this as it is of the view that
consultations with the Staff Side would be needed before the
scheme of variable increments is extended to posts in Group ‘B’
and ‘C’. The Government may decide to extend the scheme of
variable increments in running pay bands PB 1 and PB 2 as well.
The proposed scheme of running pay bands do not, however,
provide for variable increments in the PB-4 pay band.

2.2.13 Introduction of running pay bands will have the following

benefits:-

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

(ii) All matters concerning pay fixation at the time of promotion

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

40
 there being any refixation of salary in the higher grade except
when the promotion is from one running scale to another).
This will make FRs relating to fixation of pay on promotion
(like FR 22), largely redundant.
(iii) Most of the pay scale related anomalies that have been
continuing and in fact evolving afresh would be resolved.
(iv) The model will make the Government organization less
hierarchical. While, initially grade pay will be payable as per
the hierarchy, however, Government will have the flexibility
to remove layers by removing specific grade pay. In the long
run the model can be suitably adjusted to remove even the
element of grade pay thereby ensuring total delayering of the
Government structure facilitating quick decisions and
increased output.
(v) The model will facilitate the evolution of the concept of
performance related incentives which can be paid as a
distinct component as a supplement to the running pay
bands.

(vi) Seniority of a post will depend on the grade pay drawn.

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

(vii) Running pay bands will ensure a common hierarchical

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

41
 Enterprises are in the vicinity of Rs.10,000 per month and a similar
dispensation needs to be extended to the Central Government
employees as well.

Minimum Salary- 2.2.15 The contention, that minimum salaries in Public Sector
Analysis & Enterprises are in the vicinity of Rs.10,000 per month and a similar
Recommendations 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.

42
Maximum Salary 2.2.16 The staff Side in their memorandum have proposed that the
ratio of 1:12 should be kept between the minimum starting salary in
the Central Government and the salary attached to the post of
Secretary/equivalent in the Central Government. This ratio is called
the minimum: maximum salary ratio. The Fifth 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 2.2.17 While fixing the ratio, differentials that exist between the
on Maximum salaries in the private, public and the Government sectors may also
Salary 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 Pay Scale Pay Corresponding Grade
Scale Band Pay Bands 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- -1S 4440-7440 1600
70-4000
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

43
 Pre-Revised Revised
Pay Pay Scale Pay Corresponding Grade
Scale Band Pay Bands Pay
New 8000-275-13500 PB-3 15600-39100 5400
Scale (Group A Entry)
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 80000 (Fixed) Nil
Scale
S-34 30000 (Fixed) Cab. 90000 (Fixed) Nil
Sec./
Equ.

Increments & Span

-1S Annual increment @ 2.5%. Span 18 years.

PB-1 Annual increment @ 2.5%. Span 50 years.
PB-2 Annual increment @ 2.5%. Span 40 years.
PB-3 Annual increments @ 2.5% & 3.5%. Span 32 years.
PB-4 Annual increment @ 2.5%. Span 20 years.

Minimum : Maximum Ratio

1:12 between Apex scale and minimum of PB-1 (including

grade pay)

44
Salient features 2.2.19 The revised scheme of pay bands being recommended has the
following characteristics: -

i. The minimum: maximum ratio is 1:12 (between the start of

PB 1 scale and Apex Scale).

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

grade pay.

iii. PB 2 pay band has 4 distinct grades (including the pre-

revised 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 The scales belonging to Group ‘D’ are merged

Rs.2610-3540 with the entry grade in the pay band PB 1 due
Rs.2610-4000 to upgradation of Group ‘D’.
Rs.2650-4000
Rs.2750-4400

Rs.5000-8000 Scales of Rs.5000-8000, Rs.5500-9000 and

Rs.5500-9000 Rs.6500-10500 have been merged to bring parity
Rs.6500-6900 between field offices; the secretariat; the
Rs.6500-10500 technical posts; and the work shop staff. This
was necessary to ensure that due importance is
given to the levels concerned with actual
delivery. It is also noted that a large number of
anomalies were created due to the placement of
Inspectors/equivalent posts in CBDT/CBEC
and Assistants/ Personal Assistants of

45
 CSS/CSSS in the scale of Rs.6500-200-10500. The
scales of Rs.5500-175-9000 and Rs.6500-200-
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 The scales of Rs.9000 and Rs.9000-275-13500

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

Rs.10325-10975 The scale of Rs.10325-325-10975 also was

Rs.10000-15200 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 The scale of Rs.12000-375-18000 was limited to a

Rs.14300-18300 very few categories. It has been combined with
the scale of Rs.14300-400-18300 as a measure of
rationalization.

Rs.16400-20000 The two scales are identical with a slight

Rs.16400-20900` difference in span which will have no meaning
in a running scale.

Rs.14300-22400 The scale of Rs.14300-22400 presently applies to

Rs.18400-22400 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 The two scales had common maxima. The

Rs.24050-26000 difference was in their span and the rate of
increments. Running pay bands and increments
payable on percentage basis left no functional
justification for continuing the two scales as
distinct entities.

46
viii. The rate of annual increment in all the running pay bands is
2.5% of the total of pay band (stage of fixation in the running
pay band) and grade pay.

ix. Two rates of increments have been provided in PB 3 with

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

x. The scale of Rs.8000-13500 is the entry grade for Group A

posts for which the Running Band PB-3 has been
recommended. Many Group ‘B’ posts had been extended the
scale of Rs.8000-13500 even though these continued to be
Group ‘B’ posts. All such Group ‘B’ posts shall now be placed
in the running band PB-2 along with a grade pay of Rs.5400.
To ensure that existing parity in 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.

47
Fixation of pay in 2.2.20 The Commission had received various demands relating to
the revised pay fixation of pay. Most of these demands sought point to point
bands- demands 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 pre-
revised 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 pre-
revised 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-à-
vis 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.

48
(iii) In case more than two stages in the pre-revised scale are
getting fixed at the same stage in the revised running pay
band, benefit of one increment has been given so as to avoid
bunching of more than two stages in the revised running pay
bands. In the case of pay scales in higher 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.

49
2.2.22 Fixation of pay in the revised pay bands of existing
employees as well as future recruits shall be done in the following
manner:-
(i) In cases where employees have been placed in a higher pay
scale between 1/1/2006 and the date of notification of the
revised Pay Bands on 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.

50
 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 pre-
revised scale of Rs.2750-4400 (being the first grade in
the running pay band) to the scale of Rs.3200-4900 (3
years from scale of Rs.2750-4400 to Rs.3050-4590 and
thereafter 3 years from the scale of Rs.3050-4590 to
Rs.3200-4900).

- Hence, 6 increments at the rate of 2.5% for each

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

- Grade pay of Rs.2000 will additionally be payable.

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

(v) In case of promotion between identical posts in the same

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

(vi) DA and all allowances, facilities, pension etc. shall be

payable on the sum of grade pay and pay band.

51
(vii) Facilities like Government housing, etc., will be governed
by the grade pay. An employee in the higher grade pay will
be senior to an employee in a lower grade pay. In case of
employees drawing same grade pay, priority shall be
governed by the total emoluments drawn, including NPA
in case of doctors and MSP in case of defence personnel.

52
 Table 2.2.1
Fixation of Minimum wage as on 1.1.2006 as per 15 ILC norms
Items Per day Per Price per Total Price per Total cost
PCU month kg. taken cost as kg. as per as per
(In 3CU by Staff per Staff prevailing prevailing
grams) (In kg) Side Side rates rates
(In Rs) (In Rs) (In Rs) (In Rs)
Rice/wheat 475 42.75 22.00 941 18 769.5

Dal (Toor/ 80 7.2 65.00 468 40 288

Urad /
moong)
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 56 5.00 24.00 120 24 120
Jaggery
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 @ 1751.40 400# 400#
25%**
Total 8757.00 5330.5
Housing @ 973.00 ^148
10%***
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

53
 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 Revised pay in the running Grade Pay Total Pay
scale pay band
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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

54
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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

55
 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 Revised pay in the running Grade Pay Total Pay
scale pay band
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

56
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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

57
 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 Revised pay in the running Grade Pay Total Pay
scale pay band
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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

58
 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 Revised pay in the running Grade Pay Total Pay
scale pay band
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

59
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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

60
 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 Revised pay in the running Grade Pay Total Pay
scale pay band
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

61
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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

62
 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 Revised pay in the running Grade Pay Total Pay
scale pay band
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 Revised pay in the running Grade Pay Total Pay
scale pay band
9,000 15,990 5,400 21,390

63
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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

64
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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

65
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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

66
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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

67
 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 Revised pay in the running Grade Pay Total Pay
scale pay band
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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

68
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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

69
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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 Revised pay in the Apex Grade Pay Total Pay
scale Scale
26000 80,000 - 80,000

Pre-revised scale (S – 34) Cabinet Secretary/Equivalent Scale

30000 (fixed) 90000 (fixed)

Basic Pay in the pre-revised Revised pay in Cabinet Grade Pay Total Pay
scale Secretary/Equivalent Scale
30000 90000 - 90000

70
 Chapter 2.3
Pay scales of Defence Forces Personnel

Introduction 2.3.1 The first two Pay Commissions did not consider the pay
scales, allowances and other service conditions of Defence Forces
personnel. At that time, the structure of emoluments of the Defence
Forces personnel was looked into by the departmental committees
which included the representatives of the three services.
Post-war Pay 2.3.2 After the First Pay Commission, a Post War Pay Committee
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 2.3.3 Subsequent to the report of the Second Pay Commission, the
Committee 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 2.3.4 Subsequently, the parity of officers’ pay scale in Defence

developments 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.

71
Third Pay 2.3.5 The Third Pay Commission was the first Commission whose
Commission 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 2.3.6 The Defence Forces had demanded a higher rate of Special
Allowance and the Disturbance Allowance from the Third Pay Commission. The
edge in Defence Commission, however, noted that the Disturbance Allowance was
Forces pay scales 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

72
 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 pay-
scale (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 2.3.9 The relativity existing between pay scales of analogous
between Defence posts in the Defence Forces and the civilians since the time of Third
Forces and civilian Central Pay Commission is tabulated as follows:
officers
established by the Third CPC recommendations (in Rs.)
earlier Pay Civilian Defence Forces*
Commissions 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.)

73
 Fourth CPC recommendations
Civilian Defence Forces
Grade Pay Grade Pay
Scale (Rs.) Scale (Rs.)

JTS 2200-4000 2nd Lieut. to Brig. 2300-100-4200-

STS 3000-4500 EB-100-5000
JAG 3700-5000 (Integrated
NFSG 4500-5700 pay scale)
DIG 5100-5700 (Revised to
(Revised to 2300-5100)
5100-6150)
Rank Amount of rank pay
(p.m.)
Capt. & equ. 200
Major & equ. 400
Lt. Col. (Sel. & equ.) 600
Col. & equ. 800
Brig. & equ. 1200

Pay scales for higher levels

SAG 5900-6700
HAG 7600 (fixed) Maj. Gen. & equ. 5900-200-6700
Secretary 8000 (fixed) Lt. Gen. 7600 (fixed)
Cab. Secy.9000 (fixed) Army Comm. 8000 (fixed)
Service Chiefs 9000 (fixed)

Fifth CPC recommendations

Civilian Defence Forces
Grade Pay Grade Pay Scale Rank pay
Scale (Rs.) (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 Vice Chiefs and
(fixed) Army Comm.
Equivalent 26000 (fixed) -
Cab. Secy. 30000 Service Chiefs 30000 (fixed) -
(fixed)

74
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.

75
Analysis – 2.3.11 This Commission has recommended running pay bands for
Movement of all civilian employees. The ground on which the Fifth CPC had not
SSCOs into conceded the demand of the Defence Forces to grant them running
CPMFs 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 – 2.3.12 The Commission is of the view that running pay bands on
Military Service par with those recommended for civilian officers needs to be
Pay 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

76
 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 2.3.14 In view of the discussions in the preceding paras, the

regarding pay Commission recommends following pay scales for Service
scales of Defence Officers in the Defence Forces:-
Forces officers (Rs.)
Post Pay Grade Military
Band Pay Service Pay#
Lieutenant/equ. 15600-39100 5400 6000
Captain/ equ. 15600-39100 5700 6000
Major/ equ. 15600-39100 6100 6000
Lt. Colonel/ equ. 15600-39100 6600 6000
Colonel/ equ. 15600-39100 7600 6000
Brigadier/ equ. 15600-39100 8400 6000
Major General/ equ. 39200-67000 9000 Nil*
Lt. General/ equ. 39200-67000 11000 Nil
Vice Chiefs and 80000 (Fixed) Nil Nil
Army Commander/
equ.
Service Chiefs 90000 (Fixed) Nil Nil
# No arrears on 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.

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Pay of Principal 2.3.15 The Defence Forces have proposed to place the Principal
Staff Officers/ Staff Officers (PSOs) at Service Headquarters in the same pay scale
DG(AFMS) 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 2.3.16 Higher scale of Rs.26,000 (fixed) has been demanded for the
Director General post of Director General (Armed Force Medical Service). Adequate
(AFMS) 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 2.3.17 Presently, Lt. General and equivalent who have less than
personal basis to two years service are not promoted as Army Commander even
officers not though they may be otherwise eligible. A demand has been made
promoted due to that Lt. General/equivalent not promoted as Army
short tenure/ Commander/equivalent for want of residual service should be
promotion on non- given the pay of Army Commander/equivalent. Grant of
functional basis 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 non-
functional upgradation, if allowed, will not count for other
benefits like increase in tenure, etc.

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

78
 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 – 2.3.19 Officers of Military Nursing Service are treated on par with
introduction 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 2.3.20 Officers belonging to Military Nursing Service (MNS) have

regarding pay a starting pay equal to the Group A civilian starting scale. MNS
scales MNS cadre follows same designations as the officers of the Army,
Officers 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

79
 duties. The Commission, accordingly, recommends the following
pay structure for MNS officers:-

(Rs.)
Post Pay Grade Military
Band Pay 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 & 2.3.21 Benefit of pay fixation at the time of regular promotion to
Career progression the next higher grade is always available because promotions to the
of MNS Officers 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,

80
 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 2.3.23 Personnel Below Officer Ranks (PBORs) in Defence Forces
Officer Ranks are placed in three different groups depending upon the trade
(PBORs) 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 2.3.24 The Commission is recommending lateral shift of PBORs

methodology for and Short Service Commission Officers (SSCOs) to Central Police
devising new pay Organisations (CPOs) and Defence Civilian Organisations. To
scales for PBORs 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

81
 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 2.3.25 Keeping in view the principles propounded in the preceding
and grade pay 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 vis-
à-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 2.3.26 The existing relativity of PBORs vis-à-vis CPOs and other
Pay for PBORs 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

82
 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 2.3.27 Insofar as pay of PBORs in group X is concerned, a separate

between trade element will have to incorporate the edge that existed in their pay
groups X and Y 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

83
 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 Military X
Recommended Grade Service Group
(Existing Pay Band Pay Pay# Pay*
Scales)
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.

84
Air Force
(in Rs.)
PBORs Military X
Recommended Grade Service Group
(Existing Pay Band Pay Pay# Pay*
Scales)
AC/LAC 4860-20200 2000 1000 1400
Corporal 4860-20200 2400 1000 1400
Sergeant 4860-20200 2800 1000 1400
Jr. Warrant 8700-34800 4200 1000 1400
Officer
Warrant 8700-34800 4600 1000 1400
Officer
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 Military X
Recommend Grade Service Group
(Existing ed Pay Band Pay Pay# Pay*
Scales)
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

85
 Navy – Y Group
(in Rs.)
PBORs Military
Recommended Grade
Service
(Existing Scales) Pay Band Pay
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 2.3.29 PBORs recruits receive a stipend during their training
during 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 2.3.30 Presently Honorary Commission is granted to select Junior

Honorary Commissioned Officers. These Honorary Commissioned Officers
Lieutenant and are granted fixed pay as follows :-
Captain

86
 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 2.3.31 Presently personnel in the Defence Security Corps (DSC) are
DSC personnel 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 2.3.32 A distinct category of Non-Combatants Enrolled (NCE) in

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

87
Minimum benefit 2.3.33 The Defence Forces have demanded a minimum increase of
on promotion 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 2.3.34 Presently PBORs in Defence Forces are eligible for two time
Progression bound upgradations on completion of 10 and 20 years of service.
Scheme for PBORs 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.

88
 Table 2.3.1
Fixation of Officers in Defence Services (other than those
belonging to MNS) in the revised Pay Bands

Post - Lieutenant/Sub Lieutenant/Flying Officer

Pre-revised scale Revised Pay Band PB-3 + Grade Pay + MSP

Rs.8250-300-10050 Rs.15600-39100 + Rs.5400 + Rs.6000

Pre-revised Revised
Pay in the Rank Stage in the Grade Military Total Revised
scale pay revised Pay Band Pay Service Pay 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 Rank Stage in the Grade Military Total Revised
scale pay revised Pay Band Pay Service Pay 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

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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 Rank Stage in the Grade Military Total Revised
scale pay revised Pay Band Pay Service Pay 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 Rank Stage in the Grade Military Total Revised
scale pay revised Pay Band Pay Service Pay 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

90
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 Rank Stage in the Grade Military Total Revised
scale pay revised Pay Band Pay Service Pay 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 Rank Stage in the Grade Military Total Revised
scale pay revised Pay Band Pay Service Pay 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 Rank Stage in the
Grade Pay Total Revised Pay
scale pay revised Pay Band
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

91
 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 Rank Stage in the
Grade Pay Total Revised Pay
scale pay revised Pay Band
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 Revised pay in the Grade Total Pay
scale running pay band Pay
26000 (fixed) 80000 (fixed) - 80000

Post - Service Chiefs

Pre-revised scale Revised Scale

30000 (fixed) 90000 (fixed)

Basic Pay in the pre-revised Revised pay in the Grade Total Pay
scale running pay band 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.

92
 Fixation of PBORs in Defence Services in the revised Pay Bands

Army - X Group

Rank - Sepoy

Pre-revised scale Revised Pay Band PB-1 + Grade Pay + MSP + X Gr. Pay
Rs.3600-70-4650 Rs.4860-20200 + Rs.2000 + Rs.1000 + Rs.1400

Stage in the Military

Stage in the pre- Grade X Group Total
revised Pay Service
revised scale Pay Pay Revised Pay
Band Pay
3,600 6,270 2,000 1,000 1,400 10,670
3,670 6,390 2,000 1,000 1,400 10,790
3,740 6,510 2,000 1,000 1,400 10,910
3,810 6,630 2,000 1,000 1,400 11,030
3,880 6,760 2,000 1,000 1,400 11,160
3,950 6,880 2,000 1,000 1,400 11,280
4,020 7,000 2,000 1,000 1,400 11,400
4,090 7,120 2,000 1,000 1,400 11,520
4,160 7,240 2,000 1,000 1,400 11,640
4,230 7,360 2,000 1,000 1,400 11,760
4,300 7,490 2,000 1,000 1,400 11,890
4,370 7,610 2,000 1,000 1,400 12,010
4,440 7,730 2,000 1,000 1,400 12,130
4,510 7,850 2,000 1,000 1,400 12,250
4,580 7,970 2,000 1,000 1,400 12,370
4,650 8,100 2,000 1,000 1,400 12,500

93
Rank - Naik

Pre-revised scale Revised Pay Band PB-1 + Grade Pay + MSP + X Gr. Pay
Rs.3700-85-4975 Rs.4860-20200 + Rs.2400 + Rs.1000 + Rs.1400

Stage in the Military

Stage in the pre- Grade X Group Total
revised Pay Service
revised scale Pay Pay Revised Pay
Band 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 Military

Stage in the pre- Grade X Group Total
revised Pay Service
revised scale Pay Pay Revised Pay
Band Pay
4,150 7,230 2,800 1,000 1,400 12,430
4,250 7,400 2,800 1,000 1,400 12,600
4,350 7,570 2,800 1,000 1,400 12,770

94
 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 Military

Stage in the pre- Grade X Group Total
revised Pay Service
revised scale Pay Pay Revised Pay
Band Pay
5,770 10,040 4,200 1,000 1,400 16,640
5,910 10,290 4,200 1,000 1,400 16,890
6,050 10,530 4,200 1,000 1,400 17,130
6,190 10,780 4,200 1,000 1,400 17,380
6,330 11,020 4,200 1,000 1,400 17,620
6,470 11,260 4,200 1,000 1,400 17,860
6,610 11,510 4,200 1,000 1,400 18,110
6,750 11,750 4,200 1,000 1,400 18,350
6,890 11,990 4,200 1,000 1,400 18,590
7,030 12,240 4,200 1,000 1,400 18,840
7,170 12,480 4,200 1,000 1,400 19,080

95
 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 Military

Stage in the pre- Grade X Group Total
revised Pay Service
revised scale Pay Pay Revised Pay
Band Pay
6,750 11,750 4,600 1,000 1,400 18,750
6,940 12,080 4,600 1,000 1,400 19,080
7,130 12,410 4,600 1,000 1,400 19,410
7,320 12,740 4,600 1,000 1,400 19,740
7,510 13,070 4,600 1,000 1,400 20,070
7,700 13,400 4,600 1,000 1,400 20,400
7,890 13,730 4,600 1,000 1,400 20,730
8,080 14,060 4,600 1,000 1,400 21,060
8,270 14,390 4,600 1,000 1,400 21,390
8,460 14,720 4,600 1,000 1,400 21,720
8,650 15,060 4,600 1,000 1,400 22,060
8,840 15,390 4,600 1,000 1,400 22,390
9,030 15,720 4,600 1,000 1,400 22,720
9,220 16,050 4,600 1,000 1,400 23,050
9,410 16,380 4,600 1,000 1,400 23,380

96
 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 Military

Stage in the pre- Grade X Group Total
revised Pay Service
revised scale Pay Pay Revised Pay
Band Pay
7,250 12,620 4,800 1,000 1,400 19,820
7,450 12,970 4,800 1,000 1,400 20,170
7,650 13,320 4,800 1,000 1,400 20,520
7,850 13,660 4,800 1,000 1,400 20,860
8,050 14,010 4,800 1,000 1,400 21,210
8,250 14,360 4,800 1,000 1,400 21,560
8,450 14,710 4,800 1,000 1,400 21,910
8,650 15,060 4,800 1,000 1,400 22,260
8,850 15,400 4,800 1,000 1,400 22,600
9,050 15,750 4,800 1,000 1,400 22,950
9,250 16,100 4,800 1,000 1,400 23,300
9,450 16,450 4,800 1,000 1,400 23,650
9,650 16,800 4,800 1,000 1,400 24,000
9,850 17,140 4,800 1,000 1,400 24,340
10,050 17,490 4,800 1,000 1,400 24,690

97
 Army - Y Group

Rank - Sepoy

Pre-revised scale Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3250-70-4300 Rs.4860-20200 + Rs.2000 + Rs.1000

Stage in the
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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

98
Rank - Naik

Pre-revised scale Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3425-85-4700 Rs.4860-20200 + Rs.2400 + Rs.1000

Stage in the
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
3,600 6,270 2,800 1,000 10,070
3,700 6,440 2,800 1,000 10,240

99
 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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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

100
 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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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

101
 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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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

102
 Army - Z Group

Rank - Sepoy

Pre-revised scale Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3050-55-3875 Rs.4860-20200 + Rs.2000 + Rs.1000

Stage in the
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
3,150 5,490 2,400 1,000 8,890

103
 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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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

104
 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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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

105
 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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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

106
Rank - Subedar Major

Pre-revised scale Revised Pay Band PB-2 + Grade Pay + MSP

Rs.6600-200-9400 Rs.8700-34800 + Rs.4800 + Rs.1000

Stage in the
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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

107
 Navy - X Group

Rank - Apprentice

Pre-revised scale Revised Pay Band PB-1 + Grade Pay + MSP + X Gr. Pay
Rs.3200-60-3260 Rs.4860-20200 + Rs.2000 + Rs.1000 + Rs.1400

Stage in the Military

Stage in the pre- Grade X Group Total
revised Pay Service
revised scale Pay Pay Revised Pay
Band 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 Military

Stage in the pre- Grade X Group Total
revised Pay Service
revised scale Pay Pay Revised Pay
Band 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 Military

Stage in the pre- Grade X Group Total
revised Pay Service
revised scale Pay Pay Revised Pay
Band 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

108
 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 Military

Stage in the pre- Grade X Group Total
revised Pay Service
revised scale Pay Pay Revised Pay
Band 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

109
 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 Military

Stage in the pre- Grade X Group Total
revised Pay Service
revised scale Pay Pay Revised Pay
Band 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

110
 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 Military

Stage in the pre- Grade X Group Total
revised Pay Service
revised scale Pay Pay Revised Pay
Band 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

111
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 Military Total

Stage in the pre- Grade X Group
revised Pay Service Revised
revised scale Pay Pay
Band Pay 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

112
 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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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

113
 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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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

114
Rank - Petty Officer

Pre-revised scale Revised Pay Band PB-1 + Grade Pay + MSP

Rs.4320-85-5595 Rs.4860-20200 + Rs.2800 + Rs.1000

Stage in the
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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

115
 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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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

116
 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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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

117
 Navy - Z Group

Rank - Seaman II

Pre-revised scale Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3050-55-3215 Rs.4860-20200 + Rs.2000 + Rs.1000

Stage in the
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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

118
 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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
3,200 5,570 2,400 1,000 8,970
3,270 5,690 2,400 1,000 9,090
3,340 5,820 2,400 1,000 9,220
3,410 5,940 2,400 1,000 9,340
3,480 6,060 2,400 1,000 9,460
3,550 6,180 2,400 1,000 9,580
3,620 6,300 2,400 1,000 9,700
3,690 6,430 2,400 1,000 9,830
3,760 6,550 2,400 1,000 9,950
3,830 6,670 2,400 1,000 10,070
3,900 6,790 2,400 1,000 10,190
3,970 6,910 2,400 1,000 10,310
4,040 7,030 2,400 1,000 10,430
4,110 7,160 2,400 1,000 10,560
4,180 7,280 2,400 1,000 10,680
4,250 7,400 2,400 1,000 10,800

119
Rank - Petty Officer

Pre-revised scale Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3775-85-5050 Rs.4860-20200 + Rs.2800 + Rs.1000

Stage in the
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
5,200 9,050 4,200 1,000 14,250
5,325 9,270 4,200 1,000 14,470
5,450 9,490 4,200 1,000 14,690

120
 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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
6,170 10,740 4,600 1,000 16,340
6,325 11,010 4,600 1,000 16,610
6,480 11,280 4,600 1,000 16,880
6,635 11,550 4,600 1,000 17,150
6,790 11,820 4,600 1,000 17,420
6,945 12,090 4,600 1,000 17,690
7,100 12,360 4,600 1,000 17,960
7,255 12,630 4,600 1,000 18,230
7,410 12,900 4,600 1,000 18,500
7,565 13,170 4,600 1,000 18,770

121
 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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
6,600 11,490 4,800 1,000 17,290
6,800 11,840 4,800 1,000 17,640
7,000 12,180 4,800 1,000 17,980
7,200 12,530 4,800 1,000 18,330
7,400 12,880 4,800 1,000 18,680
7,600 13,230 4,800 1,000 19,030
7,800 13,580 4,800 1,000 19,380
8,000 13,920 4,800 1,000 19,720
8,200 14,270 4,800 1,000 20,070
8,400 14,620 4,800 1,000 20,420
8,600 14,970 4,800 1,000 20,770
8,800 15,320 4,800 1,000 21,120
9,000 15,660 4,800 1,000 21,460
9,200 16,010 4,800 1,000 21,810
9,400 16,360 4,800 1,000 22,160

122
 Air Force - X Group

Rank - Air Craftsman

Pre-revised scale Revised Pay Band PB-1 + Grade Pay + MSP + X Gr. Pay
Rs.3675 Rs.4860-20200 + Rs.2000 + Rs.1000 + Rs.1400

Stage in the Military

Stage in the pre- Grade X Group Total
revised Pay Service
revised scale Pay Pay Revised Pay
Band 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 Military

Stage in the pre- Grade X Group Total
revised Pay Service
revised scale Pay Pay Revised Pay
Band Pay
4,025 7,010 2,000 1,000 1,400 11,410
4,085 7,110 2,000 1,000 1,400 11,510
4,145 7,220 2,000 1,000 1,400 11,620
4,205 7,320 2,000 1,000 1,400 11,720
4,265 7,430 2,000 1,000 1,400 11,830
4,325 7,530 2,000 1,000 1,400 11,930
4,385 7,630 2,000 1,000 1,400 12,030
4,445 7,740 2,000 1,000 1,400 12,140
4,505 7,840 2,000 1,000 1,400 12,240
4,565 7,950 2,000 1,000 1,400 12,350
4,625 8,050 2,000 1,000 1,400 12,450
4,685 8,160 2,000 1,000 1,400 12,560
4,745 8,260 2,000 1,000 1,400 12,660
4,805 8,370 2,000 1,000 1,400 12,770
4,865 8,470 2,000 1,000 1,400 12,870
4,925 8,570 2,000 1,000 1,400 12,970

123
Rank - Corporal

Pre-revised scale Revised Pay Band PB-1 + Grade Pay + MSP + X Gr. Pay
Rs.4150-70-5200 Rs.4860-20200 + Rs.2400 + Rs.1000 + Rs.1400

Stage in the Military

Stage in the pre- Grade X Group Total
revised Pay Service
revised scale Pay Pay Revised Pay
Band 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 Military

Stage in the pre- Grade X Group Total
revised Pay Service
revised scale Pay Pay Revised Pay
Band Pay
5,000 8,700 2,800 1,000 1,400 13,900
5,100 8,880 2,800 1,000 1,400 14,080
5,200 9,050 2,800 1,000 1,400 14,250

124
 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 Military

Stage in the pre- Grade X Group Total
revised Pay Service
revised scale Pay Pay Revised Pay
Band Pay
5,770 10,040 4,200 1,000 1,400 16,640
5,910 10,290 4,200 1,000 1,400 16,890
6,050 10,530 4,200 1,000 1,400 17,130
6,190 10,780 4,200 1,000 1,400 17,380
6,330 11,020 4,200 1,000 1,400 17,620
6,470 11,260 4,200 1,000 1,400 17,860
6,610 11,510 4,200 1,000 1,400 18,110
6,750 11,750 4,200 1,000 1,400 18,350
6,890 11,990 4,200 1,000 1,400 18,590
7,030 12,240 4,200 1,000 1,400 18,840
7,170 12,480 4,200 1,000 1,400 19,080
7,310 12,720 4,200 1,000 1,400 19,320
7,450 12,970 4,200 1,000 1,400 19,570

125
 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 Military

Stage in the pre- Grade X Group Total
revised Pay Service
revised scale Pay Pay Revised Pay
Band Pay
6,750 11,750 4,600 1,000 1,400 18,750
6,940 12,080 4,600 1,000 1,400 19,080
7,130 12,410 4,600 1,000 1,400 19,410
7,320 12,740 4,600 1,000 1,400 19,740
7,510 13,070 4,600 1,000 1,400 20,070
7,700 13,400 4,600 1,000 1,400 20,400
7,890 13,730 4,600 1,000 1,400 20,730
8,080 14,060 4,600 1,000 1,400 21,060
8,270 14,390 4,600 1,000 1,400 21,390
8,460 14,720 4,600 1,000 1,400 21,720
8,650 15,060 4,600 1,000 1,400 22,060
8,840 15,390 4,600 1,000 1,400 22,390
9,030 15,720 4,600 1,000 1,400 22,720
9,220 16,050 4,600 1,000 1,400 23,050
9,410 16,380 4,600 1,000 1,400 23,380
9,600 16,710 4,600 1,000 1,400 23,710
9,790 17,040 4,600 1,000 1,400 24,040

126
Rank - Master Warrant Officer

Pre-revised scale Revised Pay Band PB-2 + Grade Pay + MSP + X Gr. Pay
Rs.7400-200-10200 Rs.8700-34800 + Rs.4800 + Rs.1000 + Rs.1400

Stage in the Military

Stage in the pre- Grade X Group Total
revised Pay Service
revised scale Pay Pay Revised Pay
Band Pay
7,400 12,880 4,800 1,000 1,400 20,080
7,600 13,230 4,800 1,000 1,400 20,430
7,800 13,580 4,800 1,000 1,400 20,780
8,000 13,920 4,800 1,000 1,400 21,120
8,200 14,270 4,800 1,000 1,400 21,470
8,400 14,620 4,800 1,000 1,400 21,820
8,600 14,970 4,800 1,000 1,400 22,170
8,800 15,320 4,800 1,000 1,400 22,520
9,000 15,660 4,800 1,000 1,400 22,860
9,200 16,010 4,800 1,000 1,400 23,210
9,400 16,360 4,800 1,000 1,400 23,560
9,600 16,710 4,800 1,000 1,400 23,910
9,800 17,060 4,800 1,000 1,400 24,260
10,000 17,400 4,800 1,000 1,400 24,600
10,200 17,750 4,800 1,000 1,400 24,950

127
 Air Force - Y Group

Rank - Air Craftsman

Pre-revised scale Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3250 Rs.4860-20200 + Rs.2000 + Rs.1000

Stage in the
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
3,650 6,360 2,000 1,000 9,360
3,710 6,460 2,000 1,000 9,460
3,770 6,560 2,000 1,000 9,560
3,830 6,670 2,000 1,000 9,670
3,890 6,770 2,000 1,000 9,770
3,950 6,880 2,000 1,000 9,880
4,010 6,980 2,000 1,000 9,980
4,070 7,090 2,000 1,000 10,090
4,130 7,190 2,000 1,000 10,190
4,190 7,300 2,000 1,000 10,300
4,250 7,400 2,000 1,000 10,400
4,310 7,500 2,000 1,000 10,500
4,370 7,610 2,000 1,000 10,610
4,430 7,710 2,000 1,000 10,710
4,490 7,820 2,000 1,000 10,820
4,550 7,920 2,000 1,000 10,920

128
Rank - Corporal

Pre-revised scale Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3900-70-4950 Rs.4860-20200 + Rs.2400 + Rs.1000

Stage in the
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
4,320 7,520 2,800 1,000 11,320
4,405 7,670 2,800 1,000 11,470

129
 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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
5,620 9,780 4,200 1,000 14,980
5,760 10,030 4,200 1,000 15,230
5,900 10,270 4,200 1,000 15,470
6,040 10,510 4,200 1,000 15,710
6,180 10,760 4,200 1,000 15,960
6,320 11,000 4,200 1,000 16,200
6,460 11,240 4,200 1,000 16,440
6,600 11,490 4,200 1,000 16,690
6,740 11,730 4,200 1,000 16,930
6,880 11,980 4,200 1,000 17,180
7,020 12,220 4,200 1,000 17,420
7,160 12,460 4,200 1,000 17,660

130
 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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
6,600 11,490 4,600 1,000 17,090
6,770 11,780 4,600 1,000 17,380
6,940 12,080 4,600 1,000 17,680
7,110 12,380 4,600 1,000 17,980
7,280 12,670 4,600 1,000 18,270
7,450 12,970 4,600 1,000 18,570
7,620 13,260 4,600 1,000 18,860
7,790 13,560 4,600 1,000 19,160
7,960 13,850 4,600 1,000 19,450
8,130 14,150 4,600 1,000 19,750
8,300 14,450 4,600 1,000 20,050
8,470 14,740 4,600 1,000 20,340
8,640 15,040 4,600 1,000 20,640
8,810 15,330 4,600 1,000 20,930
8,980 15,630 4,600 1,000 21,230
9,150 15,930 4,600 1,000 21,530
9,320 16,220 4,600 1,000 21,820

131
Rank - Master Warrant Officer

Pre-revised scale Revised Pay Band PB-2 + Grade Pay + MSP

Rs.6750-200-9550 Rs.8700-34800 + Rs.4800 + Rs.1000

Stage in the
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
6,750 11,750 4,800 1,000 17,550
6,950 12,100 4,800 1,000 17,900
7,150 12,450 4,800 1,000 18,250
7,350 12,790 4,800 1,000 18,590
7,550 13,140 4,800 1,000 18,940
7,750 13,490 4,800 1,000 19,290
7,950 13,840 4,800 1,000 19,640
8,150 14,190 4,800 1,000 19,990
8,350 14,530 4,800 1,000 20,330
8,550 14,880 4,800 1,000 20,680
8,750 15,230 4,800 1,000 21,030
8,950 15,580 4,800 1,000 21,380
9,150 15,930 4,800 1,000 21,730
9,350 16,270 4,800 1,000 22,070
9,550 16,620 4,800 1,000 22,420

132
 Air Force - Z Group

Rank - Air Craftsman

Pre-revised scale Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3050 Rs.4860-20200 + Rs.2000 + Rs.1000

Stage in the
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
3,080 5,360 2,000 1,000 8,360
3,140 5,470 2,000 1,000 8,470
3,200 5,570 2,000 1,000 8,570
3,260 5,680 2,000 1,000 8,680
3,320 5,780 2,000 1,000 8,780
3,380 5,890 2,000 1,000 8,890
3,440 5,990 2,000 1,000 8,990
3,500 6,090 2,000 1,000 9,090
3,560 6,200 2,000 1,000 9,200
3,620 6,300 2,000 1,000 9,300
3,680 6,410 2,000 1,000 9,410
3,740 6,510 2,000 1,000 9,510
3,800 6,620 2,000 1,000 9,620
3,860 6,720 2,000 1,000 9,720
3,920 6,830 2,000 1,000 9,830
3,980 6,930 2,000 1,000 9,930

133
Rank - Corporal

Pre-revised scale Revised Pay Band PB-1 + Grade Pay + MSP

Rs.3200-70-4250 Rs.4860-20200 + Rs.2400 + Rs.1000

Stage in the
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
3,775 6,570 2,800 1,000 10,370
3,860 6,720 2,800 1,000 10,520

134
 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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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

135
 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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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

136
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
Stage in the pre- Military Total Revised
revised Pay Grade Pay
revised scale Service Pay Pay
Band
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.

137
 Chapter 2.4
Lateral movement of
Defence Forces personnel

Introduction 2.4.1 Defence Forces have been facing a shortage of Officers.

Resettlement of retired Personnel Below Officers Ranks (PBORs) is
also an issue that has been engaging deep attention of the
Government. The short tenure of Short Service Commissioned
Officers (SSCOs) and PBORs in Defence Forces acts as a
disincentive for many eligible candidates 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 counter-
insurgency 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.

138
 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 ex-
servicemen. 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

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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

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 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 2.4.7 This scheme will not only make available sufficient
proposed scheme 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 2.4.8 The issue of lateral shift of Defence Forces personnel in

expressed against CPOs was discussed by the Commission with officials from
the Scheme and Ministry of Defence as well as Ministry of Home Affairs. Whereas
analysis thereof 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.

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 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

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 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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 Chapter 2.5
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 2.5.2 Before elaborating further on the concept of incentive based
Performance? 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.

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Definition of 2.5.3 The OECD, in its synthesis study ‘Performance Related Pay
performance Policies for Government Employees’ (OECD 2005), has defined
related pay (PRP) ‘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 2.5.5 The Central Public Sector Enterprises (CPSEs) have

Related Incentive successfully implemented Performance Linked Incentive Schemes
Schemes (PRIS) - where performance related payment, not exceeding 5% of the
successful distributable profit, is normally paid. This scheme is based on the
implementation recommendations of the Pay Revision Committee headed by Justice
in the CPSEs 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 2.5.6 Most OECD countries have introduced links between
International performance and pay. The methods by which different countries
experience 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 2.5.7 The Commission had engaged the Indian Institute of
culture through Management (IIM (A)) to do a Study on Formulating the Concept,
PRIS 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 service-
incremental 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 2.5.8 Keeping in view the past developments, the model
pecuniary benefit applied in CPSEs and the international experience, the
over and above the Commission is of the view that a separate performance linked
regular pay 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

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 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: 2.5.9 The essence of PRIS is that it will improve efficiency and
a budget neutral end delivery without placing any additional financial burden
framework 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 cost-
savings 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

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 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 2.5.10 Government of India performs myriad functions. Some

for PRIS 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 2.5.11 In the preceding paragraph, it has been mentioned that no

design of PRIS at uniform model can be prescribed for PRI. Similarly, it is not
the Departmental necessary that PRI is introduced simultaneously across various
level and below 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 2.5.12 The amount of PRI in governments internationally is
incentives, normally within 5-15% of basic pay. The IIM (A) case studies have
multiple slabs and also recommended bonuses between 5-20% of the basic pay. The IIM
periodicity (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 2.5.14 The adoption of PRIS is voluntary. In the event of
employees not ministries/departments deciding not to adopt the PRIS, the
covered under PRI employees will continue to receive normal salary and
and compensation and will not be covered under PRIS.

Broad outlines for implementing PRIS

Change in 2.5.15 PRIS cannot work unless field functionaries are given
accountability adequate freedom and autonomy to perform. Performance has to
framework 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

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 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 2.5.16 PRIS should be used as a tool for ushering in reforms rather
in organisational than waiting for reforms before taking up PRIS. Following broad
functioning 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 2.5.17 The IIM (A) analysis shows that the target groups
planned approach (ministries/department) studied by them are amenable for
introduction of PRIS. The performance management system

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 recommended by the IIM (A) consists of output/outcome
definitions (Key Result Areas (KRAs)) with strategic performance
indicators (SPI)), performance measurement (PMS) and data
tracking (MIS) The IIM (A) Studies have emphasised that PRI needs
to be implemented in stages. In the first stage of readying the
organisation, basic frameworks and measures need to be established
through a process of consultation and organisational mission and
goals and stakeholder commitments/citizens’ charter clarified. The
PRIS fund pool will have to be planned. This is necessary for
building employee trust and acceptability of PRIS. In the next stage,
measures for implementation of PRIS - like greater delegation and
autonomy with greater 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 re-
engineering 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 2.5.18 Performance Measurement System (PMS) is an important

Performance part of PRIS as it will measure performance which will then be
Measurement rewarded under PRIS. PMS is, therefore, at the heart of the
System (PMS) 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

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 seeks to differentiate among good, average and poor performers has
to be transparent and open to scrutiny. Since monetary benefits are
involved, it is all the more important that the basis of performance is
unambiguous and accepted by all. Transparency is needed not only
for measuring performance but also for linking it to a variable
component. PRIS will be more effective when parameters measuring
performance are output based, objective, and quantifiable. While
parameters related to input/efforts such as work in progress can be
incorporated, care should be taken to avoid measures like “number
of meetings attended” or “number of files gone through” because
they do not reflect efficiency/effectiveness. To assess the actual
performance in 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 2.5.19 Performance measurement systems include long-term

short term goals, outcomes and strategic goals, intermediate outcomes or high level
balanced measures 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 2.5.20 PRIS in practice typically includes, (a) some measures of

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

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 purely individual indicators. On the other hand, group rewards may
promote mean rather than outstanding performance. The best
option, therefore, is to implement it at both the levels – largely
group but some notional differentiation could be created for the
above-average performing individuals. This is all the more justified
since activities are interdependent for employees. The Commission,
therefore, is of the view that it is preferable to have a combination
of individual, team and organisation/unit based measures. The
weights for the PMS can be implemented at individual/group/and
organizational level. There can also be negative incentives, where
some individuals within the group can be blocked from getting PRIS
if certain parameters are not achieved. Further, separate
organisation specific weights may be assigned to public service
(stakeholder) 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 : 2.5.21 In most countries today, the design of PRIS includes all
Holistic categories of staff. The IIM (A) study has highlighted the fact that
implementation of while internationally PRI schemes are more prevalent at top levels
PRI across all of Government, the same is not the case in India. The existing
levels within the systems of bonus payment and Ad-hoc bonus (non-productivity
organization 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 2.5.22 It was earlier discussed that no uniform model of PRIS can
PRIS – selection of be evolved. There are many different forms of performance related
appropriate mix incentives, which may be used on their own or side by side. All
for the methods share the characteristics of incentives linked on a single or
organization 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 2.5.23 In case, implementing PRIS appears to be very complex,

organization Ministries/Departments may be allowed to initially do a pilot test

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specific models for PRI. The biggest advantage of a pilot system is that it allows the
and time frame 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 2.5.24 PRIS implementation has to include regular monitoring and
Evaluation 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

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 team members assess each other. Further, decentralized
administration of PRIS awards is envisaged.

Pitfalls of making 2.5.26 The introduction of PRIS as monetary incentives that are
payments under consistently awarded over time may come to be viewed as
PRIS routinely ‘entitlements’ for expected performance rather than rewards for
and across the performance and achievements. This may lead to a degeneration
board 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 2.5.27 Performance related incentive systems, like all systems,
revisions and are organic and must evolve with time; else they will become
constant redundant and unsuited to the environment as the context in
evolution, which they are applied changes because of social, economic, and
building technological changes. They must be fundamentally reformed and
capabilities and adapt with changes in the organizational structures, processes,
managing under- nature of work and priorities and constantly evolve in line with the
performance 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 2.5.28 The ultimate measure of any administrative system is the
increases in accountability, professionalism and responsiveness with which it
remuneration to be delivers services to its stakeholders. An effective link between
linked to PRIS performance and additional compensation is necessary. Therefore,
in future, the biggest increase in remuneration should be on
account of PRIS.

Benefits of PRIS
Enhanced 2.5.29 Currently only promotion is linked to performance and so
productivity/ employees have no other incentive to improve efficiency and
performance 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 2.5.30 One of the key effects of implementing PRIS will be that
processes inefficient or redundant work processes will be reviewed to improve
organizational /group / individual performance.

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

Emphasis on end 2.5.32 Targets and measures related to result/ business orientation
result 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 2.5.33 Group rewards help in fostering teamwork. They also assist
team spirit 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 2.5.35 Metrics developed to measure employees’ business and

accountability 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

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

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 Chapter 3.1
Headquarters Organisations in
Government of India & Office
Staff in field offices

Office staff in 3.1.1 The various Secretariats of the Ministries and Departments
Headquarters and of Government of India together constitute the headquarters
Field organization. The Secretariats are chiefly involved in matters
Organisations of relating to formulation of policy and ensuring that these policies
Government of are executed in a coordinated and effective manner. Actual
India 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 3.1.2 The senior administrative posts in the Secretariat are
Secretariat and mainly filled by officers of All India Services and Central Group A
field offices 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

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 role being assigned at delivery points which actually determines
the benefit that the common citizen is going to derive out of any
policy initiative of the Government. The field offices are at the
cutting edge of 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 3.1.4 A parity has long been established between the posts of
exists and other Lower Division Clerk (LDC) and Upper Division Clerk (UDC) in
posts 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 3.1.5 This upgradation, apart from increasing the existing chasm
scales of between similarly designated posts in the Secretariat and Field
Assistants and offices, has also led to a piquant situation where the feeder posts of
SOs Assistant and the promotion post of Section Officer have come to
lie in an identical pay scale.
Disparity between 3.1.6 Further, it has also caused a hiatus between similar placed
CSS and other posts in different Secretariats because the higher pay scale has been
Secretariat limited to the Assistants belonging to CSS (Central Secretariat
Services after 2006 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-

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 10500. The scale of Rs.8000-13500 is not regarded as a Group A pay
scale in their case. Further, the scale is also not taken into 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

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Offices, which have always had an established parity with
CSS/CSSS, shall be extended the scale of Rs.8000-13500 in Group
B corresponding to the revised pay band PB 2 of Rs.8700-34800
along with grade pay of Rs.4800 on completion of four years
service in the lower grade. This will ensure full parity between all
Secretariat Offices. It is clarified that the pay band PB 2 of Rs.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 Corresponding revised pay
scale 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 Rs.7500-12000 PB-2 of Rs.8700-34800 along
Officer with grade pay of Rs.4800.
Rs.8000-13500*
PB-2 of Rs.8700-34800 along
(on completion
with grade pay of Rs.5400*
of four years)
(on completion of four years)
Under Rs.10000-15200 PB-3 of Rs.15600-39100 along
Secretary with grade pay of Rs.6100
Deputy Rs.12000-16500 PB-3 of Rs.15600-39100 along
Secretary with grade pay of Rs.6600
Director Rs.14300-18300 PB-3 of Rs.15600-39100 along
with grade pay of Rs.7600
* This scale shall be available only in such of those
organizations/services which have had a historical parity with
CSS/CSSS. Services like AFHQSS/AFHQSSS/RBSS and
Ministerial/Secretarial posts in Ministries/Departments
organisations like MEA, Ministry of Parliamentary Affairs,
CVC, UPSC, etc. would therefore be covered.

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Amalgamation of 3.1.10 Presently, distinct Stenographers’ cadres exist in the
Secretariat and Secretariat as well as in the field offices. The Secretariat
Stenographers’ Stenographers cadre is identical to the CSS/analogous cadres in
Cadres 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 de-
layering 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 3.1.11 The Commission, accordingly, recommends introduction

for Secretariat of a new grade in the scale of Rs.14300-18300 in CSSS and all
Organizations other analogous Stenographers’ cadres in non-participating
Ministries/Departments/Organizations. Fifteen percent of the
posts of PPS/Senior PPS in the Central Secretariat Stenographers
Service/analogous services in non participating Ministries/
Organizations would henceforth be upgraded and placed in the
scale of Rs.14300-18300 corresponding to the revised pay band
PB-3 of Rs.15600-39100 along with grade pay of Rs.7600. The new
post so created shall be designated as Principal Staff Officer. The
designation will continue till the time the cadres of office staff
and stenographers in the Secretariat are merged. Once such
merger takes place, a uniform designation, in any case, will
attach to these posts.

3.1.12 Simultaneously, all future recruitment to

CSS/CSSS/analogous Secretariat and Stenographers cadres in
non participating Ministries/Organizations in the scale of
Rs.6500-10500 will be made as Executive Assistants minimum
recruitment qualification for which would include Graduation
and one year Diploma in Computers. No recruitment should
henceforth be made in the grade of Stenographers carrying the
scale of Rs.4000-6000. All the vacancies arising in the scales of
Rs.4000-6000/Rs.6500-10500 in CSSS/analogous cadres and in the
scale of Rs.6500-10500 in CSS/analogous cadres would henceforth
be filled by recruitment of Executive Assistants. These Executive
Assistants will discharge the functions presently being carried
out by Assistants as well as the Private Secretaries and in their
case the cadres of CSS/CSSS and analogous cadres in other non-

162
 participating Ministries/Organizations will be merged for
promotional and all other purposes. Insofar as present
incumbents to CSS/CSSS and analogous cadres in other non-
participating 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 3.1.13 Extra allowance for sitting late and attending office on
for sitting late and holidays has been demanded for various grades in CSSS. The
attending office on Commission does not find any merit in this demand. The same,
holidays therefore, cannot be accepted. Similar demands of separate
secretariat allowance for various posts belonging to CSS, CSSS,
CSCS etc. cannot be accepted.

Recommendations 3.1.14 In accordance with the principle established in the earlier

for non - paragraphs, parity between Field and Secretariat Offices is
Secretariat recommended. This will involve merger of few grades. In the
Organizations 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
Recommen-ded Pay Band &
Present pay
Designation pay Grade Pay
scale
scale Pay Grade
Band Pay
LDC 3050-4590 3050-4590 PB-1 1900
UDC 4000-6000 4000-6000 PB-1 2400
Head
Clerk/Assistants/ 4500-7000/
Steno Grade 5000-8000
II/equivalent
Office
Superintendent/
5500-9000
Steno Grade 6500-10500 PB-2 4200
I/equivalent
Superintendent/
Asst. Admn.
Officer/ Private 6500-10500
Secretary/
equivalent

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 Corresponding
Recommen-ded Pay Band &
Present pay
Designation pay Grade Pay
scale
scale Pay Grade
Band Pay
Administrative 7500-12000
Officer Grade II entry grade
4800
/Sr. Private for fresh
Secretary/equ. 7500-12000 recruits)
PB-2 (5400
8000-13500
after 4
(on
years)
completion of
four years)
Administrative 10000-15200
10000-15200 PB-2 6100
Officer Grade I
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.

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 Chapter 3.2
All India Services

Introduction 3.2.1 Article 312 of the Constitution permits the Parliament to

create ‘by law’ one or more all India Service common to the Union
and the States. This Article also provides that the services known at
the commencement of the Constitution as the Indian
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 3.2.4 A professionally competent and politically neutral
Services 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,

165
 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 – 3.2.6 Indian Administrative Service has traditionally enjoyed an
present position 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

JTS IAS 700-1300 2200-4000 8000-13500
IPS 700-1300 2200-4000 8000-13500
IFS 700-1300 2200-4000 8000-13500
Group A 700-1300 2200-4000 8000-13500
STS IAS 1200-2000 3200-4750 10650-15850
IPS 1200-1700 3000-4500 10000-15200
IFS 1100-1600 3000-4500 10000-15200
Group A 1100-1600 3000-4500 10000-15200
JAG IAS - 3950-5000 12750-16500
IPS - 3700-5000 12000-16500
IFS - 3700-5000 12000-16500
Group A 1500-2000 3700-5000 12000-16500
NFSG IAS 2000-2250 4800-5700 15100-18300
IPS 1800-2000 4500-5700 14300-18300
IFS 1650-1800 4100-5300 14300-18300
Group A 2000-2250 4500-5700 14300-18300

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Analysis and 3.2.7 The edge of IAS in pay scales is limited to Senior Time
Recommendations 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

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 edge will have to be dovetailed with the new scheme of running
pay bands. Keeping these factors in view, the Commission has
recommended slightly higher grade pay of Rs.6500 for Senior
Time Scale, Rs.7500 for Junior 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 3.2.9 Most of the IPS officers and their official memoranda have
grade in IPS 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 3.2.10 Demands have also been made for creation of post of
Special Director Special Director General in the various State cadres. No functional
General justification exists for creation of this additional grade. The
Commission is, therefore, unable to recommend its creation.

Upgradation of 3.2.11 Presently, the post of Director General in Border Security

the posts of Force (BSF) and Central Reserve Police Force (CRPF) is in the scale
Director General of Rs.26,000 (fixed). The posts of DG in other CPMFs are, however,
of various CPMFs 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.

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 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 3.2.12 The Fifth Central Pay Commission had made several
Service (IFS) – recommendations relating to the Indian Forest Service. These
demands & recommendations were duly implemented and have gone a long
recommendations 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 3.2.13 Presently, the post of Director of the Indira Gandhi

the post of National Forest Academy (IGNFA) is in the pay scale of Rs.22400-
Director, IGNFA 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).

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 Chapter 3.3
Central Services Group 'A'

Introduction 3.3.1 Group A civil posts in the Central Government can be

broadly categorized into two, viz., those encadred in the Organized
Group A Central Services and posts in Group A that are not part of
any Organized Group A Service, which are classified as General
Civil Service (GCS) Group A. While the Organized Civil Services
are governed by their respective Service Rules, each GCS Group A
post has its own individual recruitment rules which, inter alia,
stipulate mode and method of recruitment, etc. Apart from the
Organized Services and GCS Group A posts, posts of the level of
Deputy Secretary and above in the Central Secretariat are filled up
through the Central Staffing Scheme managed by Department of
Personnel & Training (DOPT). The posts under Central Staffing
Scheme do not have recruitment rules and are filled up in
accordance with the provisions of the said Scheme.

3.3.2 While the three All-India Services, namely, the Indian

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 3.3.4 An Organized Group A Central Service represents a group

& Structure of posts belonging to a distinct functional area arranged in a
hierarchical order and pyramidal manner representing different

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 grades or levels of responsibility. These responsibilities increase
with each senior level. At the time of the Second Central Pay
Commission (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 3.3.6 Till the time of the Fifth CPC, most Organized Central
last 10 years 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

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 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

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 HAG on non-functional basis shall be given effect from 1st
January of the year in which the officers become due,
notwithstanding any delays that might occur on 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 3.3.10 During the course of oral evidence, the Sixth Central Pay
the Memoranda Commission heard Associations of most of the Organized Central
and the Oral Group A Services. Besides, Cadre Controlling Authorities of some
Submissions 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 3.3.12 Most Group A Organized Services’ Associations have

demands raised demanded abolition of the edge presently granted to the IAS in
and terms of pay scales at the level of Senior Time Scale, Junior
recommendations Administrative Grade and Selection Grade. This issue has been
thereon – parity examined in detail in this Report’s Chapter 3.2 on the All India
with IAS Services. Insofar as the issue of equal career progression is
concerned, the promotion of IAS officers in various State cadres

173
 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 3.3.13 The demand of a few Associations regarding classification

demands raised of Central Group A Services into 3 categories, viz., those having
and sovereign functions of the State; those having regulatory functions;
Recommendations and the ones that are commercial in nature have also been
thereon – examined by the Commission. While the Commission is not in
classification of favour of disturbing the existing relativities in pay scales, the

174
Group A services need to reward performance cannot be understated. The
in three categories 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 3.3.14 The demand regarding introducing transparency and

demands raised providing a level playing field for appointment of officers to posts
and at the level of Joint Secretary and above under the Central Staffing
Recommendations Scheme was made by almost all the Group A Service Associations.
thereon – Most of the Associations pointed out that at present the procedure
Deputation Policy 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 3.3.15 A perusal of the memoranda submitted by various Group

demands raised A Organized Services’ Associations reveals that even amongst
and these Services, there is wide variation in terms of career
Recommendations progression. While officers of some Services get promoted to the
thereon – uniform Senior Administrative Grade in 16 years, officers in some other
career progression 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 3.3.16 The demand to have higher pay for the entry grade in the
demands raised Organized Services has considerable merit. It is a fact that there is a
and need to have a higher entry grade to attract the best talent available
Recommendations in the country for joining the premier Civil Services. Accordingly,

175
thereon – higher the Commission is recommending a higher starting pay for the
pay scales 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 3.3.17 In the preceding paragraphs, the general demands relating
individual services 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 3.3.18 The service related specific demands made by the
various organised following individual services in the memoranda submitted to the
Group A Services 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

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 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 3.3.19 Indian Foreign Service is concerned with all issues relating
Service 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 & 3.3.20 Indian Audit & Accounts Service (IA&AS) assists the
Accounts Service C&AG of India in discharge of his constitutional responsibilities.
(IA&AS) 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.

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Indian Civil 3.3.21 The Indian Civil Accounts Service was constituted in 1977
Accounts Service 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 & 3.3.22 This service exists in Department of Revenue. Officers of
Central Excise this service are concerned with collection of central indirect taxes.
Service 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

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

Indian Defence 3.3.24 The Defence Accounts performs functions relating to

Accounts Services 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 3.3.25 The Indian Defence Estates service exists in Ministry of
Estates Service 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 3.3.26 The Indian Economic Service was constituted in 1961. IES
Service officers provide economic inputs into policy formulation in Central
Ministries and Departments. The Department of Economic Affairs
is cadre controlling authority of this service. The IES cadre
authority is advised by the Indian Economic Service Board headed
by the Cabinet Secretary. Officers of this service presently are
facing an acute stagnation with promotion in SAG taking more
than 25 years. The association has demanded time-bound

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

Indian 3.3.27 The officers of this service are concerned with the basic
Information function of disseminating information regarding Government
Service 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 3.3.28 Ordnance Factories function as departmental formations

Factory Service 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

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 Ordnance Factory Board into Ordnance Factory Corporation
Limited, as done at the time of conversion of Department of
Telecommunication into Bharat Sanchal Nigam Limited (BSNL),
was the most viable option for future growth of these Factories.
The Committee had observed that this conversion would enable
the OFB to re-focus itself and its areas of cooperation in a flexible
manner that would enable it to respond to the market as well as
strategic interests in a better manner which would not only be cost-
effective 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 3.3.29 Indian Postal Service is the apex of the Postal Services run
Service 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

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 pre-revised pay scales of Rs.22400-26000 and Rs.24050-26000, the
posts of Member in the Postal Board and those of Principal Chief
Postmaster Generals in three States would come to be placed in an
identical revised pay band PB-4 of Rs.39200-67000 along with
grade pay of Rs.13000. These posts constitute promotion and
feeder posts and cannot, therefore continue to exist as separate
levels in the hierarchy as at present. These posts would need to be
merged. The Commission recommends that Postal Services
Board will now comprise six posts of 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 3.3.32 Federation of Railway Officers represents the following

Railway Officers 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.

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

Indian Revenue 3.3.35 Indian Revenue Service is concerned with collection of

Service 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

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 relating to better facilities and allowances have also been
addressed in the respective Chapters.
Indian Statistical 3.3.37 Indian Statistical Service is concerned with collection of
Service 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 post-
graduate 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 3.3.39 The Indian Trade Service was originally created to provide
Service a specialized cadre of officers to man the import-export trade
control organisation. The Service was created in 1997and direct
recruitment through the Civil Services Examination was started in
1986. In their memorandum to the Commission, the Service has
demanded restructuring of the entire cadre along with other
general demands like introduction of running pay bands,
amending the Central Staffing Scheme so as to provide better
opportunities for manning SAG level and higher posts, better
allowances, etc.
3.3.40 The Commission is not considering cadre reviews of
individual Services. Other demands like introduction of
running pay bands, making necessary changes in the extant
Central Staffing Scheme, etc. have been duly addressed in the
relevant Chapters. No other specific recommendations are,
therefore, necessary.

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 Chapter 3.4
Engineering Services

Introduction 3.4.1 Organized Engineering cadres exist in a number of

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

Demands 3.4.2 All Group A Engineering Services have demanded better

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

185
 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 3.4.5 Subordinate engineering cadres include holders of

Engineering cadres 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)

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 in which direct recruitment to Group A Engineering cadre posts
is made.

3.4.8 Most of the cadres of Junior Engineers/equivalent have

demanded the hierarchical structure that presently exists for Junior
Engineers in Central Public Works Department (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.

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 Chapter 3.5
Scientific Services

Introduction 3.5.1 Separate benefits for scientists in certain

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

Flexible 3.5.2 Third CPC had, for the first time, recommended
Complementing introduction of Flexible Complementing Scheme (FCS) for scientific
Scheme - services. This scheme envisaged promotion from one grade to
Historical another after a prescribed period of service for scientists of proven
background 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 :-

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 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

189
 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

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 basis with a significantly higher start. The pay in such
cases, can be fixed anywhere within the prescribed pay
band with the post carrying the grade pay of the rank in
which the recruitment is being made. The contract should
be made for a period of 3 or 5 years and should be
renewable at the option of the Government and the
contractee scientist. Option of 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 post-
graduate degree with the scale of Rs.6500-10500 being
recommended for these posts. This relativity, wherever already
conceded, may need to be continued in light of the fact that this
Commission has recommended placement of all posts carrying
minimum direct recruitment qualifications of a degree in
engineering in pay band PB-2 of Rs.8700-34800 along with grade
pay of Rs.4600 corresponding to the pre-revised pay scale of
Rs.7450-11500.

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 Chapter 3.6
Medical and Para Medical Services

Introduction 3.6.1 Doctors in Central Government exist both in organized as

well as outside organized services. The three organized health and
medical services are Central Health Service, Indian Railway Medical
Service and Indian Ordnance Factories Health Service. Defence
Forces have an Army Medical Corps and various CPMFs also have a
cadre of Medical Officers.

Central Health 3.6.2 Central Health Service (CHS) was constituted in 1963. The
Service 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 sub-
cadre 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 3.6.3 Indian Railway Medical Service (IRMS) officers work in
Service 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 3.6.4 Indian Ordnance Factories Health Service comprise 214
Factories Health posts. The Medical Officers of this service are posted in Hospitals,
Service Dispensaries and Clinics of various Ordnance Factories.

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Demands 3.6.5 Demands for increasing the rate of Non-Practicing
Allowance (NPA) to 50% and for creating better promotional
avenues at the level of Senior 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 3.6.8 Doctors are paid conveyance allowance for visit to hospitals
allowance and dispensaries outside normal duty hours as well as for making
domiciliary visits. Presently, this allowance is payable at following
rates:-

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 Maximum Minimum per
per month month Non-
Non- CHS CHS/CHS
Mode of conveyance
CHS
Rs. Rs. Rs.
i) For those who maintain 550 1650 80
their own motor car
ii) For those who maintain 180 540 40
scooter/motor cycle
iii) For those who do not 150 450 30
maintain either car or
motor cycle/scooter

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 Minimum per

per month month Non-
Non- CHS CHS/CHS
Mode of conveyance
CHS
Rs. Rs. Rs.
i) For those who maintain 1100 3300 160
their own motor car
ii) For those who maintain 360 1080 80
scooter/motor cycle
iii) For those who do not 300 900 60
maintain either car or
motor cycle/scooter

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 3.6.11 Junior and Senior Resident Doctors presently are placed in
Resident Doctors 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 3.6.12 The recommendations made in respect of doctors shall

streams equally apply in respect of the cadre of dental surgeons as well.

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Physicians in 3.6.13 Presently, Government Physicians exist in various streams
other 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 3.6.15 Many categories of para medical staff including nursing
to para medical staff, pharmacists, physiotherapists, dental technicians, dieticians
staff 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

195
 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 & 3.6.17 The Commission has already covered issues relating to
washing uniform and washing allowance in Chapter 4.2. No separate
allowance recommendations are, therefore, being made on this issue in this
Chapter.

Hospital Patient 3.6.18 Presently, Patient Care Allowance (PCA) is admissible to

Care Allowance/ Group 'C' & 'D' (non-Ministerial) employees excluding nursing
Patient Care personnel at the rate of Rs.690 per month working in the health care
Allowance 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

196
 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).

Inter- 3.6.19 Speech Therapists in Safdarjung Hospital are in the higher

organizational pay scale of Rs.6500-10500. Speech Therapists in other institute
disparities including Lok Nayak Jaya Prakash Hospital (LNJP )Hospital,
amongst various various Railway Hospitals, etc. are in the lower pay scales of
categories of Para Rs.4500-7000. Qualifications prescribed in both the places are
Medical Staff 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 pre-
revised pay scale of Rs.4000-6000.

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 3.6.23 Dental Hygienists having minimum qualification of 10+2
plus 2 years diploma were recently upgraded from the pay scale of
Rs.4500-7000 to that of Rs.5000-8000. Other categories of Para
Medical Staff like Pharmacists which also carry 10+2 plus 2 years
diploma and Dental Mechanics who also carry identical
qualifications are in the lower pay scale of Rs.4500-7000 and Rs.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 3.6.24 Presently, Additional Lecturers in the PT/OT stream in
of Physical AIIPM&R are in the pay scale of Rs.5500-9000 which is identical to
Medicine & that of the feeder post of Physiotherapist. The next higher post of
Rehabilitation 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.

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 Chapter 3.7
Group D Staff

Introduction 3.7.1 Presently, 4 Group D pay scales exist in Government

namely:-
S-1 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 non-
workshop 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

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 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 3.7.4 Presently, approximately 9.7 lakh sanctioned Group D posts
D staff 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 3.7.5 The large concentration of Group D employees in Ministries
Railways & of Railways & Defence is on account of the workshop staff
Defence 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 Hospital
Attendant Attendant
Cleaner - -
Wash boy/Tea/Coffee - -
Maker
Watchman - -
- Lab Attendant Lab.
Gr. III Attendant/Lab.
Attendant Gr. II
Vendor-III Vendor II -
- Trackmen Senior Trackman
Cook Mate Gr. II Cook Gr. I Asst. Cook/
Kitchen Assistant

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 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.

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3.7.9 Functioning of the Government has become more complex.
It, therefore, needs people with greater skills. The Government need
not employ fifth or eighth class 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

202
 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 re-
training 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 pre-
revised 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.

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 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 Revised pay in the running Grade Pay Total Pay
scale pay band
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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

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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 Revised pay in the running Grade Pay Total Pay
scale pay band
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 Revised pay in the running Grade Pay Total Pay
scale pay band
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

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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

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 Chapter 3.8
Common Categories

Introduction 3.8.1 Common categories of staff are those categories that are
engaged in similar functions spread across various
ministries/departments /organizations of the Central Government.
These categories are not limited to any specific ministry or
department and, therefore, any decision taken for them impacts
more than one ministry /department/organisation.
Categories under 3.8.2 In this chapter, the following common categories are being
consideration 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.

207
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

208
 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

209
 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
Recommen- Pay Band &
Present
Designation ded pay Grade Pay
pay scale
scale Pay Grade
Band 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 pre-
revised pay scales of Rs.5000-8000 and Rs.5500-9000 shall stand
merged in the pay band PB-2 of Rs.8700-34800 along with grade
pay of Rs.4200.

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Caretaker Staff 3.8.8 The Fifth 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 3.8.9 The category of drawing office staff includes Draughtsmen,
Staff 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
Recommen- Pay Band &
Present
Designation ded pay Grade Pay
pay scale
scale Pay Grad
Band e Pay
Draughtsmen Gr.III 4000-6000 4000-6000 PB-1 2400
Draughtsman Gr.II/ 5000-8000 6500-10500 PB-2 4200
Sr. Draughtsman#
Head Draughtsman 5500-9000 PB-2 4200
Chief Draughtsman 6500-10500 7450-11500 PB-2 4600
# This grade stands merged with that of Head Draughtsman.

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Drivers 3.8.10 Staff Car Drivers in Central Government presently exist in 3
grades of Rs.3050-4590, Rs.4000-6000 and Rs.4500-7000.
Additionally, a selection grade of Rs.5000-8000 also exists. The
existing structure provides sufficient opportunities of career
advancement and will be further improved on 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 3.8.11 The Fifth CPC had recommended standard pay scales and
Processing (EDP) qualifications for various grades of EDP staff. No further changes
Staff 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
Recommen- Pay Band &
Present
Designation ded pay Grade Pay
pay scale
scale Pay Grade
Band Pay
Data Entry Operator 4000-6000 4000-6000 PB-1 2400
Gr.A
Data Entry Operator 4500-7000 4500-7000 PB-1 2800
Gr.B
Data Entry Operator 5000-8000 6500-10500 PB-2 4200
Gr.C#
Data Entry Operator 5500-9000 6500-10500 PB-2 4200
Gr.D#
Data Processing 6500-10500 7450-11500 PB-2 4600
Assistant*

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 Corresponding
Recommen- Pay Band &
Present
Designation ded pay Grade Pay
pay scale
scale Pay Grade
Band Pay
System* 7450-11500 7450-11500 PB-2 4600
Programmer/
equivalent
Programmer/ 7500-12000 7500-12000 PB-2 4800
System Analyst
# Data Entry Operator Grade C shall stand merged with Data
Entry Operator Grade D.
* Data Processing Assistant shall stand merged with System
Programmer.

All Group ‘A’ posts of EDP staff shall be accorded the

corresponding replacement Pay Band and grade pay.

Fire fighting staff 3.8.12 Fire fighting staff exists in various Union Territories as well
as different Government organizations. Their job requirements and
duties necessitate that the various posts of fire fighting staff should
be afforded pay scales on par with those being recommended for the
posts of Constable and Head Constable in 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
Recommen- Pay Band &
Present
Designation ded pay Grade Pay
pay scale
scale Pay Grade
Band 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 5000-8000 6500-10500 PB-2 4200
Officer
Deputy Divisional 6500-10500 7450-11500 PB-2 4200
Fire Officer
Divisional Fire 8000-13500 8000-13500 PB-3 5400
Officer

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

213
 revised pay scale PB-1 of Rs.4860-20200 along with grade pay of
Rs.1800 after their skills are suitably enhanced. The posts of
Library and Information Assistant (present scale Rs.5500-9000)
will come to lie in the revised Pay Band of PB-2 of Rs.8700-34800
along with grade pay of Rs.4200. The next higher post of Assistant
Library Information Officer (present scale Rs.6500-10500) will be
upgraded and placed in the revised Pay Band of PB-2 along with
grade pay of Rs.4600 corresponding to the pre-revised pay scale of
Rs.7450-11500. All other posts belonging to this category shall be
extended the corresponding replacement pay band and grade pay.

Laboratory Staff 3.8.14 Laboratory staff exists in Groups ‘B’, ‘C’ and ‘D’ pay scales.
All the posts of Laboratory staff presently in Group ‘D’
(commonly designated as Laboratory Attendants Grade I, II & III)
shall now be placed in the revised pay band PB-1 of Rs.4860-20200
along with grade pay of Rs.1800 after their skills are suitably
enhanced. The post of Laboratory Assistant exists in different
scales of Rs.3050-4590, Rs.4000-6000 and Rs.4500-7000. All these
posts shall be extended the corresponding replacement pay band
and grade pay. Laboratory Technicians exist in different scales of
Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. The posts of
Laboratory Technician Gr. II and III in the existing scales of
Rs.5500-9000 and Rs.5000-8000 respectively shall stand merged in
the revised pay band PB2 of Rs.8700-34800 along with grade pay of
Rs.4200. The post of Laboratory Technician Gr. I in the existing
pay scale of Rs.6500-10500 shall be upgraded and placed in
running Pay Band PB-2 along with grade pay of Rs.4600
corresponding to the pre-revised pay scale of rs.7450-11500.

Para Medical Staff 3.8.15 As mentioned in para 3.8.3, the Commission is

recommending higher pay scales for the cadre of Nurses. This will
affect some of the existing relativities of nursing cadres vis-à-vis
other para medical staff. This, however, is a conscious decision of
the Commission for giving a better deal to the Nurses in recognition
of the duties being performed by them. Apart from the cadre of
Nurses, the Commission has made a conscious effort not to disturb
any of the established relativities between the other cadres of para
medical staff. In any case, the different categories of para medical
staff will benefit from the re-organization of pay scales being
recommended by the Commission. Accordingly, the following pay
structure is being recommended for different categories of para
medical staff including Nurses: -

(in Rs.)

214
 Correspond-
Recommen- ing Pay Band
Present
Designation ded pay & Grade Pay
pay scale
scale Pay Grade
Band Pay
Operation Theater 3050-4590 3050-4590 PB-1 1900
(OT) Asstt./ Asstt.
Radiographer III
Dental 4000-6000 4000-6000 PB-1 2400
Tech.III/Asstt.
Radiographer II
/Lady Health
Visitor
OT Tech./Dental 5000-8000 6500-10500 PB-2 4200
Tech.I/Pharmacist
II/ Radiographer III
Staff Nurse 5000-8000 7450-11500 PB-2 4600
Dietician Gr.III/ 5500-9000 6500-10500 PB-2 4200
Pharmacist I/
Physiotherapist/
Occupational-
therapist/
Radiographer II
Nursing Sister 5500-9000 7500-12000 PB-2 4800
Dietician Gr. II/ 6500-10500 7450-11500 PB-2 4600
Lecturer in PT/OT/
Radiographer
Asstt. Nursing 6500-10500 8000-13500 PB-3 5400
Superintendent
Deputy Nursing 7500-12000 8000-13500 PB-3 5400
Superintendent
Nursing 8000-13500 10000-15200 PB-3 6100
Superintendent
Chief Nursing 10000-15200 12000-16500 PB-3 6600
Officer
Posts of other para-medical technicians/personnel not mentioned
above shall be extended the corresponding revised pay bands and
grade pay. The posts which were in different pay scales earlier but
have come to lie in an identical pay band and grade pay shall
stand merged.
Rates of existing allowances for all the categories of para-medical
staff, except those specifically considered in the Report (like
HPCA/PCA), shall stand doubled.

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Photographers 3.8.16 Pursuant to upgradation of all Group ‘D’ posts, the post of
Photography Attendant Gr. II in the scale of Rs.2650-4000 / any
other lower scale shall stand upgraded to the revised Pay Band PB-1
with grade pay of Rs.1800. The posts of Cinematographer Gr. II
and Gr. I/equivalent in the existing pay scales of Rs.5000-8000 and
Rs.5500-9000 respectively shall be merged and placed in the
revised Pay Band PB-2 of Rs.8700-34800 along with grade pay of
Rs.4200. The post of Chief Cinematographer/equivalent in the
extant pay scale of Rs.6500-10500 shall be upgraded and placed in
the revised Pay Band PB-2 along with grade pay of Rs.4600
corresponding to the pre-revised pay scale of Rs.7450-11500. All
other posts belonging to this common category shall be extended
the corresponding revised pay bands and grade pay.

Police personnel 3.8.17 Categories of Police personnel are discussed in the Chapters
7.19 & 7.57 relating to Ministry of Home Affairs and Union
Territories, respectively. Police personnel belonging to the Railway
Protection Force are covered in Chapter 7.36 relating to Ministry of
Railways.

Printing Staff 3.8.18 Printing staff had traditionally been considered as a

category similar to that of Workshop staff. Fifth 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 pre-
revised 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 multi-
skilling of all categories of the existing employees so that they are

216
 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.)

217
 Designation Grade III Grade II Grade I
Primary PB-2 of 8700- PB-2 of 8700- PB-2 of 8700-
School 34800 along 34800 along 34800 along with
Teacher with grade with grade grade pay of
pay of 4200 pay of 4600 4800 (7500-12000)
(Rs.6500- (Rs.7450-
10500) 11500)
Trained PB-2 of 8700- PB-2 of 8700- PB-3 of 15600-
Graduate 34800 along 34800 along 39100 along with
Teacher with grade with grade grade pay of
pay of 4600 pay of 4800 5400
(7450-11500) (7500-12000) (8000-13500)
Post- PB-2 of 8700- PB-3 of PB-3 of Rs.15600-
Graduate 34800 along 15600-39100 39100 along with
Teacher with grade along with grade pay of
pay of 4800 grade pay of 6100
5400
(7500-12000) (10000-15200)
(8000-13500)
Vice - PB-3 of PB-3 of 15600-
Principal Rs.15600- 39100 along with
39100 along grade pay of
with grade 6100
pay of 5400
(10000-15200)
(8000-13500)
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

218
 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 pre-
revised 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

219
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 pre-
revised scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500, the
next higher scale in the hierarchy would be that of Chargeman ‘A’.
In the existing hierarchy, Chargeman `B’, apart from being the
feeder cadre for promotion to the post of Chargeman `A’, is also the
promotion post for Master Craftsman. As such, it has not been
possible to place the post of Master Craftsman in the pay band
corresponding to the pre-revised pay scale of Rs.5000-8000. Besides,
no functional justification also exists for such upgradation.

3.8.27 Keeping the above discussion in view, the Commission

recommends the following structure of pay scales for the
workshop staff other than the supervisory categories: -
(in Rs.)
Corresponding
Recommen- Pay Band &
Present
Designation ded pay Grade Pay
pay scale
scale Pay Grade
Band 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

220
 Chargeman ‘A’ Rs.5500-9000
Asstt. Shop Superintendent/Dy. Shop Rs.6500-10500
Superintendent/ Asstt. Foreman
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
Recommen- Pay Band &
Present
Designation ded pay Grade Pay
pay scale
scale Pay Grade
Band Pay
Chargeman 5000-8000/ 6500-10500 PB-2 4200
‘B’/Chargeman ‘A’ 5500-9000
Asstt. Shop 6500-10500 7450-11500 PB-2 4600
Superintendent*/
Dy. Shop
Superintendent/
Asstt. Foreman
Shop 7450-11500 7450-11500 PB-2 4600
Superintendent*/
Foreman

* The grades of Asstt. Shop Superintendent/equivalent and Shop

Superintendent/equivalent stand merged.

221
 Chapter 4.1
Dearness Allowance

Introduction 4.1.1 The payment of dearness allowance stems from the need to
protect the erosion in the real value of basic salary on account of
inflation. Consequently, the DA admissible is positively correlated
to the level of inflation.
Views of earlier 4.1.2 Successive Pay Commissions have made changes to the
Pay Commissions DA formula, suggesting their own methodology for determining
the quantum and frequency.

Fifth CPC 4.1.3 The Fifth Central Pay Commission recommended uniform
recommendations 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:

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 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.

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 • 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 4.1.7 While considering the issue of the quantum of DA

level of inflation- admissible, the Commission considered at length the procedure for
methodology 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 ‘chain-
base 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,

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 clothing, bedding, etc. Data on durables consumed poses a
problem as consumption of individual items is very infrequent and
reporting irregular. This issue gets compounded when
aggregation is attempted at the All India level.

Recommendation 4.1.10 The feasibility of developing a Chain based index is

on chain base dependent on the availability of time series data on both prices and
index 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) 4.1.11 Presently, the estimation of DA for Central Government
for estimation of Employees is based on the movements in the AICPI (IW)
DA (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

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 seven sectors namely Factories, Mines, Plantations, Railways,
Public Motor Transport Undertakings , Electricity Generation and
Distribution Establishments, and Ports and Docks. A Working
Class family was defined as one where one of the 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 4.1.14 The Fifth CPC had adopted the AICPI (IW) using the 1982
of AICPI (IW) for series for estimation of DA. The Government has developed a
calculation of DA 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

226
 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 4.1.15 The rate of dearness allowance is calculated in terms of the
calculation of DA 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)

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4.1.18 The corollary to this merger should necessarily have been
a revision in the existing reference base of price index of 306.33.
The new reference base, therefore, should have been the 12
monthly average index when the index increased by 50 percent.
The reference base index would have, therefore, been higher than
306.33, given the uptrend in price levels, which would translate to
a lower DA rate compared to the extant rates. Logically, therefore,
conversion of dearness allowance as dearness pay should
invariably be accompanied with simultaneous revision of the
base index. This conversion, however, is not necessary in the
revised structure being recommended where increments are
payable as a percentage of the pay in the pay band and grade pay
thereon and provision has been made for all allowances/benefits
to be revised periodically linked to the increase in the price
index. The Commission is, therefore, not recommending merger
of dearness allowance with basic pay at any stage.

4.1.19 No real justification exists for revising DA once in 3

months. Accordingly, DA may continue to be sanctioned twice a
year as on 1st January and 1st July payable with the salary of
March and September respectively for administrative
convenience with inflation neutralization being maintained at
100% at all levels.

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 Chapter 4.2
Allowances other than
Dearness Allowance

Introduction 4.2.1 Compensation for price rise is given in the form of Dearness
Allowance. This allowance has been dealt with separately as it
compensates the variation in the purchasing power of the salary.
Apart from Dearness Allowance, a variety of allowances are payable
to the Central Government employees. Following allowances of this
nature have been considered in this Chapter:

(i) 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 4.2.2 A plethora of Compensatory and other allowances presently

followed for exists in the Government. The rates of some of these allowances
revising have now become insignificant. Further, continued grant of a few of
allowances 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 4.2.3 Compensatory allowances are paid on account of peculiar

allowances local difficulties or to compensate for the high cost of living in
bigger cities. These allowances can broadly be divided into City
Compensatory Allowance and Other Compensatory Allowances.

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 4.2.4 City Compensatory Allowance (CCA) is granted to Central
Government employees to adjust the high cost of living in certain
specified localities.

Demands 4.2.5 The Commission has received many memoranda seeking

increase in the rates of CCA. Revised classification for payment of
this allowance has also been demanded.

Analysis 4.2.6 The existing rates of City Compensatory Allowance are as

under :

BP + SI + DP + Amount of CCA p.m.

NPA#
Rs. `A-1’ `A’ `B-1’ `B-2’
Rs. Rs. Rs. 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

230
 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 4.2.9 Special Compensatory Allowance (Hill Areas/Remote
Compensatory Locality/Border Area/Gandhinagar) - Special Compensatory
allowances 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.

231
 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

232
 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

233
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 Special

Area allowance Compensatory
(Hill Area)
Allowance
For posts in the Rs.400 p.m. Rs.600 p.m.
grade pay of
Rs.5400 and above
For other posts Rs.240 p.m. Rs.480 p.m.

4.2.24.2 Special Compensatory (Remote Locality) Allowance

Category Part A Part B Part C Part D

(Rs. (Rs. (Rs. (Rs.
p.m.) p.m.) p.m.) p.m.)
For posts in the 2600 2100 1500 400
grade pay of
Rs.5400 and above
For posts in the 2000 1600 1200 320
grade pay of less
than Rs.5400

4.2.24.3 Project Allowance

Category Project allowance

For posts in the grade pay of Rs.1500 p.m.
Rs.5400 and above
For posts in the grade pay of Rs.1000 p.m.
less than Rs.5400

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

234
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

235
 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 4.2.27 Traveling Allowance on tour comprises fares for journey by

Allowance rail/road/air/sea; road mileage for road journeys otherwise than by
bus and Daily Allowance for the period of absence from
Headquarters.

Travel 4.2.28 Presently, Government employees drawing basic pay +

entitlements NPA + Stagnation Increment of Rs.16400 and above are allowed
travel by First Class AC in train; those drawing salary between
Rs.8000 to Rs.16399 can travel by AC II Tier; employees in the pay
range of Rs.7999 to Rs.4100 are entitled to travel by AC III Tier/First
Class while those drawing below Rs.4100 are allowed travel by
Sleeper Class. Air travel is allowed to officers in receipt of pay of
Rs.16400 and above. Officers drawing pay between Rs.12300 and
16400 can, at their option, travel by air in case the distance is more
than 500 Kms. and the journey cannot be performed overnight.
Some concessions are also available for air travel to Port Blair and
Lakshadweep.

4.2.29 The Fifth Central Pay Commission recommended that all

Group A officers should be allowed air travel with Group B, C & D
employees being allowed to travel by AC II Tier train, First
Class/AC III Tier Train and Sleeper Class Train respectively. This
was recommended on the ground that since Government officials
have to undertake tours specifically in public interest, it is necessary
to allow appropriate entitlements to travel by rail/air.

4.2.30 These recommendations of Fifth Pay Commission were not

accepted by the Government. The conditions today have changed.
With the opening up of skies to private airlines, cheap air-tickets are
now available. Accordingly, air-travel in the lowest (economy) class
may need to be allowed for many more grades of employees. This
will improve productivity of the employee as the time spent on
travel would be considerably reduced. The travel entitlements of all
employees will, in any case, increase and no employee’s travel
entitlement will be restricted to sleeper class due to various steps
like upgradation of all Group D posts; proposed introduction of the
new scheme of pay scales (pay bands) where all entitlements will be
governed by the corresponding grade pay, etc. The Commission,
therefore, recommends that the travel entitlements while on tour
and transfer should be revised as under :

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 Pay Range Travel entitlements
For posts in the grade pay of J Class by air/AC First Class
Rs.9000 and above by train
For posts carrying grade pay Y Class by air/AC First Class
from Rs.6600 to Rs.8400 by train
For posts carrying grade pay Y Class by air/AC II Tier
from Rs.5400 to Rs.6500 Class by train
For posts carrying grade pay AC II Tier Class by train
from Rs.4200 to Rs.4800
For posts carrying grade pay First Class/AC III Tier/AC
of less than Rs.4200 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 `A’-Class `B’-Class Other
cities cities and cities and localities
specially specially
Pay Range expensive expensive
localities localities
Ordy. Hotel Ordy. Hotel Ordy. Hotel Ordy. Hotel
Rs. Rs. Rs. Rs. Rs. Rs. Rs. Rs.
Rs.16,000 260 650 210 525 170 425 135 335
and above
Rs.8,000 to 230 505 185 405 150 330 120 225
Rs.16,399
Rs.6,500 to 200 380 160 305 130 250 105 200
Rs.7,999
Rs.4,100 to 170 245 135 195 110 160 90 130
Rs.6,499
Below 105 125 85 100 70 85 55 65
Rs.4,100

237
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 Reimbursement for Hotel accommodation of
and above 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 Reimbursement for Hotel accommodation of
Rs.8400 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 Reimbursement for Hotel accommodation of
Rs.6500 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 Reimbursement for Hotel accommodation of
4800 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 Reimbursement for Hotel accommodation of
Rs.4200 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.

238
 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 full-
four wheeler wagon or 6000 Kgs. by goods train or one double
container. Double container is usually unavailable and
transportation by goods train is very cumbersome. The employees,
therefore, have to carry their personal effects by road while on
transfer. In such cases, however, the entitlement is limited to 1.25
times the fare payable for transportation of similar quantity of goods
by goods train. This results in pecuniary loss to the employee
because the rates of transportation by road are much higher. The
Commission observes that extant rules provide for transport by road
in case of places not connected by train. The rates of transport by
road in this case are as follows:-

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 By Rate per Km for
Basic pay +
Train/Steamer transport by road
NPA +
A-1, A and Other places
Stagnation
B-1 cities
Increment
(Rs.P.) (Rs.P.)
Rs.16,400 6000 Kgs. by 30.00 18.00
and above Goods Train/ (Rs.0.5 per kg. (Rs.0.3per kg. per
4 wheeler per km.) km.)
wagon/1
double
container
Rs.8,000 6000 Kgs. by 30.00 18.00
to 16,399 Goods Train/ (Rs.0.5 per kg. (Rs.0.3per kg. per
4 wheeler per km.) km.)
wagon/1
single
container
Rs.6,500 3000 Kgs. 15.00 9.00
to 7,999 (Rs.0.5 per kg. (Rs.0.31 per kg.
per km.) per km.)
Rs.4,100 1500 Kgs. 7.60 4.60
to 6,499 (Rs.0.51 per kg. (Rs.0.31 per kg.
per km.) per km.)
Rs.3,350 1500 Kgs. 7.60 4.60
to 4,099 (Rs.0.51 per kg. (Rs.0.31 per kg.
per km.) per km.)
Below 1000 Kgs. 6.00 4.00
Rs.3,350 (Rs.0.60 per kg. (Rs.0.4 per kg.
per km.) per km.)

4.2.37 No justification exists for prescribing different rates in case

of places connected by train and places not connected by train
especially when the facility of transporting personal effects at
Government cost is only available in case of transfer on public
interest. Further, the employee has to be allowed the discretion of
choosing the mode of transporting the household effects while on
transfer as per his/her own convenience. The Commission
recommends that transportation of personal effects by road at the
rates prescribed for ‘other places’ should be allowed in respect of
places connected by train as well without subjecting it to the
extant restriction that these can not exceed 1.25 times of the
eligible train fare. The revised entitlements of transport while on
transfer shall, therefore, be as follows :-

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 Grade Pay By Train/Steamer Rate per Km for
transport by road
(Rs. Per. Km.)
Rs.6600 and 6000 Kgs. by Goods 18.00
above Train/4 wheeler (Rs.0.3per kg. per km.)
wagon/1 double
container
Rs.4200 to 6000 Kgs. by Goods 18.00
Rs.6500 Train/4 wheeler (Rs.0.3per kg. per km.)
wagon/1 single
container
Rs.2800 3000 Kgs. 9.00
(Rs.0.31 per kg. per
km.)
Below 1500 Kgs. 4.60
Rs.2800 (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 4.2.39 Presently, Government employees are entitled to Transport

Allowance Allowance at the following rates :

241
 Employees drawing pay Rate of Transport Allowance per
in the scale of month
(Rs.) A-1/A Class Other Places
City (Rs.)
(Rs.)
8000-13500 & above 800 400
6500-6900 & above but 400 200
below 8000-13500
Below the scale of 6500- 100 75
6900

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

242
 cities and other places, the demands made have considerable force.
The rates of petrol have risen continuously in the recent past and an
employee will have to spend considerably higher amount on
traveling to and fro to office from his residence. Not only the
existing rates of this allowance need to be increased but the
allowance has to be made inflation proof so as to ensure that any
future increase in petrol prices and/or in price of transport does not
affect the real value of this allowance. The Commission
recommends following rates for Transport Allowance :

Employees Rate of Transport Allowance per

drawing grade month
pay of A-1/A Class City Other Places
(Rs.) (Rs.) (Rs.)
5400 & above and Rs.3200 + DA Rs.1600 + DA
posts in the apex thereon thereon
scale and Cabinet
Secy./equivalent
4200 to 4800 Rs.1600 + DA Rs.800 + DA
thereon thereon
Below 4200 Rs.400 + DA Rs.300 + DA
thereon 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 4.2.45 Presently, Doctors are given Non-Practicing Allowance

Allowance (NPA) (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.

243
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

244
 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.

245
 (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 4.2.54 House Rent Allowance is presently payable at the following
Allowance rates :

Classification of Population Rates of HRA as a

Cities/Towns percentage of
Basic Pay + SI +
DP + NPA
A-1 50 lakh & above 30
A, B-1 & B-2 A 20-50 lakh 15
B-1 10-20 lakh
B-2 5-10 lakh
C C 50,000 to 7.5
5 lakh
Unclassified Below 50,000 5

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 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 Percentage of salary available for

Cities/Towns 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

247
 `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 Revised Rates of HRA as a

classification of Classification of percentage of
Cities and Cities/Towns Pay in the pay
Towns on band + Grade Pay
Population + MSP* + NPA*
Criteria
50 lakhs & above X 30
(Earlier classified
as A-1)
50 - 5 lakhs Y 20
(Earlier classified
as A, B-1 & B-2)
Below 5 lakhs Z 10
(Earlier classified
as C and
Unclassified)
* 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

248
 as C - from 7.5% to 10% and for cities presently classified as
unclassified – from 5% at present to 10%.

Education 4.2.60 Presently, assistance for education of children is available to

Allowance 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,

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 justified. The Commission also observes that Government has
increased the budget on Sarva Shiksha Abhiyan Scheme to Rs.6993
crores for the year 2007-08. The total budget on elementary
education stands at Rs.16934.16 crores for the year 2007-08. This
clearly shows the increased emphasis of the Government in the field
of education. Accordingly, the existing rates of education assistance
need to be overhauled so that these are in conformity with the fee
structure prevailing in most of the schools.

Recommendations 4.2.64 Keeping the various factors in view, the Commission

recommends merger of Children Education Allowance and
Reimbursement of Tuition Fee which will henceforth be
reimbursement upto the maximum of Rs.1000 per child per month
subject to a maximum of 2 children. Hostel subsidy may be
reimbursed upto the maximum limit of Rs.3000 per month per
child. The limits would be automatically raised by 25% every
time the Dearness Allowance on the revised pay bands goes up by
50%.

Risk Allowance 4.2.65 Risk Allowance is presently given to employees engaged in

hazardous duties or whose work will have deleterious effect on
health over a period of time. Risk Allowance is also paid to
Sweepers and Safaiwalas engaged in cleaning of underground
drains, sewer lines as well as to the employees working in trenching
grounds and infectious diseases hospitals. The Risk Allowance is
being paid at following rates :

Class Rate
(Rs.) p.m.
Unskilled workers 20
Semi-skilled workers 30
Skilled workers 40
Supervisors 50
Gazetted officers engaged in Nitro 150
Glycerin preparations
Non-Gazetted officers engaged in 90
Nitro Glycerin preparations
Dangerous Buildings Officers 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

250
 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 4.2.69 Uniform Allowance is admissible to IPS officers, personnel

Allowances of Central Para Military Forces, Central Police Organizations,

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 Railway Protection Force, National Cadet Corps, Border Roads
Organization and Nursing staff. Nurses are paid Uniform
Allowance at the rate of Rs.250 per month. Police personnel
belonging to IPS, 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)

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 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 4.2.78 Deputation (Duty) Allowance is presently payable in case of
Allowance 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

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 pecuniary limit. This will, however, be subject to the limit that
the aggregate of pay in the pay band and Deputation (Duty)
Allowance/Central (Deputation on Tenure) Allowance does not
exceed Rs.39,200 being the minimum pay in the pay band PB-4. As
at present, Central (Deputation on Tenure) will continue to be
paid only to the posts upto the level of Director.

Miscellaneous 4.2.79 These allowances include :

Allowances
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

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different Ministries/Departments/Organisations not covered in
this Report will also be doubled. The rates of these allowances
will be increased by 25% every time the Dearness Allowance
payable on revised pay scales goes up by 50%. Simultaneously,
Machine Allowance should henceforth be withdrawn. Caretaking
allowance is discussed in Chapter 3.8 on Common Categories.

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 Chapter 4.3
LTC & other benefits

Introduction 4.3.1 Leave Travel Concession (LTC) is presently available to all

persons appointed to Civil Services and posts including civilians in
the defence services and 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 4.3.3 The scheme of LTC was introduced to enable Central

demands 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

256
 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

257
 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 4.3.8 Another demand frequently made concerns defraying the

for defraying incidental expenses during LTC. The Fifth CPC had considered the
incidentals issue and recommended encashment of Earned Leave of 10 days
along with LTC subject to a maximum of 60 days in the entire
career. The Earned Leave so encashed during LTC was, however,
deductible from the maximum limit of Earned Leave encashable at
the time of retirement. The recommendation was accepted by the
Government but has not been of much use to the Government
employees as any prudent employee would like to preserve the
maximum available encashment for their retirement. Many
employees, especially those belonging to Group C and D, are loath
to utilize the benefit of LTC because they are unable to bear the
incidental expenses involved on travel. This is not justified. The
Commission would like to rectify this situation. It is, accordingly,
recommended that while encashment of Earned Leave upto 10
days along with LTC to the extent of total of 60 days may be
continued, the leave encashed at the time of availing LTC should
not be deducted from the maximum amount of Earned Leave
encashable at the time of retirement. Consequently, the
employees would be eligible to encash 300 days of Earned Leave

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at the time of their retirement, even though they may have
encashed Earned Leave of upto 60 days during their career while
availing LTC, whether to their home town or to any place in
India. Insofar as Railways is concerned, the employees shall be
allowed to avail of this encashment at the time of availing of
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.

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 Chapter 4.4
Over Time Allowance and Bonus

Over Time 4.4.1 Prior to Fifth Central Pay Commission, all non-gazetted
Allowance 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

260
 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 4.4.4 Workers employed in industrial establishments are

PLB 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

261
 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 4.4.6 Although the Commission recommends that all PLB
specific schemes should also be replaced by PRIS, the existing PLB schemes
organisations 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 4.4.7 In Department of Posts, formula for computing PLB was
Department of based on the performance of the year 1976-77 for which 25 days
Posts wages as bonus is payable. The productivity for the base year i.e.
1976-77 is taken as 100. For each point increase beyond the base
figure of 100, 1 day’s additional bonus is payable over and above
the 25 days wages. Similarly, for every 0.75 decrease below the
base figure, the bonus is to be reduced by 1 day. The point
increase/decrease called Productivity Index (PI) is computed by
the following formula :-

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 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 4.4.8 The formula of Department of Posts for computing PLB is
extant formula not satisfactory as it does not operationalise the Multi Stage
Stratified Random Sample Survey as a permanent method of
computing PLB for its employees. Further, it also suffers from an
apparent infirmity in the computation of the total workload in
equivalent units, as under the existing formula, computation of the
total workload in equivalent units for the entire year is done by
counting all articles at the delivery point twice in a year for a

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 period of 2 weeks each. The volume of annual traffic is then
computed on the basis of the enumerated traffic during these 4
weeks. The revenue from such annual traffic is thereafter
calculated by multiplying it with figures of ‘average revenue’
derived on the basis of a separate annual survey. The estimated
total revenue based on this exercise is compared with the
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 4.4.10 PLB Scheme for Railways employees was introduced in
Ministry of 1979 and is reviewed every three years. The principles of Payment
Railways 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

264
 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 4.4.11 The existing formula for computing PLB in the Railways is
formula 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)

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 Percentage Increase
in Incremental Capital = (Increase in Traction Effort X 0.5) +
(Increase in Wagon Capacity X 0.2) +
(increase in Coach Capacity X 0.3).

Recommendations 4.4.12 The existing formula is, therefore, based purely on physical
parameters without any reference to the financial viability and
does not take into 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 4.4.13 The PLB scheme in various production units under
Ordnance Ministry of Defence was originally implemented in August, 1980.
factories 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

266
 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 4.4.14 The Commission would like to observe that the extant
remarks 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.

267
 Chapter 4.5
Holidays and leave facilities

Introduction 4.5.1 Various offices of the Central Government are allowed 17

closed days in a year including the three National Holidays and 14
Gazetted Holidays. Additionally, Central Government employees
are also entitled to avail of 2 Restricted Holidays in a year. Over
and above this, civilian Government employees are allowed 8 days
Casual Leave, 20 days’ Half Pay Leave (which can be commuted to
Medical Leave) and Earned Leave of 30 days. Government
employees are also entitled to Study Leave and Extraordinary
Leave separately.

Present position 4.5.2 The issue of the large number of holidays has to be
and the view of examined in the light of the fact that the Government offices
earlier Pay observe five day week which result in over 104 Saturdays and
Commissions 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

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 all governmental organizations, which incidentally also includes
Banks especially Nationalized Banks, commercial establishments,
educational institutions, etc. not only hinders production activity,
trade and commerce but also causes inconvenience to the public
and a great deal of misery to the various daily wage earners whose
existence depends on their daily earnings.

Declaration of 4.5.4 Apart from the recommendations relating to closure of

holidays on Government offices on various festivals, the Fifth Central Pay
demise of leaders 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

269
recommends that, henceforth, the Government offices should
remain closed only on the 3 National holidays. No other closed
holidays should be allowed. To enable the Government
employees the freedom to celebrate their festivals and other
occasions of special significance to them, the number of
Restricted Holidays available to an employee shall be increased
to 8 with the list of Restricted Holidays being suitably enlarged
to include all the erstwhile Gazetted Holidays therein. The
Commission is aware that on few occasions, it may not be
possible to open the office due to local considerations like lack
of availability of adequate transport facilities on that day or some
other practical problem. Every Head of Department (HoD)
should, therefore, be allowed the option of declaring the office
closed for a maximum of two Restricted Holidays in a year based
on local considerations. These days should be decided by the
HoD at the beginning of the year in consultation with the Staff
Side of the organization and be prominently displayed in the
office premises. All employees of the office will be deemed to
have availed Restricted Holiday on those two days. This will
not only ensure that Government offices remain open for a larger
number of days even though a few employees may be absent on
certain specific occasions but will also allow sufficient leeway to
the individual organizations to keep the office closed on upto 2
specific occasions in a year when it is not practical to run the
office. The number of Casual Leave, Half Pay Leave and Earned
Leave available to Government employees shall remain
unchanged. In Chapter 4.8, the Commission has recommended
12 days casual leave for physically disabled employees. The
number of casual leave for this category of employees, therefore,
will stand increased to 12 days. From 1/9/1981, Teachers,
Principals and Head Masters working in schools and from
28/7/1984, Librarians, Laboratory Assistants and Watermen
working in schools have not been allowed the facility of half pay
leave. This facility needs to be restored for these categories as the
present rules place them in difficulties in times of sickness, etc.
These categories should be made eligible for half pay leave on
par with other Central Government employees.

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 Chapter 4.6
Advances

Introduction 4.6.1 Two types of advances are available to the Government

employees. These are:-

(1) 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 Eligibility

(Rs.)
1. Advance of 1 months pay. Available to all
Pay on transfer 2 months pay in case officers transferred
of transfer due to to another station
shift of in public interest
headquarters as a
result of
Government policy.

2. Advance of T.A. An amount sufficient All cases where TA

on tour/ to cover the officials’ is admissible.
transfer/ personal traveling
retirement expenses for a month
or six weeks in case
of prolonged tours

3. Advance of T.A. Limited to 3/4th of Same as for

to the family of a the probable retirement/transfer
deceased expenses admissible
Government under the rules
employee

4. Advance of LTC Upto 90% of the fare. All eligible Central

Government
employees

271
Name of advance Amount Eligibility
(Rs.)
5. Leave Salary An amount not All officials
Advance exceeding the leave provided the leave
salary including the taken is not less
allowances for the than 30 days.
first 30 days of leave
after making due
deductions.
6. Advance in 90% of the package Admissible to all
connection with deal for specific Central
medical major illnesses. Government
treatment Rs.10,000 for indoor employees.
treatment or outdoor
treatment of 3
months or less for
cancer.
Rs.36000 for
treatment of TB
where duration is
more than 3 months.
7. Festival 1500 Non-gazetted
Advance employees whose
basic pay plus DP
plus stagnation
increment does not
exceed Rs.12,450
p.m.
8. Advance in the 2500 Only non-gazetted
event of natural employees
calamity like
flood, drought,
cyclone, etc.

9. Advance for 150 For those Central

training in Hindi Government
through employees who
Correspondence undergo training
Course. through
Correspondence
Course conducted
by the Central
Hindi Directorate

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Interest-bearing advances

Name of advance Amount Eligibility

(Rs.)
1. Advance for purchase 1500 All Group C & D
of warm clothing. 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 1000 or Group D
of table fan. actual employees
whichever is
less
3. Advance to Postal and 1500 or Inspector of Post
RMS Inspectors for actual, Offices/Inspector
purchase of whichever is of RMS
typewriter. less
4. Advance for purchase of conveyance, i.e.
motor car, 1,80,000 for Officials drawing
first time pay of Rs.15,750
p.m. or more.
1,60,000
subsequently
motor cycle/ scooter 30,000 for Officials drawing
first time pay of Rs.6900 p.m.
or more.
24,000
subsequently
bicycle 1500 Non-gazetted
Government
employee with pay
not exceeding
Rs.7500 p.m.
5. Advance for purchase 80,000 for Same as for Motor
of Personal Computer first time Car Advance
75,000
subsequently
6. Advance for 7,50,000 All permanent
construction/ officials or officials
purchase of with at least 10
house/flat/ years of continuous
enlargement of living service
accommodation

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 4.6.3 Apart from above, two more interest free advances are also
available to Government employees. These are advance on first
appointment/deputation and leave ex-India and advance in
connection with legal proceedings.

Interest Free 4.6.4 It is observed that the interest free advances are usually
Advances 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 4.6.6 Insofar as interest bearing advances are concerned, the
Advances 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

274
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 interest-
bearing, 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%

275
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.

276
 Chapter 4.7
Women employees in Central Government

Introduction 4.7.1 As per the Census of Central Government employees, 2001,

women constitute 7.53% (2.92 lakhs) of the total regular Central
Government employees. The participation of women is the highest
in the Communications and IT Ministries. Ministries of Defence and
Railways also have a substantial number of women employees.

Views of previous 4.7.2 Keeping in view the dual responsibilities borne by working
Pay Commissions women and the increasing practical difficulties in balancing work
and present and family responsibilities, previous Pay Commissions made
scenario 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 4.7.3 In the memoranda received by the Sixth Pay Commission, it
Staff Side has been suggested that earlier recommendations of flexi-time, flexi-
place 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 4.7.4 A number of countries have provided facilities to working

countries 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.

277
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 day-

care-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 pre-
school 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

278
 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.

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 Chapter 4.8
Persons with disabilities in
Central Government

Introduction 4.8.1 Government of India has given various incentives for

employing persons with disabilities. Three percent reservation is
given to persons suffering from:-

Blindness or low vision;

Hearing impairment;
Locomotor Disability or cerebral palsy;

Persons with minimum disability of 40% or higher are eligible.

The 3% reservation in Group C & D is with reference to total
strength of the cadre and in Group A & B, it is with reference to
identified posts in the cadre. Existing percentage of persons with
disabilities in various grades in the Government is as under: -

Group A 3.07%
Group B 4.41%
Group C 3.76%
Group D 3.18%

Facilities 4.8.2 Apart from reservation in the initial appointment, other

currently facilities are also available for these employees. These facilities
available 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.

280
 (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.

281
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

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 susceptible to higher medical problems necessitating
frequent hospital visits. As such, maintaining regular
working hours in their case poses many problems that can
be alleviated by liberal flexi hours. This will not have any
adverse effect on their output or productivity as they will
still need to put in the stipulated weekly hours of duty
prescribed.

(vi) Women with disabilities have to face even higher

problems while looking after their children. National
Policy for Persons with Disabilities mandates the
Government to take up a programme to provide financial
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

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 enhance their productivity by reducing the effect of
disability. Medical Rules may need to be amended so as
to allow the best possible prosthetic aids to the physically
handicapped employees. Modification of the extant
provisions to provide for Government bearing 50% of
the cost exceeding the prescribed limit in case the
employee with disabilities opts for a better quality
prosthetic aid/appliances whose value exceeds the
prescribed limit is, accordingly, being recommended.

(ix) A proper grievance redressal machinery for looking into

the interest and welfare of persons with disabilities
employed in the Government should be put in place in
every office where one or more such employees are
posted.

The aforesaid measures along with the extant provisions should go

a long way in alleviating the problems faced by persons with
disabilities employed in the Government.

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 Chapter 4.9
Central Government Employees
Group Insurance Scheme &
General Provident Fund Scheme

Central Government 4.9.1 The Central Government Employees Group Insurance

Employees Group Scheme (CGEGIS) was introduced in January, 1982 to provide
Insurance Scheme 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 & 4.9.2 The foremost demand from the Staff Side on this issue is for
Analysis 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

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 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

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 mortality rates. This exercise should have no bearing on the rate of
subscription and the amount of insurance cover recommended.

General Provident 4.9.5 General Provident Fund (GPF) for Central Government
Fund employees has been in vogue since 1960. It covers all Government
employees who have completed one year service as well as all re-
employed pensioners who are not covered under the Contributory
Provident Fund scheme.

Making GPF 4.9.6 The scheme was introduced to foster the habit of saving
optional 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.

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Recommendations 4.9.8 The resource position of the Central Government is
comfortable and the revenues are showing a steady growth.
Similar is the position with State Governments which can now also
raise the necessary resources for defined projects from the market.
At present, employees have the option of a variety of market
instruments to choose from for investment purposes. In any case,
with the liberalization of rules for taking advances and
withdrawals from the fund, the net accretions in the fund are not
very significant especially due to the growing tendency among the
employees to resort to frequent withdrawals. Another factor that
needs to be taken into 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.

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 Chapter 4.10
Allowances & conditions of service of
Defence Forces personnel

Introduction 4.10.1 Defence Forces personnel are in receipt of a variety of

allowances, some identical to those granted to civilian employees
and others granted exclusively to them taking into 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 4.10.2 The Fifth CPC had recommended doubling of the
Commission and allowances of civilian as well as Defence Forces personnel in general
thereafter 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 4.10.3 In their memoranda to the Sixth Pay Commission, the
Defence Forces Defence Forces have generally sought a four and a half times
memoranda increase in the existing rates of allowances in line with their demand
for a four and a half times increase in pay. For certain allowances,
however, such as the highly active field area allowance, Counter
Insurgency Operations allowance, Air Despatch Pay, Composite

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 Personal Maintenance Allowance, etc., a higher increase has been
sought. Introduction of certain new allowances such as Skill
Allowance, Boiler Watch Keeping Allowance, UAV Crew Skill
Allowance, Hardship Allowance, Assessors allowance and a Service
Incentive Allowance has also been sought. Specific demands in
respect of individual allowances have been discussed in the
forthcoming paragraphs of this chapter.
The Commission’s 4.10.4 Elsewhere in the Report, the Commission has brought out
approach 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 4.10.5 Insofar as the allowances common to civilian and Defence

common to Forces personnel are concerned, the recommendations made by
Civilians and the Commission in Chapters 4.1 & 4.2 on Dearness Allowance,
Defence Forces City Compensatory Allowance, Transport Allowance, Children’s
personnel 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

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 4.10.7 The revised rates recommended in regard to the above
allowances for civilian employees in the relevant chapter will also
apply in the case of Defence Forces personnel. It has been brought
out by the Defence Forces that in certain remote locations where
there are no Central Government establishments other than defence
organizations, these allowances are not paid. It has been suggested
that the Ministry competent to declare areas as remote should
consider even these locations so as to make them eligible for
compensatory allowances as applicable. Further, areas in which
Defence Forces have to provide relief and rescue during disasters
and calamities should be declared hard areas automatically and
Hard Area Allowance should be granted.
4.10.8 The Commission is unable to agree to the demand related
to declaration of areas affected by natural disasters and calamities
as hard areas because of its repercussions on other Central
Government and State Government employees. As far as the areas
eligible for grant of compensatory allowances are concerned, the
existing system is to follow the State Government’s classification for
remote/difficult areas etc. Although the facilities available in
cantonments are generally reasonably adequate, there may be some
locations where grant of the allowance can be justified based on the
existing criteria. The Commission, therefore, recommends that the
Central Government may issue instructions to State Governments
to also consider the difficulties in areas where only Defence
Forces establishments are situated for the purpose of determining
whether such areas qualify for grant of compensatory allowances.

Deputation (Duty) 4.10.9 In the case of Defence Forces personnel, Deputation

Allowance 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

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 recommended for officers posted to the DRDO and Assam Rifles
as these postings are not out of the regular line of postings for
Service Officers. As far as the demand for deputation to posts on
the basis of equivalent pay rather than rank is concerned, the
problem would automatically be resolved in the revised pay
structure recommended by this Commission as equivalent grade
pay for analogous ranks of civilian and defence personnel has
been recommended which should govern deputations to civilian
organizations in future.

Compensation in 4.10.11 The service conditions of the Defence Forces personnel

lieu of quarter demand that personnel reside in cantonments close to their Units.
(CILQ) 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 A, B1 C class Unclass.
class & B2 Cities
class
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

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 Non Combatants (Enrolled) of the Air Force have been proposed to
be granted CILQ at lowest rates as applicable to PBORs.

4.10.14 The Commission has observed that the rates of CILQ are
expected to include compensation for hiring of house, furniture,
electricity and water etc. The Commission has also observed that
while the rates of HRA for civilians are percentage based, the rates
of CILQ are slab rates which did not get revised when Government
decided to merge 50% of dearness allowance with pay as Dearness
Pay w.e.f. 1.4.2004. This has created an anomalous situation
disturbing the relativity between the rates of CILQ and HRA.
Keeping in view the fact that provision for periodic revision of all
allowances, including HRA, has been made, a similar dispensation
will need to be extended in respect of CILQ also. The Commission
recommends the following rates of CILQ which may be increased
by 25% every time the dearness allowance payable on revised pay
bands goes up by 50%:-

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 4.10.15 Officers of the Defence Forces are entitled to HRA if they
Allowance 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

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 accommodation may be revised on an annual basis to bring them in
line with market rents. Ministry of Defence may take action to
revise the rental ceilings from time to time keeping in view the
market situation.

Bhutan 4.10.16 Bhutan Compensatory Allowance is admissible to Defence

Compensatory Forces personnel posted to IMTRAT (Bhutan) at a depression in the
Allowance 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 4.10.17 Apart from the normal educational concessions granted to

concession to civilian and defence personnel, special educational concessions are
children of missing available to children of defence personnel who are killed or disabled
/disabled/killed in in action. The existing provisions in this regard are:
action
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 4.10.19 Instructional Allowance, which is granted to Defence Forces
Allowance 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 4.10.21 A Specialist Allowance at the following rates is paid to

Corps (AMC), specialist medical officers when posted to fill vacancies of specialists
Army Dental in the medical establishment: -
Corps (ADC) and
Remount and (a) Graded specialist - Rs 800 pm.
Veterinary Corps (b) Classified specialist - Rs 1000 pm.
(RVC) Officers (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 4.10.23 Service Officers and PBORs are granted Language Awards
Award/Allowance 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

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 3 positions in order of merit, an award ranging from Rs.1000 to
Rs.2000 is admissible to the sponsored candidates while non-
sponsored 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, 4.10.24 To compensate Defence Forces personnel for the risk and
Submarine hardships to which they are exposed, a number of allowances are
Allowance, granted by the Government. These allowances include the Flying
Siachen Allowance, Siachen Allowance and Submarine Allowance. Flying
Allowance 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: -

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 FLYING ALLOWANCE SUBMARINE ALLOWANCE
Air Cmde & Rs 5250 Capt (with >3 yrs Rs 5250 pm
Equiv & p.m. service in the
above (Capt rank) and above
IN with > 3yrs
seniority)
Sqn Ldr to Gp Rs 7000 pm Lt Rs 7000 pm
Capt & Equi Cdr/Cdr/Capt
(Capt IN with (with < 3 years
< 3yrs Service in the
seniority) rank)
Flight Lt and Rs 5500pm Lt Rs 5500 pm
Equivalent
Flying Offr Rs 4500 pm Sub Lt Rs 4500 pm
and
Equivalent
Warrant Rs 4200 pm MCPO II/I Rs 4200 pm
Ranks
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 4.10.27 The Defence Forces have proposed that the existing Test
Allowance 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 4.10.28 Submarine Duty Allowance is admissible to personnel who

Allowance 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

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 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, 4.10.29 All naval personnel on the authorized diving cadre are
Dip Money and entitled to Diving Allowance at monthly rates varying from Rs.200
Attendant to Rs.400 depending on whether they belong to the category of Ships
Allowance 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 one-
fifth 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 4.10.30 The Special Forces of the Army and Air Force are granted an
Allowance 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 4.10.31 Para Jump Instructor Allowance at the rate of Rs.1200 p.m.
Instructor for officers and Rs.900 p.m. for PBORs is granted to Indian Air Force
Allowance and personnel who are Parachute Jumping Instructors. A Free Fall Jump
Free Fall Jump Instructors Allowance at the rate of Rs.1000 p.m. for officers and
Instructor Rs.600 p.m. for PBORs is payable to Free Fall Jump Instructors. The
Allowance Commission recommends that the existing rates be doubled
without any change in the existing conditions of grant.

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Para Allowance 4.10.32 Para Allowance is granted to officers and PBORs holding
and Para Reserve appointments of operational parachutists authorized in the
Allowance 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 4.10.34 Personnel of the Defence Forces while deployed in field
Field Area areas and in counter-insurgency areas are granted Field Area
Allowance and Allowances and Counter Insurgency Operations Allowance
Counter respectively at the following rates: -
Insurgency
Operations Field Area Allowance
Allowance
Highly Field Areas Modified
Posts Active Field Field Areas
Areas
Lt.Col.& above 4200 2600 1000
& equ.
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

CI Ops in Fd CI Ops in CI Ops in

Posts Areas Mod Fd Peace Area
Area
(Rs/p.m.) (Rs/p.m.) (Rs/p.m.)

Lt.Col.& above 3900 3000 2600

& equ.
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 4.10.37 At present, High Altitude Allowance is granted to Defence
Allowance Forces personnel deployed between 9000 to 15000 ft and above
15000 ft. at the following rates:

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 Cat I Cat II
Posts (9000 to 15000 ft) (Above 15000 ft.)
Rs Rs
Lt.Col.& above & 1060 1600
equ.
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 4.10.40 Sea Going/Sea duty Allowance is granted to officers and
Duty Allowance 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 Rs.200 p.m. Rs.100 p.m.
Midshipmen &
Cadets

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 4.10.43 Official Hospitality Grant is given to specified appointments

Hospitality Grant 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 4.10.44 Technical Allowance is admissible to Defence Forces officers

Allowance and belonging to the technical branches at the rate of Rs.1000 per month
Professional for Tier-I courses and Rs.1500 per month for Tier-II courses. If an
Allowance 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 non-
technical 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 4.10.45 An Aeronautical Allowance at the rate of Rs.100 per month

Allowance 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.

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Flight Charge 4.10.46 Flight Charge Certificate Allowance is granted to Senior Air
Certificate Artificers/Mechanicians of ship borne helicopter flights for
Allowance 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 4.10.47 An Air Worthiness Certificate Allowance was introduced in
Certificate 2000 for the technical tradesmen in aircraft trades based on the
Allowance 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 4.10.48 Air Steward Allowance is granted to catering assistants
Allowance 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 4.10.50 At present, a lump sum Qualification Grant is paid to
Grant officers who qualify in various specified courses. The list of eligible
courses for the grant is revised by the Government from time to
time. The existing quantum of the grant is:

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 Category 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 4.10.52 A monthly Qualification Allowance is granted for obtaining

Allowance 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 4.10.53 Shorthand Allowance is payable to PBORs of Air Force and

Allowance 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 4.10.54 Officers of the three Services are granted a reward of
General Rs.3200 on qualifying the JAG Branch exam. The Commission
Department recommends that the rate of this award may be doubled.
Examination
Rewards

Uniform related 4.10.55 The following allowances related to uniforms are granted to
allowances Defence Forces Officers and Officers of the Military Nursing
(Officers) 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

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 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 MNS Officers 400
Uniform
Kit All three services 400 per month
Maintenance
Kit MNS officers 400 per month
Maintenance

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 4.10.59 The following uniform related allowances are granted to
allowances PBORs of the 3 Services: -
(PBORs)
One time Outfit Allowance to JCOs granted Rs.3200
Honorary Commission
One time Outfit Allowance to NCOs Rs.500
promoted as JCOs
Mufti Allowance for Recruits in three Rs.200
Services (one time)

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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 4.10.61 PBORs of the Defence Forces are granted a Composite

Personal Personal Maintenance Allowance of Rs.75 per month which consists
Maintenance of the following components: -
Allowance
(PBORs) Hair Cutting Allowance Rs.10/pm
Washing Allowance Rs.30/pm
Rum Allowance Rs.15/pm
Soap Toilet Allowance Rs.10/pm
Clothing Maintenance Rs.10/pm
Allowance
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 4.10.64 Spectacles are issued free to those Defence Forces personnel
Allowance 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 Rs.300 pm

Captain/equivalent
For Appointments tenable by Rs 400 pm
Major/equivalent

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 4.10.69 The Defence Forces have proposed a ten fold increase in the
Allowance for rates of the monetary allowance attached to the existing Gallantry
Gallantry Awards which presently range from Rs.250 per month for
Awardees 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 4.10.70 Rewards for meritorious service are admissible to PBORs at
meritorious the following rates: -
service
Category Existing
Annuity for MSM to JCOs Rs.200 (pa)
Gratuity for Long service & Good Rs.200
Conduct Medal (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 4.10.72 Submarine Technical Allowance is paid at the rate of Rs.100

Technical per month to Naval Artificers and Mechanicians for the period they
Allowance 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 4.10.73 Hydrographic Survey Allowance is presently paid at rates

Survey Allowance 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 & 4.10.74 Artificers and Mechanicians of the Navy, after passing
Charge Certificate prescribed examinations, are granted Unit Certificate and Charge
Allowance 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 4.10.76 Introduction of a Boiler Watch Keeping Allowance for Boiler
Keeping Watch Keepers on Naval Ships has been proposed by the Defence
Allowance 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 4.10.78 Personnel belonging to the Defence Forces are permitted
electricity 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 4.10.79 Extra Duty Allowance is paid to regular ranks of Naik and
Allowance 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 4.10.80 Classification Allowance is presently granted to PBORs in

Allowance 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: -

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 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 4.10.83 PBORs of the three Services are granted Good Service Pay
Service/Good after completion of certain specified service so as to maintain high
Conduct/Badge degree of discipline, good conduct and professional competence.
Pay 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

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 Forces personnel. However, till such time the detailed scheme is
evolved, the existing rates should be doubled and the allowance
be given without any change in the conditions of grant.

Travel related 4.10.86 The recommendations made by the Commission in regard

entitlements 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

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 feasibility of such an arrangement and take further action
thereon accordingly.

Hardship 4.10.87 Certain new allowances such as hardship allowance, skill

allowance, allowance, super specialist allowance, assessors allowance, UAV
Assessors crew skill allowance, service incentive allowance etc.have been
allowance, UAV proposed for introduction by the Defence Forces. The Commission,
crew allowance after examining the rationale given in regard to these allowances,
could not find adequate justification for their introduction.

Leave Travel 4.10.88 Service personnel are entitled to the following Leave Travel
Concession Concessions: -

Entitlements of Officers
service 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.

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 (d) Army Aviation Officers who are on the posted strength of the
Air Observation Post Flight Squadrons and who are engaged
on regular flying duties against authorized vacancies involving
regular flying are entitled to free warrant for journey upto a
total distance of 1600 Kms for the onward and return journey.
This is in addition to other entitlements for LTC.

(e) Entitlement of Form D

(i) 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 4.10.89 JCOs/ORs/NCsE/Hony Commissioned Officers

PBORs
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 & 4.10.90 In the demands made in the memorandum, Defence Forces
Recommendations 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

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 any change in this provision except that where the children are
staying in hostels, they may be permitted to visit parents on LTC.
As far as the question of making use of railway warrants/D Forms
optional is concerned, the Ministry of Defence may examine the
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 4.10.92 It has been proposed that the educational standards for
educational enrolment in the Defence Forces may be revised as below: -
standard for
enrolment 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

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 provide necessary exemptions from these minimum qualifications
for groups which are traditionally recruited for certain regiments.

Acting promotion 4.10.94 Acting promotions are granted to service personnel at

Service Headquarters as well as at the formation level. A PBOR
becomes eligible for the pay of his acting rank after 28 consecutive
days of duty in the higher rank and an officer after 21 days. The
grant of pay is, however, with retrospective effect. The Defence
Forces have proposed to abolish the condition of holding the higher
rank for 28/21 consecutive days before converting the same to paid
acting rank. This demand is justified. It is, accordingly,
recommended that the condition of holding the higher rank for a
fixed number of consecutive days before the acting rank is paid,
should be removed.

Conditions of 4.10.95 It has been proposed to enhance the terms of engagement of

service of PBOR Territorial Army PBORs from existing 17 years for Sepoy and Naik
in Territorial and 20 years for Havaldar to 19, 22 and 24 years for Sepoy, Naik and
Army 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 4.10.96 The Defence Forces have made the following proposals in
service – Officers 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

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 Services. However, during the period of training, they
should continue to draw pay and allowances appropriate to
the rank held at the time of commencement of training and
on successful completion of training, they should become
entitled to the arrears.

Recommendations 4.10.97 The justification given in regard to Cadets is that the change
will bring the Services at par with the entry level conditions
prevailing in other Central Government services and will make
service conditions more attractive resulting in qualitative and
quantitative improvement. In view of the fact that no payment is
required to be made by Cadets to training academies like
NDA/AFMC and the training results in award of a degree and
subsequent employment in the Defence Forces, the Commission
does not recommend grant of a stipend in NDA and similar training
academies. As far as the grant of provisional commission in the last
one year of training in Service Academies is concerned, the
successful completion of training is a pre-requisite for the grant of
Commission in the Defence Forces, a situation which is not totally
comparable with the civilian side. Further, counting of the service
spent under training for all purposes would imply that officers
would get promoted as Captain one year after Commission instead
of 2 years at present and this residency period appears to be
extremely short. Keeping these factors in view, the Commission
does not recommend any change in the present provisions related
to training academies.

Substantive 4.10.98 Substantive promotions are granted by time scale up to the

promotions rank of Lt Colonel and equivalent. Promotion to the rank of Colonel
and above is by selection and is vacancy based. The existing
eligibility for promotion to substantive rank of Colonel is 20 years of
service. The Defence Forces have proposed to reduce the service
requirement to 15 years in line with the A.V. Singh Committee
recommendations stating that this will ensure reduction in existing
deficiency of officers in junior ranks, provide faster career
progression and reduce stagnation. This demand is in consonance
with the approach adopted by the Commission. Further, this needs
to be extended to all the higher posts which will go a long way in
ensuring a younger age profile for the senior posts in Defence Forces
and also allow deep selection. It is, accordingly, recommended that
the minimum service prescribed for promotions to the ranks of
Colonel/equivalent and above in Defence Forces should be
reduced. The Government should evolve the minimum residency
periods for this purpose afresh keeping in view the functional
considerations.

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Ages of retirement 4.10.99 Proposals have been made by the Defence Forces in regard
to the age of retirement of flying branch officers in the Air Force and
for Law Officers in the Navy so as to bring about parity within the
services and increase satisfaction levels among the officer cadres in
the Defence Forces. It has also been suggested that if the retirement
age of civilian services is enhanced, the same may be made
applicable to the Defence Forces personnel also. The ages of
retirement in the defence forces should be based on functional
requirements, requirements of age profile etc. The Commission,
therefore, is of the view that a decision on this matter needs to be
taken by the Government keeping in view these and other
relevant considerations.

Leave entitlements 4.10.100 The existing entitlement of leave for Defence Forces
personnel are as under: -

Leave of officers, JCOs and Ors

Type of Officers JCOs/OR Recruits

leave /Boys

Annual 60 days 60 days 30 days

Leave
Casual 20 days 30 days 30 days
Leave
Furlough 60 days in a NA NA
Leave (at cycle of three
half pay) years
Sick Upto a (i) Entire period spent Admiss-
Leave maximum of in a military or a ible as to
180 days at full recognized civil Other
pay to be hospital is treated as Ranks.
extended on duty subject to
sanction 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.

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 Type of Officers JCOs/OR Recruits/
leave Boys

Maternit Two months NA NA

y leave leave on full
to pay to be
women extended by
officers one month
without pay in
exceptional
cases.

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 22 265 days
years
17 years and above but less than 22 132 days
years
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.

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 4.10.103 At present, sick leave is granted to officers for a
maximum period of 6 months inclusive of annual leave at full rates
of pay. It can be extended to 24 months but after the first six
months, the extended leave is on half pay. Every case for prolonged
hospitalization/sick leave beyond 6 months has to be forwarded to
Ministry of Defence for obtaining waiver of the time limit. It has
been proposed to grant full pay to officers during the entire period
of sick leave irrespective of duration, provided the
sickness/hospitalization is attributable/aggravated due to service
conditions. The Commission recommends that the entire period of
hospitalization should be covered by grant of full pay and
allowances. Thereafter, further sick leave with full pay may be
granted in case the sickness is attributable to service conditions.
Lady Officers in the Defence Forces with less than two surviving
children are granted maternity leave of 2 months. It has been
proposed that this may be enhanced to 135 days for each
confinement. In Chapter 4.7, the Commission has recommended
that maternity leave for civilian women employees may be increased
to 180 days keeping in view the guidelines of the WHO on nursing
of babies. A similar provision should be followed in the case of
women officers of the Defence Forces and they should be granted
maternity leave for 180 days for each confinement subject to a
maximum of two children.

House Building 4.10.104 The Defence Forces, in their memorandum, have

Advance and proposed substantial increases in the quantum of HBA and have
Conveyance sought that adequate budgetary provisions be made to ensure
Advance 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.

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Common ration 4.10.106 It has been brought out by the Defence Forces that
scale for PBORs 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 4.10.107 It has been represented that Territorial Army

leave of Territorial personnel may also be allowed to encash leave upto a maximum of
Army personnel 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 4.10.108 As far as future revision of allowances is

allowances 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 4.10.109 Although the Commission has recommended

recommendation revised rates for the various allowances granted to Defence Forces
on allowances personnel, the Commission is of the view that a majority of these
allowances are amenable to conversion into performance related
incentive. The Commission, therefore, recommends that the MoD
and Service Headquarters may devise a PRI Scheme subsuming
those of the allowances which can form part of PRIS.

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 Chapter 4.11
Medical facilities for serving
employees & pensioners

Introduction 4.11.1 Presently, serving Government employees paid from civil

estimates other than those working in Railways and Delhi
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

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 of medical allowance of Rs.100 presently payable to pensioners
living in non-CGHS areas has also been demanded.

Analysis and 4.11.3 The Commission is aware that there is increasing pressure
recommendations 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 in-
patient 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 4.11.4 Availability of health service providers in the private sector
for Government has increased discernibly in the recent past. Therefore, making
employees & available the in-patient facilities through a set up outside CGHS is
pensioners 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

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 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 & 4.11.6 The aforesaid scheme has been recommended for
Defence Government employees paid from civil estimates other than those
(combatants) working in Railways. However, Railways and Defence
(combatants), who are having their own medical infrastructure,
should also devise a similar scheme for their employees.

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 Chapter 5.1
Pensionary benefits of civilian
employees and Defence Forces Personnel

Introduction 5.1.1 As per its 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 5.1.4 The Commission deliberated all the issues relating to

pensioners 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

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Pension liability 5.1.5 The annual pensionary liability of the Government at
of the Government 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 5.1.6 Superannuation or retiring pension is granted on

retiring pension 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 5.1.7 Different retirement benefits available to civilian

available 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 5.1.9 Presently in the Government, encashment of Earned Leave

leave (EL) is allowed at the time of retirement as well as while availing
LTC.

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 5.1.10 Limit of encashment of EL at retirement was increased from
180 days to 240 days by the Fourth 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.

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 5.1.16 The scheme of Family pension was liberalized subsequent
to implementation of recommendations of the Third Central Pay
Commission. The pay limits under the slab system were enhanced.
The benefit of family pension at enhanced rates was extended for a
period of 7 years or till the employee/pensioner would have
attained the age of 65 years, whichever was earlier.

5.1.17 The scheme of Family pension was earlier contributory

and the retiring employee had to surrender two months gratuity in
order to be eligible for grant of family pension on his demise.
From 22/9/1977, the scheme was made non-contributory and the
requirement of surrender of gratuity was dispensed with. The
rules were liberalized to allow payment of family pension for life
to handicapped children or till the time they became self-sufficient.

5.1.18 Subsequent to the Fourth Central Pay Commission, the

minimum and maximum amount of family pension were revised
to Rs.375 and Rs.1250 p.m. respectively. The slabs for paying
family pension were also revised upwards and ranged from 30% to
15% of pay.

5.1.19 The condition of dependency for children of the deceased

employee to be eligible for grant of family pension was removed in
1993. All children were made entitled for family pension upto the
age of 25 years as against the age of 18 years prescribed in 1964
rules and the age of 21/24 years or till the time of their marriage,
whichever earlier, for sons & daughters respectively prescribed by
the Fourth 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 5.1.21 Extraordinary family pension is payable under the CCS

pension (Extraordinary) Pension Rules, 1939 at the following rates:-

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 (i) In case of death or disability attributable to service or due to
accidents in the performance of duty, extra-ordinary family
pension is payable at 60% of the basic pay subject to a
minimum of Rs.2500 per month.

(ii) In case of disability, normal pension and gratuity is payable

along with disability pension equal to 30% of pay for 100%
disability. The disability pension is reduced proportionately
for reduced disability. This is subject to the condition that the
aggregate of the service and disability elements are, in no
case, less than 60% of the basic pay last drawn.

(iii) In case of death or disability due to acts of violence by

terrorists, anti-social elements etc., whether in performance of
duties or otherwise, extraordinary family pension equal to
last pay drawn upto re-marriage or death is payable. After re-
marriage, 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

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 at the rate of 75% of pay last drawn is payable to parents
or 60% in case only one parent is alive, irrespective of their
income.

(ii) retiring pension plus gratuity counting service till normal

age of retirement subject to the total amount not exceeding
last pay drawn for 100% disability. Proportional
reduction is made for lower disability.

Exgratia 5.1.24 Exgratia is also payable over and above the pension rules
to families of Central Government employees who die in harness in
the course of performance of their bonafide official duties. The
rates of exgratia vary between Rs.5 lakh in cases of death occurring
due to accidents in the course of performance of duty whether
attributable to acts of violence by terrorists, anti-social elements
etc. or otherwise to Rs.7.5 lakh in cases of death occurring due to
enemy action in international war or border skirmishes or action
against militants, terrorists, extremists, etc.

Changes made in 5.1.25 While considering the pension package for Central
the past in retiring Government employees, the Commission has kept in view the
pension 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

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 offered for commutation. The commutation factor is taken from
the commutation table with respect to the age next birthday.
Originally, the amount of pension once commuted was not
restored for life. However, pursuant to directions of the Supreme
Court in writ petitions nos. 3958-61 of 1983, orders were issued
allowing restoration of the commuted portion of pension both in
case of civilian and defence pensioners after a period of 15 years on
the ground that the commuted value of pension had to be restored
once the lump-sum commutation paid and the interest thereon was
fully adjusted. The Fifth 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.

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 (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 5.1.30 Major demands relating to family pension are as under :
pension
(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 5.1.32 As regards the issue of raising the quantum of pension

relating to from the existing 50% of the average emoluments to a higher
quantum of percentage (say 60%), is concerned, it is noted that this demand
pension 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

332
 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 5.1.33 Presently, full pension is payable only on completion of 33

relating to years of qualifying service. The rules also allow grant of upto 5
qualifying service years of additional qualifying service for purposes of computing
pension subject to certain conditions. Hence, an employee
presently has to put in a minimum 28 years of qualifying service to
become eligible for full pension. This acts as a disincentive for
many employees for leaving the Government at an early age even
though they have reached a plateau in their career and are not
satisfied with their job, because they want to complete the
minimum years of qualifying service prescribed for being eligible
for full pension. By the time they complete such minimum years of
service, they are too old to look for an alternative career and
continue in the Government without being motivated to make any
significant contribution. This has an adverse effect on the
efficiency of the machinery. At the same time, the concerned
Government employee is also prevented from pursuing an
alternative career. The Commission, accordingly, recommends
that linkage of full pension with 33 years of qualifying service
should be dispensed with. Once an employee renders the
minimum pensionable service of 20 years, pension should be
paid at 50% of the average emoluments received during the past
10 months or the pay last drawn, whichever is more beneficial to
the retiring employee. This will not work as a disincentive to the
employees putting in longer years of service because their pay will
increase along with the tenure that will have a direct bearing on the
pension payable to them. With this, qualifying service will cease to
have any relevance as full pension will be payable once minimum
pensionable service is put in without any reference to qualifying
service. Simultaneously, the extant benefit of adding years of
qualifying service for purposes of computing pension/related
benefits should be withdrawn as it would no longer be relevant.

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Recommendations 5.1.34 Earlier, the amount of pension commuted was not
relating to restorable. Consequently, a pensioner was eligible to draw only
commutation 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

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 and get appropriate rate of interest on such amount.
Government could extend an interest subsidy on the interest rate
so charged, in case the same is found necessary.

Amount of 5.1.36 In view of the aforesaid, the Commission does not

commutation - propose any change in the maximum percentage of commutation
Recommendations allowed or in the period of restoration.

Recommendations 5.1.37 Most of the Associations have demanded removal of the

relating to ceiling of Rs.3.5 lakh on retirement/death gratuity. The Fifth
gratuity 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 5.1.38 The last two Pay Commissions had successively increased
relating to the limit in accumulation of Earned Leave and its encashment by
encashment of 60 days which, therefore, increased from 180 days to 240 days
leave 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

335
 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 – 5.1.41 Consequent to the recommendations made by the earlier

analysis of Central Pay Commissions, the rates of family pension have been
changes made in increased from 12% to 30% of the last pay drawn for all. Eligibility
the past and conditions have been relaxed and unmarried/divorced daughters
recommendations 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

336
 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 5.1.44 The Commission notes that the provisions on extra-

(Extraordinary) ordinary family pension have been liberalized substantially by the
Pension Rules, Fifth CPC. The present provisions, therefore, are adequate and no
1939 – analysis & further large scale changes are necessary in so far these rules are
recommendations 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.

337
Recommendations 5.1.45 As mentioned earlier, exgratia is payable over and above
relating to the pension rules to families of Central Government employees
exgratia 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 – 5.1.46 The main demands of past pensioners related to grant of
analysis of one rank one pension both for civilian as well as Defence Forces
changes made in retirees and better medical facilities. In case of Defence Forces, the
the past and issue of one rank one pension was conceded partially when one
recommendations 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 5.1.47 The Commission notes that modified parity has already
the past been conceded between pre and post 1/1/1996 pensioners.
pensioners Further, full neutralization of price rise on or after 1/1/1996 has
also been extended to all the pensioners. Accordingly, no further
changes in the extant rules are necessary. However, in order to
maintain the existing modified parity between present and future
retirees, it will be necessary to allow the same fitment benefit as is
being recommended for the existing Government employees. The
Commission, accordingly, recommends that all past pensioners
should be allowed fitment benefit equal to 40% of the pension
excluding the effect of merger of 50% dearness allowance/

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 dearness relief as pension (in respect of pensioners retiring on or
after 1/4/2004) and dearness pension (for other pensioners)
respectively. The increase will be allowed by subsuming the
effect of conversion of 50% of dearness relief/ dearness
allowance as dearness pension/dearness pay. Consequently,
dearness relief at the rate of 74% on pension (excluding the effect
of merger) has been taken for the purposes of computing revised
pension as on 1/1/2006. This is consistent with the fitment benefit
being allowed in case of the existing employees. A table (Annex
5.1.1) showing fixation of the pension of the existing pensioners in
the revised dispensation consequent to implementation of the
recommendations of this Commission has been prepared and
should be used for fixing the revised pension of the existing
pensioners. The fixation as per this table will be subject to the
provision that the revised pension, in no case, shall be lower
than fifty percent of the sum of the minimum of the pay in the
pay band and the grade pay thereon corresponding to the pre-
revised 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 5.1.48 As regards improved medical care for pensioners, the
pensioners 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 5.1.49 The Commission notes that under CS (MA) Rules, 1944, the
Allowance for employees have to make the payments and then claim
pensioners 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 5.1.51 Dependent sons/daughters are allowed to avail medical

the extant rules facilities under CS (MA) Rules and CGHS Rules. In case of sons
are discriminatory the eligibility is till the time he starts earning or he attains the age
against women 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 5.1.52 Ministry of Health vide O.M. No.4-24/96-C&P/CGHS (P)

dependent dated 17th September, 1999 has conveyed to all
daughters Ministries/Departments of the Government the directions given by
the High Court of Delhi as per which the medical facilities will
continue to be available to sons who are dependent on the
Government employees/pensioner irrespective of their age. The
aforesaid order of Ministry of Health directs all
Ministries/Departments of Government of India to comply with
the aforesaid directions of the High Court. Significantly, the O.M.
does not stipulate that a similar benefit should be extended to the
daughters as well. The Commission had discussed this issue with
the Department of Women & Child Development who were of the

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 view that a similar benefit needed to be extended to the similarly
placed daughters as well. The Commission finds considerable
merit in the point of view conveyed by the Department. It is,
accordingly, recommended that on par with the facility extended
to the dependent sons, the medical facilities should be continued
in respect of dependent daughters irrespective of their age.
Presently, definition of family of Government employee for various
purposes includes widowed/divorced daughters but does not
include their minor and dependent children. The Commission has
received several references seeking extension of the benefit of
medical facilities to the minor and dependent children of
widowed/divorced daughters on the ground that absence of such
facility places an unreasonable burden on this category. This
demand is justified. It is, accordingly, recommended that for the
purposes of medical facilities, the definition of the family should
be expanded to include the minor and dependent children of
widowed/divorced daughters.

Eligibility for 5.1.53 For purposes of nomination for eligibility to get family
family pension 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 45.1.54 The issue regarding payment of encashment of leave to a

encashment of person dying in harness, the amount is payable in the following
leave 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 5.1.56 Pension of Commissioned Officers is fixed on the basis of

for Commissioned average emoluments drawn during last 10 months. Pension is paid
Officers 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 5.1.57 Commissioned Officers are allowed commutation of

pension 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 5.1.58 One Rank One Pension has been demanded for all ex-
Pension servicemen. 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 5.1.59 Presently, qualifying service for receiving second pension
for getting second in case of ex-servicemen employed in Defence Security Corps
pension (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 5.1.60 Pension is payable at the rate of 50% of the reckonable
for PBORs 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/ Present Weightage Weightage

equivalent ranks in (Years) Demanded
other services (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)
Pension as per Minimum
existing rules * Revised Pension
Post (basic pension + Increase
DP + DR +)
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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 Pension as per Minimum
existing rules * Revised Pension
Post (basic pension + Increase
DP + DR )
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 5.1.62 Presently, Havaldars on getting the rank of

Honorary Ranks 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- 5.1.63 Family pension is payable to family or dependents

Existing position 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 5.1.64 Defence Forces have made following suggestions

regarding regarding ordinary family pension :-
Ordinary Family • Rate of Family Pension payable to widow should be
Pension 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 5.1.65 Provisions regarding Ordinary Family Pension are

proposals on same for civilians and Defence Forces personnel. The Commission
Ordinary Family has recommended that in case of Government employees dying in
Pension 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

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 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 5.1.66 Disability pensionary awards include:-

Pensionary
awards • 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 5.1.67 Following proposals made by the Defence Forces

awards - demands regarding disability pension awards:-

• Defence personnel should also be paid disability component

of Disability Pension on percentage basis at the rate of 30%
of basic pay subject to a minimum of Rs.1550 p.m. In case of
disability due to injury in war/war like situations, it should
be paid at the rate of 60% of the last pay drawn subject to a
minimum of Rs.3100 p.m.

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 • 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 5.1.68 The demand that disability element should be

awards - calculated as a percentage of pay is justified especially as in the
Analysis 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

349
 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 well-
established. Weightages for PBORs can also not be increased
because the same are being removed totally for purposes of
pension. Acordingly, the Commission recommends that only the
pecuniary ceiling on gratuity may be increased with the other
conditions being kept unchanged.

Ex-gratia 5.1.71 Presently, families of defence personnel who die in

harness in the performance of their bonafide official duties are
paid ex-gratia lump-sum payment as under:-

Death due to accidents in course of duties Rs.5 lakh

Death in the course of duties attributable to

acts of violence by terrorists etc. Rs.5 lakh

Death occurring during enemy action in war

or border skirmishes or in action against
militants, terrorists, etc. Rs.7.5 lakh

Death occurring during enemy action in

international war or war like engagements
specifically notified Rs.10 lakh

Defence Forces have demanded ex-gratia of Rs.10 lakh for deaths

in harness other than NANA; Rs.25 lakhs for deaths due to
accidents/acts of violence; Rs.35 lakhs for deaths due to enemy

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 action in international war and border skirmishes and Rs.40 lakhs
for deaths during operations notified by the Government. The
rates of ex-gratia were last increased in August, 1999. The rates
also have relativity with the civilian side as well. As a general
principle, rates of various benefits and allowances revised after
Fifth 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 5.1.72 There has been a growing concern about the manner in
liability in future 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 self-
sustaining 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

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 growth of the pension bill. The pension bill will be further reduced
once the scheme of lateral movement of defence personnel to
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 5.1.73 In case, however, the Government wants to create a pension
pension fund 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.

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 Chapter 6.1
Appointment & Promotion Policy

Appointments to 6.1.1 Presently, three All India Services exist viz. Indian
the higher Administrative Service, Indian Police Service and Indian Forest
echelons 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 6.1.2 The aspirations of candidates appearing for AIS/Organized

aspirations 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 6.1.3 During the course of oral submissions, almost all the
during oral Organized Group A Service organizations had conveyed the dismal
submissions 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.

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Present state 6.1.4 Despite the dismal state of career progression pointed out
by most of the organizations, the Commission has observed that in
the recent past, almost every cadre review of an organized Group A
Service has resulted in creation of a large number of additional posts
in the higher grades. While some of these upgradations would
undoubtedly have been on functional considerations, the others
were given primarily to alleviate stagnation and provide suitable
promotional channels to the officers in the cadre. While such
upgradations have resulted in a top heavy organization in most
cases, still the problem of stagnation and finding suitable career
advancement avenues for the officers of the respective cadres has
not been appropriately addressed as most of the
organizations\cadres are still perturbed about their career
advancement prospects. Within the structure being recommended
by the Commission, there will be flexibility to fit people in running
pay bands. In para 3.3.12 of the Report, recommendation for grant
of the higher scale on non-functional basis has been made. This will
address the problem of stagnation effectively in all organized Group
A Central Services.

Selection to 6.1.5 The guiding beacon of the Commission’s report is to

deputation posts 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 6.1.6 To attain the aforesaid goals, the Commission is of the view
problems 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

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 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 6.1.7 While the system appears to be very equitous on paper, it is
transparency 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 6.1.8 The Commission is recommending the following

procedure measures for appointment to the various SAG/HAG posts in the
Government that are to be filled up on deputation basis:

(i) All posts at SAG level and all HAG level posts that are
presently not encadred in any service/cadre/organization
will henceforth be filled by a new selection process that
will be open to all the eligible Central Government
officers.

(ii) Some of the identified SAG/HAG posts that require

technical or specialized knowledge shall be opened up to
the eligible candidates whether inside the Central
Government or outside it.

These measures are discussed in detail in the succeeding

paragraphs.

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Selection to 6.1.9 The Commission recommends opening up of all the
Senior deputation posts under Central Staffing Scheme or outside it to all
Administrative the eligible officers whether belonging to AIS or Group A Central
Grade and Higher Civil Services. The Commission is fully aware that in theory these
Administrative posts are already open to all AIS as well as Central Group A
Grade 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.

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 (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 6.1.13 Apart from opening up the process of selection for
higher grades deputation to the higher level posts, the Government should also
identify some of the SAG and HAG posts requiring technical or
specialized knowledge and which are not encadred in any of the
service. These posts would be open for being filled by suitable
officers within the Government as well as by the outsiders. The
Government can also suggest some names for consideration of the
selecting agency. The selection for deputation to these posts could
be made by the UPSC irrespective of their working in the
Government or outside it. Government employees applying for
these posts will, at the time of applying, have the option of either:-

• continuing on normal pay and allowances in case they are

selected (After their tenure in the post they will revert to
their cadre); or

• being given market driven salary on selection.

In case a Government employee chooses the option of

appointment on market driven salary, he/she will have to sever all
ties with the Government before applying for the post. The
employee will have to either resign or take retirement at the time
of applying, as an outside candidate. Candidates selected from
outside the Government will invariably be appointed on contract
for a fixed tenure and their remuneration fixed as dictated by the
extant market forces. Their appointment will be for a fixed term
that could, however, be renegotiated once the term expires at the
option of the employing agency. This will ensure availability of the
best talent for higher level posts in the Government and will also
bring a higher sense of participation amongst citizens who would

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 have an opportunity to contribute in the higher echelons of the
Government provided they possess the right qualifications and
experience for the job. Initially, the Government could consider
filling some of the non-sensitive posts in the technical /other
branches in this manner.

Ban on creation 6.1.14 Once the aforesaid method of selection for holding
of additional deputation posts in SAG/HAG in Centre is implemented, a total
SAG/HAG posts ban on creation of any fresh posts in SAG and HAG in various
in individual Central Civil Services/AIS should be placed. No fresh creation of
cadres 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

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upgradations in the extant scheme follow the existing hierarchy.
This gives uneven benefit to employees existing in the same pay
scale in different organisations with a different hierarchical pattern.
Employees working in organisations having more intermediate
grades suffer because financial upgradation under 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

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 concerned cadre/ organization will be given only at the
time of regular promotion.

iv) Financial upgradation under the scheme will be available

whenever a person has spent 12 years continuously in the
same grade. However, not more than two financial
upgradations shall be given in the entire career as was
provided in the extant scheme.

The scheme with aforesaid modifications shall be called modified

ACPS and will ensure suitable progression uniformly to all the
employees in Central Government.

Flexible 6.1.16 Scientists and Doctors are presently covered under separate
Complementing promotion schemes viz. Flexible Complementing Scheme and
Scheme/ Dynamic Assured Career Progression Scheme respectively. The
Dynamic Commission has considered these schemes in Chapters 3.5 & 3.6 of
Assured Career the Report.
Progression
Scheme

Limited 6.1.17 Promotion channels are not very attractive for many posts in
Departmental Groups B & C. Many times, highly qualified persons join these
Competitive posts but get demoralized on account of prevailing stagnation.
Examination for While running pay bands and Modified ACPS will address the
posts in Groups problem of stagnation, the Commission is of the view that these
B&C employees need to be allowed a fast track promotion mechanism
wherein the brighter employees will be able to get promoted faster,
irrespective of their seniority, subject to their selection in the
prescribed examination. The Commission recommends that 10% of
the vacancies hitherto filled by direct recruitment for all posts in
Group B and C (apart from those in pay band PB-1 with grade pay
of Rs.1800) will now be filled by Limited Departmental
Competitive Examination (LDCE). All employees possessing
minimum qualifications prescribed for direct recruitment shall be
eligible for this examination irrespective of their present grade
and the period of incumbency therein. Thus, even an employee in
pay band PB-1 with grade pay of Rs.1800 will be eligible to appear
in LDCE for a post in PB-2 with grade pay of Rs.4800 provided
he/she possesses the necessary qualifications. This will be over
and above any existing scheme of LDCE for filling up posts in
various grades.

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 Chapter 6.2
Age of superannuation and
voluntary retirement

Age of 6.2.1 Age of superannuation was increased from 55years to 58 in

superannuation 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

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 beyond stipulated age of superannuation of 60 years has not
abated at all. The argument for any further increase in the age of
superannuation, therefore, becomes all the more unsustainable.
Economic Survey, 2006-07 shows that out of the entire population
of 111.2 crore, 3.57 crore is below 15 years, 69.9 crore between the
age of 15-64 years and only 5.6 crore of and above the age of 65
years. According to the Technical Group on Population projections
constituted by the National Commission on Population, the
demographic dividend will manifest in the proportions of
population in the working age group of 15-64 years increasing
steadily from 62.9 per cent in 2006 to 68.4% in 2020. As such, a
younger pool of manpower is and will be available for the
requirements of the Government. This shows that India is a
youthful nation with a majority of population in the working age
group and this youthful profile will only increase in the decades to
come. Besides, the entire import of this Report is towards
maintaining a youthful profile of the bureaucracy that will be more
dynamic, result oriented and better attuned to the needs of their
constituents. In fact, the Commission has recommended
liberalization of the extant pension rules with full pension being
granted on completion of 20 years service so as to facilitate early
exit of willing employees from the Government. In such a
scenario, no rationale exists for recommending any further increase
in the age of superannuation. The Commission is also not in
favour of recommending a blanket increase in the age of
superannuation for all General Duty Medical Officers belonging to
Central Health Service. The Commission recommends that the
current age of superannuation should be maintained. Further,
except in the case of Scientists and Medical Specialists, no
extensions should be given in any other case. Tenure based posts
should be filled by incumbents who have sufficient period of
service left before the stipulated age of retirement. Medical
Specialists and Scientists may, however, be allowed extension of
service of upto 2 years on a case to case basis.

Voluntary 6.2.5 Presently, all employees on completion of 30 years qualifying

retirement service can take voluntary retirement by giving 3 months’ notice.
Group A & B Officers who had entered service before the age of 35
years have the right to retire after attaining the age of 50 years by
giving a similar notice. Group A & B Officers who had entered the
service after 35 years of age and all Group C & D employees can
also take voluntary retirement at their option. Retirement becomes
effective on the expiry of notice period. No formal approval is
necessary unless the official is under suspension. Employee can
also retire voluntarily by giving 3 months’ notice on completion of
20 years qualifying service. However, in this case, acceptance by
the Appointing Authority is necessary.

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Present position 6.2.6 Pension on voluntary retirement is payable only if 20 years
of qualifying service or more has been put in. In case of
superannuation, pension is payable on completion of 10 years
qualifying service or more. However full pension, whether on
superannuation or voluntary retirement, is presently payable only
on completion of qualifying service of 33 years. Weightage of upto
5 years for purposes of reckoning qualifying service for
pension/gratuity is allowed in case of voluntary retirement
provided the total qualifying service including the weightage does
not exceed 33 years and the period does not go beyond the date of
normal superannuation.

Pension on 6.2.7 In Chapter 5.1 of the Report, the Commission has

completion of 20 recommended payment of pension equal to 50% of the average
years 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 6.2.8 The Commission is of the view that some benefit needs to
benefits after 15 be provided in respect of such of those employees who want to
years of service leave Government after putting in service of 15 years or more but
less than 20 years. Presently, such employees are eligible for
service gratuity equal to half months’ emoluments for each
completed six monthly period of qualifying service in addition to
death-cum-retirement gratuity that is available at the rate of 1/4th
emoluments for each completed six month period of qualifying
service subject to the pecuniary limit of Rs.3.5 lakhs and further
subject to the ceiling that the amount shall not exceed 16.5 times
the average monthly emoluments at the time of retirement. Thus, a
person taking voluntary retirement after 15 years of service is
presently entitled to 22½ times of the average monthly
emoluments. For every additional completed year of service, an
additional amount equal to 150% of the average monthly
emoluments is paid. This is not very attractive especially because
the retiring employee is not eligible for any other pensionary
benefit. A need clearly exists to give a more attractive package to
this category of employees as well.

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Analysis 6.2.9 The Commission has received many demands to the effect
that employees seeking voluntary retirement after completing 15
years of service should also be made eligible for payment of
pension. This, however, will entail payment of pension and family
pension for many decades to an employee who has put in only 15
years of service with attendant problems of cost as well as
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 death-
cum-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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 Chapter 6.3
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 6.3.2 For the common man, bureaucracy denotes routine and
perception of repetitive procedures, paper work and delays. This, despite the
everyday fact that the Government and bureaucracy exist to facilitate the
governance 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 6.3.3 The ARC in its approach paper on ‘Reforms in Governance and
Reforms Administration’ mentions that the State apparatus is generally
Commission perceived to be inefficient, with most functionaries serving no
(ARC) useful purpose. The bureaucracy is generally seen to be tardy,

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 inefficient, and unresponsive. The positive power to promote
public good being is restricted, making it difficult for even the most
conscientious and competent functionaries to deliver optimal
results. It has also been stated that the privileged position of even
the lowliest of public servants gives them enormous power over
most of the citizens, given the abject poverty, illiteracy, excessive
centralization of power, a culture of exaggerated deference to
authority, hierarchical tradition in society, and the legacy of
colonial traditions and practices. ARC has observed that
empowerment of local governments/stakeholders with effective
and sufficient delegation and accountability at every level to
deliver should be the cornerstone of governance reform.

Restoring pride in 6.3.4 Government employees are generally demotivated, with poor
public service and self perception reflected in low morale and low performance. This
core service values 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 6.3.5 The existing administrative system needs to be transformed

better delivery to leverage better public value to improve service delivery and
with delegation increase effectiveness and responsiveness. There should be
and accountability 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 6.3.6 Employees are the most important asset of any organization.
motivation This holds true in case of Government employees as well and a
holistic treatment with opportunity to grow and develop their
potential in Government has to be heralded for them. The
‘machine model’ approach to jobs with the employee as a cog in
the wheel and extreme division of work has to be replaced by a

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 ‘learning organization approach’ where employees are
continually enhancing their capabilities and skills in high
performance work cultures. Incentivising and rewarding
innovation, creativity and responsive 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 6.3.7 In the Report, the Commission has recommended several

contained in the measaures to ensure the attainment of the above goals. These
Report for include changes in the pay structure to reduce layers and
achieving the hierarchy in Government, prevent stagnation and reward merit;
stated goals 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 6.3.8 The Commission has recommended merger of many pay
structure to reduce scales which will bring about a structural reduction of layers in the
hierarchy in Government, accelerate the decision making process and improve
Government, flexibility in functioning. Introduction of running pay bands will
prevent stagnation remove stagnation. Variable increments will provide the
and reward merit employees an incentive to excel and herald greater orientation
towards performance outcomes.

Delegation with 6.3.9 Restoring delegation with accountability at each level in the
accountability- decision making process is one of the main thrust areas proposed
restoring by the Commission. Upgradation of critical cutting edge jobs like
importance to teachers, staff nurses, constables etc. has been recommended.
delivery and the Strengthening the decentralized levels with parity between field
cutting edge 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 , 6.3.10 The Commission has recommended multiskilling of the

Annual Direct Government employees which would increase their operational
Recruitment Plan & efficiency while simultaneously optimising the staff strength. It
Fresh recruitments is, however, noted that while rightsizing in Government is
necessary given the changes in work process due to technology
and consequent reduction of layers, a blanket ban on filling of
vacant posts across the board can impact effective functioning.
More flexibility is required in this policy for effective service

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 delivery and care has to be taken that 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 6.3.11 Government employees have to be motivated to take pride

environment of in public service. Holistic job design with high performance work
growth and practices, multi-skilled work and greater employee engagement in
satisfaction the decision making process is central to employee motivation. The
through work 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 6.3.12 The Commission has also made recommendations for giving
Government enhanced facilities and improved working conditions for women
service attractive and employees with disabilities. As part of the package to create
for better an enabling and satisfying inclusive work environment,
representation and improved work-life balance and family-friendly employment
work – life balance 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 6.3.13 Lateral entry at higher echelons in the Government to

availability of the ensure availability of the best possible talent from within and
best possible outside Government with performance contracts has been

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talent for recommended. This will ensure entry and retention of talent in
Government 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 6.3.14 The introduction of Performance Related Incentive Scheme

Related Incentive (PRIS) is designed to reward performance, innovation, creativity
Scheme 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.

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 Chapter 6.4
Training Academies & Staff Colleges

Introduction: 6.4.1 Human resource development is critical for the enhancement

Importance of of knowledge, skills and competencies and provides a critical input
Training and for greater performance focus for improved service delivery.
Recent Training Academies and Institutes are centres of expertise and
Developments 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

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 levels requires strengthening of these National and Central ‘Group
A’ Training Establishments to enable them to attract and retain the
best possible talent.

Existing Training 6.4.3 Consequent to the Report of the Fourth Central Pay
Allowance and Commission, the Department of Personnel and Training (Training
Sumptuary Division) in 1987 provided for training allowance at the rate of 30
Allowance % 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 6.4.6 The training allowance should be raised to 30% of basic pay
Allowance and for deputationist trainers drawn from Government, universities
Sumptuary and academic institutions working as faculty members in the
Allowance National/Central Training Academies and Institutes for Group A
officers. This allowance may continue to be drawn for the period
the trainer is on study or tour related to training activities.
Separate deputation allowance will not be payable to these
trainers. It may continue at the existing rate for other training
establishments. Similarly, the Sumptuary allowance may be
raised to Rs.3500 per month for the Director or Head of these

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 National /Central Training Establishments for Group A Officers
and also be extended to Course Directors and Counselors at the
rate of Rs 2500 and Rs 2000 per month respectively.

Flexible contracts 6.4.7 The need for constant skill up-gradation and attracting quality
faculty requires powers for appointments on contract to be
delegated to a search committee headed by the Director/Head of
Department (HoD) with authorization to negotiate the 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 6.4.8 Further, HoDs should be given the flexibility to create

operation of faculty positions with savings from their budget with no
faculty posts additional budgetary requirement under the head salaries.

Fees and 6.4.9 Currently, certain Academies are paying Rs 500 per session to
honorarium 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 6.4.10 The Commission has received requests for parity in pay and
allowances with allowances between the staff of the Training Academies and that of

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the Central Central Secretariat and Central Paramilitary Forces etc. The
Secretariat Staff Commission is recommending parity between various posts in
and Central Para the secretariat and field offices. Insofar as posts in training
Military Forces 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 6.4.11 Rent free accommodation may be provided to all faculty
Accommodation 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 6.4.12 Life-long learning and regular courses with certification for
required required competencies to make employees more effective and
competencies and equip them to meet changing work place requirements is
certification for necessary. Greater in-service training with certification for
all employees desired competencies and skill up gradation is necessary for all
leveraging ICT levels of Government employees and training for employees of
other groups should also not be confined merely to the induction
level.

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 Chapter 6.5
Date of effect

Date of Effect- 6.5.1 Pay scales recommended by the Fifth Central Pay
Previous Commission were implemented from 1/1/1996. The Fifth CPC
recommendations had also recommended that the date of implementation of the
& demands 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

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commutations and will not be applied for the past commutations.
In respect of post 31/12/2005 pensioners who have already
commuted their pension, the revised commutation table shall be
used only to compute the amount of pension that has become
additionally commutable on 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.

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 Chapter 7.1
Ministry of Agriculture

Introduction 7.1.1 Ministry of Agriculture comprises three Departments viz.

1. Department of Agriculture and Cooperation – This

Department is responsible for formulating and implementing
national policies and programmes aimed at increasing the
agricultural growth as well as for formulation of overall
cooperative policy of the country including all matters relating to
cooperative organisations. Secretary (A&C) is the 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 7.1.2 Number of posts in various grades in the Ministry is as

structure follosws:-

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 Group Sanctioned Strength In Position
A 331 188
B 412 298
C 2153 1658
D 2614 2289
Total 5510 4433

Laboratory 7.1.3 Higher pay scale has been demanded for the post of
Assistant in Laboratory Assistant in Regional Centre of Organic Farming,
Regional Centre of Bhubaneshwar. The post is presently in the pay scale of Rs.3050-
Organic Farming 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 7.1.4 Higher pay scale of Rs.4000-6000 has been demanded for the
Central Sheep post of Carpenter-cum-Blacksmith in Central Sheep Breeding
Breeding Farm 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 7.1.5 A higher pay scale has been demanded for the post of Plant
Officer in Protection Officer in Directorate of Plant Protection, Quarantine &
Directorate of Storage. The post is presently in the pay scale of Rs.6500-10500.
Plant Protection, The Commission recommends that it may be placed in the pay
Quarantine & scale of Rs.7450-11500 corresponding to the revised pay band PB-
Storage 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.

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Group B and C 7.1.6 Higher pay scales have been demanded for various Group
posts in Central B and C posts in Central Farm Machinery Training and Testing
Farm Machinery Institute. The post of Senior Technical Assistant will be placed in
Training and the running pay band PB-2 of Rs.8700-34800 along with grade pay
Testing Institute 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 7.1.7 Senior Clerks of Delhi Milk Scheme have demanded
Milk Scheme 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 7.1.8 Higher pay scales have been demanded for various
in Central ministerial posts in Central Institute of Coastal Engineering for
Institute of Fishery. The Commission has already recommended parity
Coastal between headquarter organisations and field offices in Chapter
Engineering for 3.1. Recommendations made therein shall apply to these posts as
Fishery well.

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Posts in Central 7.1.9 Higher pay scales have been demanded for various posts
Institute of in Central Institute of Coastal Engineering for Fishery. No
Coastal anomalies exist in the extant pay scales. Duties, functions and
Engineering for qualifications attached to these posts do not justify higher pay
Fishery 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 7.1.10 Higher pay scale of Rs.8000-13500 has been demanded for
Group I and the post of Marketing Officer in Directorate of Marketing and
Group III in Inspection. The post is presently in the pay scale of Rs.6500-10500.
Directorate of The qualifications and the duties prescribed for the post do not
Marketing and justify a higher pay scale. No apparent anomaly also exists.
Inspection 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 7.1.11 Higher pay scale has been demanded for the post of
Operators in Wireless Operators in Directorate of Plant Protection Quarantine
Directorate of and Storage. The post is presently in the pay scale of Rs.4000-6000.
Plant Protection The minimum qualifications prescribed include Matriculation and
Quarantine and diploma in the relevant field. The qualifications and the duties
Storage 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 7.1.12 Various categories including the posts of Scientific

Survey of India Assistant and Senior Scientific Assistant in Fishery Survey of
India have demanded higher pay scales. Merger of the posts of
Junior Fisheries Scientists Grade I and Grade II has been
demanded. The Commission is of the view that there is merit in
the demand for merger of Junior Fisheries Scientists Grade I and
Grade II. Accordingly, the posts shall be merged and placed in
the pay scale of Rs.7500-12000 corresponding to the revised pay
band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4800.
The common category posts and the Ministerial posts shall be
governed by recommendations made in Chapters 3.1 and 3.8.
Group D posts will be governed by the recommendations made in
Chapter 3.7. Other posts shall be granted only the corresponding
revised pay band and grade pay. The scientists and staff of Fishery
Survey of India have to remain at sea for long periods of time.

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 Hard Duty Allowance at the rate of 40% of the basic pay has been
demanded for the period spent at sea by the concerned
categories. Commission has already made recommendations
regarding payment of TA/DA to these categories while on board
ships. Risk insurance, if considered necessary, may also be
extended in their case. No separate hard duty allowance is
considered necessary for these categories.

Various posts in 7.1.13 Higher pay scales have been demanded for various posts
Directorates of in Directorates of Wheat, Rice, Millet, Pulses, Jute Development
Wheat, Rice, and Sugarcane. The existing pay scales of the various posts are
Millet, Pulses, Jute appropriate and no anomalies exist therein. The ministerial
Development and category and Group D posts shall in any case be governed by the
Sugarcane 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- 7.1.14 Higher pay scale has been demanded for the post of
Cashier in Accountant-cum-Cashier in Regional Station for Forage
Regional Station Production and Demonstration. The post is presently in the pay
for Forage scale of Rs.5000-8000. This scale is being merged with the scales of
Production and Rs. 5500-9000 and Rs. 6500-10500. No further upgradation is
Demonstration necessary.

Parity with 7.1.15 Parity for various ministerial posts vis-à-vis post existing in
ministerial posts the headquarter organisation has been demanded by personnel
in Directorate of working in Directorate of Marketing and Inspection, Nagpur. The
Marketing and Commission has already conceded this parity in Chapter 3.1 of the
Inspection, Report. The posts of Storekeeper in this organisation will be
Nagpur governed as per the recommendations given for the common
category of Storekeepers in Chapter 3.8.

Junior Chemist 7.1.16 Junior Chemists working in the pay scale of Rs.4500-7000
have demanded the scale of Rs.6500-10500 on the ground that their
post is comparable to the posts of Assistant Scientific Officer, Plant
Protection Officer and other similar posts. The qualifications
prescribed for the post and duties attached to it do not justify a
higher pay scale. No comparison can be drawn vis-à-vis the posts
of Assistant Scientific Officer, etc. The post may, therefore, be
placed in the normal revised pay band and grade pay.

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Group D Staff in 7.1.17 Group D Staff in Central Frozen Semen Production and
Central Frozen Training Institute and Central Cattle Breeding Farm and
Semen Production Regional Station for Forage have demanded higher pay scales.
and Training Group D posts in these organisations shall be governed by the
Institute and recommendations made in Chapter 3.7. No other specific
Central Cattle recommendation is considered necessary.
Breeding Farm and
Regional Station
for Forage

Mechanic in the 7.1.18 Post of Mechanic in the Directorate of Plant Protection,

Directorate of Quarantine & Storage, Faridabad exists in the pay scale of Rs.4000-
Plant Protection, 6000. It is stated that the post of Driver is its feeder post. A three
Quarantine & grade structure upto the pay scale of Rs.5000-8000 has been
Storage, extended to the grade of Drivers. A demand has been made that
Faridabad 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. 7.1.19 M.Sc. Degree holders in Central Marine Fisheries Research
Degree holders 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 7.1.20 The post of Assistant Director in Directorate of Cotton

in Directorate of Development is presently in the pay scale of Rs.6500-10500. On
Cotton account of the restructuring of pay scales being recommended by
Development the Commission, the post will come to lie in the same pay scale as
that of its feeder post of Statistical Investigator/Senior Technical
Assistant. Feeder and promotion posts should not normally exist
in an identical scale. Accordingly, the post of Assistant Director
in the Directorate of Cotton Development may be upgraded and

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 placed in the next higher scale of Rs.7450-11500 corresponding to
the revised pay band PB-2 of Rs.8700-34800 along with grade pay
of Rs.4600.

Restructuring all 7.1.21 A demand has also been made for restructuring all the
the cadres in cadres in Ministry of Agriculture so that a common cadre is
Ministry of created for all posts in different subordinate/attached offices.
Agriculture 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 7.1.22 Higher pay scales have been sought for various posts in
Analyst in National Seed Research Training Centre, Varanasi. The post of
National Seed Senior Seed Analyst, which is presently in the pay scale of
Research Training Rs.6500-10500, may be placed in the scale of Rs.7450-11500
Centre, Varanasi 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/ 7.1.23 Posts of Senior Technical Assistants (Manure/Chemicals &

Chemicals & Fertilizers) in the Integrated Nutrient Management in Department
Fertilizers) in INM of Agriculture and Cooperation exist in two different pay scales of
in Department of Rs.5500-9000 and Rs.6500-10500. The posts will come to lie in an
Agriculture and identical scale on account of the proposed restructuring and
Cooperation 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 7.1.24 The post of Instructor and its promotion post of Senior
Region Farm Instructor in Northern Region Farm Machinery Training and
Machinery Testing Institute are in the pay scales of Rs.5500-9000 and
Training and Rs.6500-10500 respectively. The posts shall come to be placed in
Testing Institute 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

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 Machine man. The present pay scales attached to these posts are
appropriate. No higher pay scales can, therefore, be given to
these posts. Higher pay scales have also been demanded for the
posts of Mate Grade I and Grade II. These posts are Group D
posts. The recommendations made in Chapter 3.7 for Group D
staff shall apply to these posts. Higher pay scales have also been
demanded for various other categories of posts in this institute.
The categories of Drivers, Cooks and other common category posts
shall be governed by the recommendations made in Chapter 3.8 of
the Report.

Restructuring of 7.1.25 The Commission would like to draw attention to the

the Ministry recommendations of the Expenditure Reforms Commission (ERC)
wherein the need for identifying those activities of Ministry of
Agriculture that had become redundant or could be appropriately
performed by the States and parastatal organizations was stressed.
The ERC had specifically recommended that Boards like National
Oil Seeds and Vegetable Oils Development Board, Coconut Board,
which had out lived their utility should be wound up. A
restructuring of the entire Ministry rationalizing the structures
with concomitant reductions in the staff strength was also directed.
These recommendations of ERC regarding restructuring of the
Ministry should be implemented in full by the Government at
the earliest.

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 Chapter 7.2

Ministry of Chemical & Fertilizers

Introduction 7.2.1 Ministry of Chemicals and Fertilizers comprises following

two departments:-

Department of Chemicals and Petro-Chemicals

Department of Fertilizers

Organizational 7.2.2 Posts existing in various grades in this Ministry are as

structure under:-

Group Sanctioned Strength In Position

A 121 103
B 205 167
C 198 154
D 141 132
Total 665 556

Department of 7.2.3 The Department of Chemicals & Petro-Chemicals was

Chemicals & placed under Ministry of Chemicals and Fertilizers in 1991. The
Petro-Chemicals Department is entrusted with the responsibility of policy, planning,
development and regulation of Chemicals, Petrochemicals and
Pharmaceuticals Industries.

Department of 7.2.4 The main activities of Department of Fertilizers (DOF)

Fertilizers 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.

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 Chapter 7.3
Ministry of Civil Aviation

Introduction 7.3.1 Ministry of Civil Aviation is responsible for formulation

and implementation of national policies and programmes in the
civil aviation sector. The Ministry also oversees the development
and regulation of civil aviation in the country. Functions relating to
Railway Safety, including enquiries into serious railway accidents
are also performed by this Ministry.

Offices under the 7.3.2 Ministry of Civil Aviation has following separate
Ministry 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 7.3.4 Posts existing in various grades in this Ministry are as

structure under:-

Group Sanctioned Strength In Position

A 17 15
B 16 16
C 63 54
D 49 45
Total 145 130

Directorate 7.3.5 Directorate General of Civil Aviation (DGCA) is the

General of Civil principal regulatory body in the field of civil aviation. It is
Aviation (DGCA) 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 co-
ordinates all regulatory functions with International Civil Aviation
Organisation.

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 7.3.6 The DGCA is headed by the Director General of Civil
Aviation. It has its headquarters in New Delhi. Following
Directorates exist under DGCA:-

i) Directorate of Regulations and Information

ii) Directorate of Air Transport
iii) Directorate of Airworthiness
iv) Directorate of Air Safety
v) Directorate of Training and Licensing
vi) Directorate of Aerodrome Standards
vii) Directorate of Flying Training
viii) Directorate of Flight Inspection
ix) Directorate of Research & Development
x) Directorate of Administration

Bureau of Civil 7.3.7 BCAS is an attached office of the Ministry. It is a regulatory

Aviation Security body and is responsible for laying down the standards of pre-
(BCAS) embarkation 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 7.3.8 The Commission of Railway Safety is a statutory

Railway Safety 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 7.3.10 Though this organisation is under the Ministry of Civil

Commission of Aviation, the technical posts of Deputy Commissioner of Railway
Railway Safety to Safety, Commissioner of Railway Safety etc. are invariably manned
Railways by officers on deputation from the Railways, who, after the stint in
ministry. the Commission, revert to the Railways. A suggestion has been
made that the present arrangement of placement of this

386
 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 7.3.12 Higher scale of Rs.24050-26000 has been demanded for

Commissioner Chief Commissioner Railway Safety. The post is presently in the
Railway Safety 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 7.3.13 Creation of additional grade of Deputy Commissioner in

Commissioner 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 7.3.14 Upgradation of Office Superintendents has been

Superintendents 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 & 7.3.15 Presently, Airworthiness Officers are recruited in the
allowances for scale of Rs.8000-13500 being the entry level pay scale for Group A

387
Airworthiness officers. The minimum qualifications prescribed for the post is a
Officer in DGCA 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 & 7.3.16 The demands have been considered. The Commission has
recommendations 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 & 7.3.17 Higher pay scales have been demanded for the
allowances for administrative staff viz. Stenographers, Clerks, etc. in DGCA and
administrative BCAS on the ground that they have to handle secret confidential
staff 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

388
 belonging to the various services of Central Secretariat. No
special dispensation is, therefore, necessary in their case.

Special Health 7.3.19 Special Health Hazard allowance has also been
Hazard demanded on the ground that as the offices are situated near the
Allowance 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 & 7.3.20 Yet another demand related to introduction of time bound
time bound financial upgradations with running scales. The Commission has
financial recommended introduction of running scales with annual
upgradations 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.

389
 Chapter 7.4
Ministry of Coal

Introduction 7.4.1 The Ministry of Coal has the overall responsibility of

determining policies and strategies in respect of exploration
and development of coal and lignite reserves, sanctioning of
important projects of high value and for deciding all related
issues. The Department is headed by a Secretary who is assisted
by one Additional Secretary, three Joint Secretaries (including the
Financial Adviser), one Project Advisor and other officers.

Organizational 7.4.2 Number of posts in various grades in the Ministry is as

structure 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.

390
 Chapter 7.5
Ministry of Commerce and Industry

Introduction 7.5.1 Ministry of Commerce and Industry comprises two

departments namely Department of Commerce and Department of
Industrial Policy & Promotion.

Organizational 7.5.2 Number of posts in various grades in the Ministry is as

Structure under:-

Group Sanctioned Strength In Position

A 975 720
B 1469 1252
C 3960 3209
D 1871 1666
Total 8275 6847

Department of 7.5.3 Department of Commerce is concerned with formulating

Commerce 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 7.5.5 Department of Industrial Policy & Promotion formulates

Industrial Policy the overall industrial policy and is responsible for formulation and
& Promotion implementation of promotional and developmental measures for
growth of the industrial sector, keeping in view the national

391
 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, 7.5.6 Restructuring of various Group A posts including the

Assistant Civil posts of Superintendent of Salt, Assistant Civil Engineer and
Engineer and Account Officer in the Office of Salt Commissioner has been
Account Officer 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 7.5.7. Continuance of the office of Salt Commissioner in the

recommendations present scenario may also need to be looked into by the
– Salt Government especially as the functions being discharged by it
Commissioner 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 7.5.8 A higher pay scale corresponding to the Fifth Central Pay
Posts 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

392
 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 7.5.10 Higher pay scales for the posts of Data Programme
upgradation of Librarian, Computer Operator, Data Entry Operator, Senior
various posts 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.

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 Chapter 7.6
Ministry of Communications and
Information Technology

Introduction 7.6.1 Ministry of Communications and Information Technology

has three departments under its control, namely,

i) 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 7.6.3 Number of posts in various grades in the Ministry is as

structure 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 7.6.4 Earlier, Department of Telecommunication was the sole
Commission 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

394
 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 7.6.5 Junior Wireless Operators have demanded a higher pay
Operators 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 7.6.6 Higher pay scales have been demanded by various common
Posts 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 7.6.7 Upgradation for the post of Assistant Superintendent Post
Superintendent Office (ASPOs) on par with Assistant Director (Marketing), who is
Post Office in the pay scale of Rs.7500-12000, has been demanded. The
(ASPOs) 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.

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Assistant Director 7.6.9 Higher pay scale has been demanded for the post of
(Recruitment) 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 7.6.10 Higher pay scales have been sought for the categories of
keepers and Medical Store Keepers and Laboratory Technicians in Postal
Laboratory Dispensaries. The Commission has considered these categories in
Technicians Chapter 3.8. The recommendations made therein shall be extended
to these categories as well.

Statistical 7.6.11 Higher pay scale of Rs.6500-10500 has been sought for one
Assistant 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 7.6.12 Various demands have been raised by officers belonging to
Service Group A 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 7.6.13 Better promotional prospects have been demanded by

Service Group B 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.

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Inspector (Posts) 7.6.14 Postal Inspectors in Department of Posts have demanded a
higher pay scale of Rs.6500-10500 on par with Inspectors and
analogous posts in CBDT/CBEC as well as Assistants of Central
Secretariat Service (CSS) on the ground that they are recruited
through the same examination. The Commission is recommending
the merger of pre-revised pay scales of Rs.5500-9000 and Rs.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 pre-
revised pay scale of Rs.7500-12000.

Lower Selection 7.6.15 Higher pay scales have been sought for LSG (Lower
Grade, Higher Selection Grade), HSG-II (Higher Selection Grade) and HSG-I
Selection Grade II officers. No anomaly exists in the present pay structure of these
&I 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 7.6.16 Department of Posts presently runs departmental

Department of Dispensaries in some cities and towns. The employees of postal
Posts 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,

397
 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 7.6.17 Historical parity has existed between the post of
Guard 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 7.6.18 Post of Translation Officer (French) exists in the scale of

Officer (French) 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 & 7.6.19 Accountants of this cadre have demanded parity with
Railway Motor organised Accounts cadres. No functional justification exists for the
Service (PO&RMS) same. The parity with organized Accounts cadres is, therefore, not
Accountants Cadre 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 7.6.21 Postal Assistants assigned the jobs of System

Administrators & Administrators & Marketing Executives have demanded creation
Marketing of a new cadre with higher pay scales. Creation of a new cadre in
Executives their case is not functionally justified. The Commission, in any case,
is not looking into demands relating to individual cadre reviews.

398
 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 & 7.6.23 The present restrictions on recruitment of Government

recommendations 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.

399
 Chapter 7.7
Ministry of Consumer Affairs,
Food and Public Distribution

Introduction 7.7.1 Ministry of Consumer Affairs, Food and Public

Distribution comprise two departments namely, Department of
Consumer Affairs and Department of Food and Public
Distribution.

Department of 7.7.2 Department of Consumer Affairs is responsible for the

Consumer Affairs 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 7.7.3 Department of Food & Public Distribution is charged with

Food & Public the prime responsibility of the management of the food economy of
Distribution 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 7.7.4 Number of posts in various grades in the Ministry is as

structure under:-
Group Sanctioned Strength In Position
A 218 150
B 368 266
C 411 362
D 279 250
Total 1276 1028

Different cadres in 7.7.5 Acute stagnation has been reported in different cadres in
National Sugar the National Sugar institute and National Test House. A demand
institute and has been made for extension of Flexible Complementing Scheme
National Test (FCS) to all the posts in these organizations. The scheme of FCS
House 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,

400
 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 7.7.6 Higher pay scales have been sought for various posts in
the Storage & the Storage & Research Division. The existing pay scales of these
Research Division 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 7.7.7 Demand for covering Group A officers under ACPS has
officers already been addressed in Chapter 6.1 of the Report. No separate
recommendation on this account is, therefore, necessary.

Various posts in 7.7.8 Various posts in National Consumer Dispute Redressal

National Commission (NCDRC) are sought to be upgraded as the same are
Consumer Dispute filled primarily on deputation basis. Higher pay scales have been
Redressal demanded for various posts in National Consumer Dispute
Commission Redressal Commission on par with that available to similarly
(NCDRC) 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 7.7.9 Group C status has been sought for various Group D posts
Group D posts in in the National Test House. The recommendations for Group D
NTH category in Chapter 3.7 shall cover these posts also.

Development 7.7.10 Higher pay scales have been sought for the posts of
Officer, Laboratory Attendants and Chemist in Directorate of Vanaspati,
Laboratory Vegetable Oils and Fats. Post of Laboratory Attendant is a Group
Attendants and D post and will be automatically placed in a higher Group C
Chemist in grade on account of recommendations made by the Commission

401
Directorate of in Chapter 3.7 of the Report. The post of Chemist will also be
Vanaspati, upgraded to the running Pay Band PB-2 of Rs.8700-34800 along
Vegetable Oils and with grade pay of Rs.4200 corresponding to the pre-revised pay
Fats 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 7.7.11 Higher pay scale of Rs.8000-13500 has been demanded
Assistant in for the post of Metrological Assistant in Department of
Department of Consumer Affairs. The post is presently in the pay scale of
Consumer Affairs 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 post-
graduate 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 7.7.12 Better Assured Career Progression Scheme has been
Progression demanded for the isolated post of Technical Officer (Chemical
Scheme 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 7.12.13 Post of Technical Assistant exists in Directorate of Sugar
Assistant in the pay scale of Rs.4500-7000. The next higher post of JTO is
in the pay scale of Rs.6500-10500 and is filled 50% by direct
recruitment and 50% by promotion of Technical Assistants. The
minimum qualifications prescribed for direct recruitment for the
post of Junior Technical Assistant is same as that prescribed for the
lower post of Technical Assistant. The duties attached to these
posts are also similar. Consequently, the Commission
recommends that post of Technical Assistant in the Directorate
of Sugar may be merged with that of Junior Technical Officer in
the scale of Rs.6500-10500. Simultaneously, all posts of Junior
Technical Assistant will be filled by direct recruitment.

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 Chapter 7.8
Ministry of Corporate Affairs

Introduction 7.8.1 The Ministry is primarily concerned with 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 7.8.2 Number of posts in various grades in the Ministry is as

structure under:-
Group Sanctioned Strength In Position
A 412 290
B 426 266
C 261 149
D 138 123
Total 1237 828

Official language 7.8.3 Official language staff and stenographers working in the
staff and subordinate offices of this Ministry have desired pay parity with
stenographers 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 7.8.4 A higher pay scale of Rs.5500-9000 has been demanded for
Assistant 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

403
 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, 7.8.5 Assistants and stenographers working in MRTP

Stenographers and Commission have demanded pay scales on par with those existing
Company for similarly designated posts in CSS and CSSS. The issue has
Prosecutors 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 7.8.6 Senior Technical Assistants (STAs) in Ministry of

Assistants 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.

404
Junior Technical 7.8.7 Higher scale of Rs.5500-9000 has been demanded for Junior
Assistants 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 7.8.8 Indian Company Law Service is a Group A service that
Law Service 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

405
 of this service. This is also totally against the philosophy of the
Commission. The demand, therefore, has to be rejected outright.

Assistant 7.8.10 The post of Assistant Director exists in the scale of Rs.6500-
Directors in 10500. It is filled on deputation. It has been demanded that the
Serious Fraud post be merged with that of Senior Assistant Director in the scale of
Investigation Rs.7500-12000. Due to proposed merger of pay scales of Rs.5500-
Organisation 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 7.8.11 Personnel working in the Serious Fraud Investigation

Investigation Organisation are entitled to a Special Investigation Allowance. It
Allowance 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.

406
 Chapter 7.9
Ministry of Culture

Introduction 7.9.1 The main function of Ministry of Culture is to preserve,

promote and disseminate all forms of art and culture. The Ministry
is involved in maintenance and conservation of heritage, historic
sites, ancient monuments, 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 7.9.3 Number of posts in various grades in the Ministry is as

structure under:-

Group Sanctioned Strength In Position

A 341 242
B 848 620
C 17812 12522
D 10367 9327
Total 29368 22711

Assistant 7.9.4 Higher pay scale has been demanded for the post of
Archaeologist in Assistant Archaeologist in Archaeological Survey of India on the
Archaeological ground that the post carries minimum qualifications of a post-

407
Survey of India graduate degree along with two years diploma in relevant field.
(ASI) 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 7.9.5 Restructuring of the Archaeology Cadre in ASI has been

Cadre in ASI 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 7.9.6 Ministerial cadre in ASI has demanded parity with Central
in ASI 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 7.9.7 Employees of Archaeological Survey of India have

Headquarters - demanded pay scales on par with their counter parts in Central
ASI 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.

408
Surveyors Cadre 7.9.8 Higher pay scales have been demanded for the entire
in ASI 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 7.9.9 A higher pay scale has been demanded for the post of
in the National Technical Restorer in the National Museum on the ground that
Museum 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 7.9.10 Higher pay scales have been sought for various Group A
the National posts in the National Archives of India. The existing pay scales are
Archives of India 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 7.9.12 Cadre restructuring has been sought for the Preservation
Division in Division in National Archives of India. The Commission, as a
National Archives matter of policy, has not undertaken review of any individual
of India cadre.

409
Posts in 7.9.13 Pay scales of various posts in Administrative Division shall
Administrative be as per the recommendations made in Chapter 3.1 of the Report.
Division
Deputy Curator in 7.9.14 The post of Deputy Curator in National Museum is
National Museum 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 7.9.16 Higher pay scales have been demanded for various posts
National Archives in National Archives of India. The existing pay scales for all the
of India 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 7.9.17 Higher pay scale has been demanded for the post of
Education Officer 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.
Microphoto- 7.9.18 The post of Microphotographist in National Archives of
graphist 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.

410
 Chapter 7.10
Ministry of Defence

Introduction 7.10.1 Defence Ministry is responsible for formulating

Government policy on all defence and security related matters and
implementing these through the Services Headquarters, 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.

411
 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 re-

settlement, 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 7.10.3 Number of posts in various grades in the Ministry is as

structure 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.

412
 • 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 7.10.5 Examiners in Directorate General of Military Intelligence

Directorate have demanded the upgraded scale of Rs.6500-10500 on the ground
General of that their educational qualification is graduation with experience.
Military The post is presently in the scale of Rs.5000-8000 and will
Intelligence 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 7.10.6 Restructuring of the cadre of Store-keeping Staff in Ministry

Staff 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 7.10.7 Higher pay scales have been sought for Junior Engineers in
MES 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 7.10.8 Higher pay scales have been demanded for the Drivers of
Armoured Fighting Armoured Fighting Vehicles (AFV) on the ground that civilian
Vehicles 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

413
 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 7.10.11 Design and Drawing staff in Navy have demanded
Drawing staff 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 7.10.13 Upgradation of the post of Junior Engineer in the cadre of
EME 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.

414
LDC, UDC & 7.10.15 Parity of LDCs and UDCs in the clerical cadre in EME has
Assistants 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 7.10.16 Officers of Naval Store Organisation have demanded the
Organisation 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 7.10.17 The Machine-man/Operator off-set in Printing Presses

ator Off-set 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 7.10.18 Intense stagnation has been reported in various cadres in

Engineering Military Engineering Service. Suitable upgradations and posts in
Service 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.

415
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 7.10.20 The cadre review of Civilian Workshop officers in Corps of

Workshop officers 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 7.10.21 Higher pay scales for Teachers in Military Schools have
Military Schools 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.

416
AFHQ Civil 7.10.22 AFHQ Civil Services and AFHQ Stenographers Service have
Services and demanded parity with CSSS and CSS. Since the Commission has
AFHQ recommended parity between posts in headquarters and field
Stenographers offices, it is only justified that such parity also exists between
Service 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 7.10.23 The demand for granting Group A status to Armed Forces
Headquarters Headquarters Civil Service is not, however, justified and cannot
Civil Service 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 7.10.25 Coast Guard is an Armed Force of the Union. Their main
Organisation 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:-

417
General Duty Branch
(in Rs.)
Corresponding
Recommen- Pay Band &
Present pay
Designation ded pay Grade Pay
scale
scale Pay Grade
Band Pay
Navik 3050-4590 3200-4900 PB-1 2000
Uttam Navik 3200-4900 4000-6000 PB-1 2400
Pradhan Navik 3200-4900 + 4500-7000 PB-1 2800
Special Pay
Rs.50
Adhikari 5500-9000 6500-10500 PB-2 4200
Uttam Adhikari 6500-10500 7450-11500 PB-2 4600
Pradhan Adhikari 6500-10500 + 7500-12000 PB-2 4800
Special pay of
Rs.200

Domestic Branch
(in Rs.)
Corresponding
Recommen- Pay Band &
Present pay
Designation ded pay Grade Pay
scale
scale Pay Grade
Band 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
Recommen- Pay Band &
Present pay
Designation ded pay Grade Pay
scale
scale Pay Grade
Band 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 + 7500-12000 PB-2 4800
Special pay of
Rs.200

418
 Technical Branch
(in Rs.)
Corresponding
Recommen- Pay Band &
Present pay
Designation ded pay Grade Pay
scale
scale Pay Grade
Band 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 7.10.28 In Directorate General of Aeronautical Quality Assurance

Foreman (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.

419
Official Language 7.10.29 Parity of various posts of Official Language in the Rajbhasha
in the Rajbhasha cadre of Ordnance Factory Board has been sought with analogous
cadre of Ordnance posts in Central Secretariat Official Language Service. The
Factory Board 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 7.10.31 Group A status has been sought for the post of Civilian
Officers 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.

420
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 7.10.36 Civilian Drivers of DRDO have demanded higher pay scales
Testing Vehicles 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 7.10.37 Additional personal staff has been demanded for scientists
DRDO 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 7.10.39 Upgradations of all the posts in the Technical Assistant and
Assistant and Technical Officer cadres have been demanded. It is seen that the
Technical Officer 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

421
 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 7.10.41 It has been demanded that Flexible Complementing Scheme
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 7.10.42 A demand has been made to increase the present

Update Allowance 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

422
 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 7.10.44 It has been contended that as Scientists have to perform

compensatory dual functions i.e. one of Scientific/Research and Development
allowance 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 7.10.45 It is stated that field trials of weapons etc. are conducted in
allowance(DA) 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.

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 Chapter 7.11
Ministry of Development of
North Eastern Region

Introduction 7.11.1 The Ministry of Development of North Eastern Regional

(DONER) was set up in September 2001 to act as the nodal
Department of the Central Government for dealing with matters
pertaining to socio-economic development of the eight States of
North East i.e. Arunachal Pradesh, Assam, Manipur, Meghalaya,
Mizoram, Nagaland, Tripura and Sikkim.

Organizational 7.11.2 Number of posts in various grades in the Ministry is as

structure 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.

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 Chapter 7.12
Ministry of Earth Sciences

Introduction 7.12.1 The Ministry of Earth Sciences was created in 2006 by

merging Department of Ocean Development with Indian
Meteorological Department (IMD); National Centre for Medium
Range Weather Forecasting (NCMRWF); Indian Institute of
Tropical Meteorology (IITM), Pune and Earthquake Risk
Evaluation Centre (EREC). The Ministry’s mandate is to look after
Atmospheric Sciences, Ocean Science & Technology and
Seismology in an integrated manner. Group-wise distribution of
posts in the Ministry is as under:-

Group Sanctioned Strength In Position

A 538 400
B 2612 2325
C 3351 2317
D 2165 1660
Total 8666 6702

Indian 7.12.2 Indian Meteorological Department was established in 1875.

Meteorological The current area of activities includes Aviation Meteorology,
Department Agriculture Meteorology, Satellite Meteorology, Ocean
Meteorology, Hydrology. Seismology, Earthquake Risk Evaluation,
Positional Astronomy and related fields.

Demands- 7.12.3 Parity of Assistants in field organisations with those in

Assistants 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 7.12.4 Higher pay scales have been demanded for various
ogical posts 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.

425
Common 7.12.5 Higher pay scales have been demanded for various
categories 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 7.12.6 Certain changes have been demanded in the existing Flexible
Complementing Complementing Scheme (FCS). It has been proposed that the
Scheme 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 7.12.7 Technical Assistants in Centre for Marine Living Resources

Assistants & 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.

426
 Chapter 7.13
Ministry of Environment and Forests

Objectives and 7.13.1 The Ministry of Environment and Forests is primarily

Mandates 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 7.13.3 Restructuring of the Scientific Cadre, Ministerial cadre,

of India 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.

427
Forest Staff in 7.13.4 Forest personnel in different UTs have demanded higher
various UTs pay scales. These demands have been addressed in the Chapter on
Union Territories.

Zoological Survey of India

Ministerial & 7.13.5 Higher pay scales have been sought for various scientific,
Group D posts 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 7.13.6 It has also been stated that recommendations of Fifth CPC
Fifth CPC contained in para 51.29 to 51.38 of the Report have not been
recommendations 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 7.13.7 The post of Senior Zoological Assistant will be upgraded
Assistant to the scale of Rs.6500-10500 on account of restructuring of the pay
scales being recommended.

Taxidermist Grade 7.13.8 The posts of Taxidermist Grade I and Grade II are presently
I and Grade II 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 7.13.9 Presently, the post of Junior Administrative Officer exists in

Administrative an identical scale as that of Assistant (Rs.6500-10500). Junior
Officer 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.

428
Posts in National 7.13.10 The post of Education Assistant exists in the National
Museum – Museum of Natural History, New Delhi in the scale of Rs.4500-7000.
Demands & The post carries minimum qualification of B.Sc. and B.Ed. or two
Analysis 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 7.13.11 Employees belonging to B, C & D in National Museum

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 7.13.12 The Ministry of Environment and Forests is the cadre
to IFS controlling authority for Indian Forest Service. Relevant
recommendations relating to this service have been made in
Chapter 3.2 relating to All India Services.

429
 Chapter 7.14
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 7.14.2 Indian Foreign Service (A) and Indian Foreign Service (B)
Service 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 7.14.3 Ministry of External Affairs does not participate in the
in the Ministry 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.

430
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 7.14.5 A demand has been made for upgrading the pay scale of
Organisation 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 7.14.6 MEA officials posted from Delhi to non-family stations like
accommodation Iraq and Afghanistan are allowed to retain their Government
for postings in accommodation in Delhi for their family. However, there is no
non-family provision for allotment of Government accommodation in Delhi
stations 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

431
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.

432
 Chapter 7.15
Ministry of Finance

Introduction 7.15.1 Ministry of Finance is responsible for all economic and

financial matters of the Central Government. It comprises 3
Departments viz., Department of Economic Affairs, Department of
Expenditure and Department of Revenue. Number of posts in
various grades in the Ministry is as under:-

Group 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 7.15.3 The posts of Section Officer (Excluded) and Assistant

(Excluded) and (Excluded) exist in the Budget Division of Department of Economic
Section Officer Affairs. These posts do not belong to the Central Secretariat Service.
(Excluded) in the The post of Assistant (Excluded) is in a lower pay scale of Rs.5500-
Budget Division 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

433
 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 7.15.4 Government Mints have now been corporatised. However,
Government Mints 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.

434
India Security 7.15.7 Higher pay scales have been sought for various posts in the
Press and cadres of Supervisor, Inspector and Works Engineer. The posts of
Currency Note Junior Supervisor, Inspector (Control), Deputy Works Engineer and
Press 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 7.15.7 Higher pay scales have been sought for various posts of
Calcutta Mint 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

435
 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 7.15.9 Technical Wing Officers in this Press are presently in the pay
Press 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.

436
 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 7.15.13 The posts of Inspector and equivalent exist in CBDT as well
posts in CBDT and as CBEC. The Fifth CPC had recommended the scale of Rs.5500-
CBEC 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

437
 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 7.15.15 An anomaly has been reported in case of Senior Tax
Assistants 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 7.15.16 A demand has also been made for allowing the scale of
revision for Rs.6500-10500 in case of Inspector/equivalent and of Rs.7500-12000
executive posts 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 7.15.17 Higher scale of Rs.8000-13500 has been sought for the posts
us 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.

438
 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 7.15.19 The Members of the Tribunal are presently in the pay scale
and Service Tax of Rs.22400-26000. They have demanded the higher pay scale of
Appellate Tribunal Rs.24050-26000. The Commission has recommended merger of the
(CESTAT) 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 7.15.20 Posts of Inspectors and Sub Inspectors exist in Central
Narcotics 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

439
 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 7.15.23 Enforcement Directorate is headed by Director and is

Directorate 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 7.15.25 The corresponding replacement pay bands and grade pay
Revenue shall apply to the various posts in this organization.
Intelligence

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 Chapter 7.16
Ministry of Food Processing Industries

Introduction 7.16.1 Ministry of Food Processing Industries was set up in July

1988. It is the main central agency of the Government responsible
for developing a strong and vibrant food processing sector with a
view to create increased job opportunities in rural areas, enable the
farmers to reap benefits from modern technology, create surplus for
exports and stimulate the demand for processed food. It comprises
following posts :

Group 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 7.16.3 The hierarchy of technical/scientific posts in the

Fruit & Vegetable Directorate of Fruit & Vegetable Preservation (DFVP) is Inspector
Preservation (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

441
 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 7.16.4 The post of Inspector would automatically be placed in the

the post of scale of Rs.6500-10500 on account of the restructuring being
Inspector 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 7.16.5 The post of Senior Marketing Officer (Meat Food Products
and Senior Order) is a Group A post which can be filled either by direct
Marketing Officer 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

442
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).

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 Chapter 7.17
Ministry of Health and Family Welfare

Introduction 7.17.1 The Union Ministry of Health & Family Welfare is

instrumental and responsible for implementation of various
programmes on a national scale in the areas of health & family
welfare, prevention and control of major communicable diseases
and promotion of traditional and indigenous systems of medicine.
Apart from these, the Ministry also assists states in prevention and
control of the spread of seasonal outbreaks of diseases and
epidemics through technical assistance. The Ministry comprises
following two departments:-
1) Department of Health and Family Welfare - This Department
looks after various matters relating to medicine and public
health and plans measures for combating various communicable
as well as non-communicable diseases. It is also concerned with
various family welfare activities and programmes. Secretary
(Health) heads this Department. One attached office i.e.
Director General of Health Services exists under it. Central
Health Service is under its 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 7.17.2 Number of posts in various grades in the Ministry is as
structure under:-

Group Sanctioned Strength In Position

A 3840 2859
B 2514 1991
C 13820 11003
D 12906 10283

Total 33080 26136

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General issues 7.17.3 A large number of demands relating to various common
categories, para medical staff and doctors have been dealt with in
Chapter 3.8 and 3.6 of the Report. The recommendations contained
therein will extend to all the cadres irrespective of the
organisations. Consequently, these demands have not been
individually discussed in this Chapter.
Stenographers in 7.17.4 Stenographers working in Central Research Institute,
CRI 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 7.17.5 Assistant Administrative Officers in Safdarjung Hospital
Administrative have demanded the higher pay scale of Rs.6500-10500. The post is
Officer in presently in the pay scale of Rs.5500-9000 and will automatically be
Safdarjang placed in the revised pay band PB-2 of Rs.8700-34800 along with a
Hospital 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 7.17.6 Restructuring of the administrative posts in Vigilance and
the administrative Coordination Section of Safdarjung Hospital has been sought. The
posts in Commission has recommended a flatter structure for ministerial
Safdarjung posts. These recommendations shall apply to this category also.
Hospital 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 7.17.7 Higher pay scale has been proposed for the post of LDCs
in the Central and UDCs in the Central Drugs Testing Laboratory, Mumbai.
Drugs Testing LDCs and UDCs are common category posts and a special
Laboratory 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 7.17.8 Higher pay scales have been demanded for the posts of
Superintendent Assistant Store Superintendent and Store Superintendent in the
and Store Government Medical Store Depot. It has been stated that they
Superintendent in supervise the functions of posts in higher pay scales.
the Government Consequently, they have to be placed in higher pay scale. The
Medical Store posts are presently in the pay scales of Rs.4500-7000 and Rs.5000-
Depot 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,

445
 therefore, exists in the extant pay scales of these posts. Only the
corresponding pay scales shall apply to these posts.

Parity with 7.17.9 Specialized architecture wing exists in the Central Design
CPWD 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 7.17.11 In Leprosy Training and Research Institute, Lalpur the pay
Worker in Leprosy scale of Para Medical Worker is same as that of Medical
Training and Supervisor/Health Visitor i.e. Rs.4000-6000. The Commission
Research Institute, recommends that the promotional post of Medical
Lalpur 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 7.17.12 Separate streams for medical and non-medical scientists in
for medical and Central Research Institute, Kasauli have been demanded. It is
non-medical stated that gross disparity exists in the pay and perks of non-
scientists in CRI medical 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-

446
 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 7.17.13 Assistant Micro-Biologists in Lady Harding Medical

avenues 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 7.17.14 Assistant Technical Officers in Central Research Institute,

Technical Officers Kasauli have demanded the pay scale of Rs.6500-10500 on the
in Central ground that Fifth CPC had recommended 10 of these posts to be
Research Institute, placed in such higher pay scale. The recommendation, however,
Kasauli 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 7.17.15 Group A status has been sought for the post of Research
in Homeopathy Officer (Homeopathy) in Homeopathy Pharmacopoeia Laboratory,
Pharmacopoeia Ghaziabad. The post is already in the pay scale of Rs.8000-13500.
Laboratory 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.

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AYUSH - Research 7.17.16 Research Assistant and Senior Technical Assistant,
Assistant and Ayurveda in Department of AYUSH have demanded the pay scale
Senior Technical of Rs.8000-13500. It has been stated that the pay scale was earlier
Assistant, extended to these posts but was latter withdrawn and now needs
Ayurveda 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.

448
 Chapter 7.18
Ministry of Heavy Industry &
Public Enterprises

Introduction 7.18.1 Ministry of Heavy Industries and Public Enterprises

promotes development and growth of capital goods and
engineering industry in the country. It frames policy guidelines for
Central Public Sector Enterprises (PSEs) and administers 48 PSEs.
The Ministry comprises the Department of Heavy Industry and the
Department of Public Enterprises.
Organizational 7.18.2 Number of posts in various grades in the Ministry is as
structure under:-
Group Sanctioned Strength In Position
A 59 31
B 102 63
C 100 48
D 79 46
Total 340 188
Department of 7.18.3 Department of Heavy Industry is concerned with the
Heavy Industry development of the heavy engineering industry, machine tool
industry, heavy electrical industry, industrial machinery and auto-
industry 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 7.18.4 The Department of Public Enterprises acts as a nodal
Public Enterprises 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.

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 Chapter 7.19
Ministry of Home Affairs

Introduction 7.19.1 The Ministry of Home Affairs (MHA) performs multifarious

functions including those relating to internal security, Centre-State
relations, para-military forces, border management, disaster
management, 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 7.19.2 Number of posts in various grades in the Ministry is as

structure under:-

Group Sanctioned Strength In Position

A 14772 11070
B 22012 14376
C 642914 599622
D 55647 51845
Total 735345 676913

Departments under 7.19.3 The Ministry comprises 6 Departments as under:-

MHA
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.;

450
 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, 7.19.5 The Ministry has 25 attached and subordinate offices and
Subordinate offices 3 allied organizations as under :
and allied
organisations under Attached and Subordinate Offices
MHA
1. Intelligence Bureau
2. Border Security Force
3. Central Reserve Police Force
4. Central Industrial Security Force
5. Indo-Tibetan Border Police
6. National Security Guard
7. Sashashtra Seema Bal
8. Assam Rifles
9. Bureau of Police Research & Development
10. National Institute of Criminology and Forensic
Science
11. Central Forensic Science Laboratory
12. National Crime Record Bureau
13. Directorate of Coordination Police Wireless
14. Central Hindi Training Institute

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 15. Central Translation Bureau
16. Narcotic Control Bureau
17. National Civil Defence College
18. Sardar Vallabhbhai Patel National Police Academy
19. National Fire Service College
20. Inter State Council Secretariat
21. Director General of Civil Defence and Home Guards
22. O/o Registrar General of India
23. Zonal Council Secretariat
24. Committee of Parliament on Official Language
25. Repatriator Co-operative Finance & Development
Bank Ltd. (REPCO)

List of Allied Organisations

1. National Disaster Management Authority

2. National Institute of Disaster Management
3. National Foundation for Communal Harmony

Registrar General of 7.19.6 The Office of Registrar General of India and Census
India 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

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Statistical Cadre in 7.19.8 In the Statistical Cadre, presently posts of Statistical
RGI 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
Recommen- Pay Band &
Present
Designation ded pay Grade Pay
pay scale
scale Pay Grade
Band Pay
Statistical 6500-10500 7450-11500 PB-2 4600
Investigator Gr. I
Statistical 5500-9000/ 6500-10500 PB-2 4200
Investigator Gr. 5000-8000
II/III#

# 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 7.19.11 Presently there are 7 Central Para Military Forces under
Military Forces Ministry of Home Affairs. These include Assam Rifles, Border
(CPMFs) Security Force, Central Industrial Security Force, Central Reserve

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 Police Force, Indo-Tibetan Border Police, National Security Guard
and Sashashtra Sena Bal.

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 7.19.13 Border Security Force was raised in 1965. It is deployed
Security Force 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 7.19.14 Central Industrial Security Force is a Central Para Military
Industrial Security Force under Ministry of Home Affairs. It was created in 1969 to
Force 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 7.19.15 Central Reserve Police Force is the oldest CPMF under the
Reserve Police Force Ministry of Home Affairs. It existed even earlier to independence.
Earlier it was called “Crown Representative Police” and was
renamed CRPF under the CRPF Act, 1949. The first batch of
Group A Officers were recruited in the year 1967. The present

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 strength of Group A Officers in CRPF is 3723. It comprises 201
Bns. (183 Executive Bns., 2 Mahila Bns., 10 RAF Bns., 5 Signal Bns.
and 1 Special Duty Group), 37 Group Centres and 13 Training
Institutions. The Force is presently handling a wide range of
duties covering law and order, counter insurgency, anti-militancy
and anti-terrorism operations. The Force plays a key role in
assisting States in maintaining public order and countering
subversive activities of militant groups.

CPMF - Indo-Tibetan 7.19.16 ITBP is deployed in the north-western extremity of the

Border Police 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 7.19.17 NSG was set up in 1984. It is a task oriented Force and has
Security Guard 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 7.19.18 Special Service Bureau (SSB) was set up in early 1963 in
Sena Bal 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

455
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.

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 7.19.26 The CRPF has raised a demand that CILQ for Subordinate
Officers (SOs) should be allowed for 100% personnel in the grade
as against 25% at present.

7.19.27 One month’s additional salary in a year has been

demanded in lieu of working on gazetted holidays and restricted
holidays. It has been stated that such a facility already exists in
CISF and Delhi Police and needs to be extended to all the 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 – 7.19.31 Organized Group A services have specific attributes. At

Grant of organized least 50% of the posts in the scale of Rs.8000-13500 should be filled
Group A status to by direct recruitment; the highest post in the cadre should not be
Group A posts in below the scale of Rs.18400-22400; all the standard pay scales viz.
various CPMFs 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.

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Recommendations – 7.19.32 In so for as the demand of time bound promotions,
Better promotional irrespective of vacancies, is concerned, it has to be mentioned that
prospects 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 – 7.19.34 Presently, the posts of Inspectors and Subedar Majors are
pay scales of in the same pay scale i.e. Rs.6500-10500 despite the former being a
Inspectors/Subedar promotion post for the latter. Fifth CPC had recommended
Majors 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

458
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
Recommen- Pay Band &
Present pay
Designation ded pay Grade Pay
scale
scale Pay Grade
Band Pay
Constable 3050-4590 3200-4900 PB-1 2000
Head Constable 3200-4900 4000-6000 PB-1 2400
Assistant Sub 4000-6000 4500-7000 PB-1 2800
Inspector
Sub Inspector 5500-9000 6500- PB-2 4200
10500
Inspector 6500-10500 7450- PB-2 4600
11500
Subedar Major 6500-10500 + 7500-12000 PB-2 4800
Rs.200 p.m.
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

459
 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 – 7.19.37 The issue of granting Ration Money Allowance on par
Ration Money with Defence Forces to the CPMFs personnel was considered in
Allowance and detail by the Fifth Central Pay Commission, which took the view
Detachment that the present scale of ration based on 2900 calories was
Allowance 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.

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Recommendations – 7.19.38 The Fifth CPC had recommended rates of Uniform
Uniform Allowance Allowance to be increased to Rs.6500 as the initial grant and
and Kit Maintenance Rs.3000 as renewal grant payable after every 7 years. The cost of
Allowance 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 – 7.19.41 CPMFs personnel working in difficult areas are already

Hardship Allowance eligible for special compensatory allowances. Any extra work
& other similar would now be compensated in the form of performance related
allowances incentive being separately recommended by the Commission.
Accordingly, the Commission is unable to recommend any
additional Hardship Allowance specifically for CPMFs
personnel.

Recommendations – 7.19.42 Presently, Compensation in lieu of Quarters (CILQ) is

CILQ 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

461
 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 non-
family barracks as a functional requirement. While staying in non-
family 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 – 7.19.43 Presently CISF and Delhi Police are getting one month’s
one month’s additional salary as they perform duties throughout the year.
additional salary 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 – 7.19.44 The issue of continuation of CPMFs personnel under the

continuation of GPF- New Pension Scheme needs to be discussed along with the issue
cum-pension scheme of lateral induction of Defence Forces personnel in CPMFs as the
for post 31/12/2003 two issues are inexorably linked. Pension scheme exists in Defence
inductees 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 – 7.19.45 CPMFs have a category called Followers who are Group D
promotional employees either in the scale of Rs.2550-3200 or Rs.2610-3540 with
prospects for the higher grade existing for skilled followers in CRPF and CISF.
Followers In BSF, all Followers are in the pay scale of Rs.2550-3200. It is

462
 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 non-
essential 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 – 7.19.46 During the course of discussions with CPMFs, it was
Facility of Suraksha brought to the notice of the Commission that officers of and upto
Sahayaks to the the rank of Commandant in CPMFs are allowed use of one
Officers 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

463
 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 7.19.47 Secretariat Security Force (SSF) exists for security of
Force 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 7.19.49 Higher pay scale of Rs.3200-4900 has been demanded for
of Constables/Head Constables on the ground that the minimum qualifications
Constables and ASIs 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.

464
 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
Recommen- Pay Band &
Present
Designation ded pay Grade Pay
pay scale
scale Pay Grade
Band Pay
Constable 3050-4590 3200-4900 PB-1 2000
Head Constable 3200-4900 4000-6000 PB-1 2400
Assistant Sub 4000-6000 4500-7000 PB-1 2800
Inspector
Sub Inspector 5500-9000 6500-10500 PB-2 4200
Inspector 6500-10500 7450-11500 PB-2 4600

Demand - Pay scale 7.19.51 Higher pay scale of Rs.8000-13500 has been demanded as
of ACP 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 7.19.52 Special Duty Allowance at the rate of 50% of the Basic Pay
personnel posted in has been demanded for Delhi Police personnel posted at
Rashtrapati Bhawan 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.

465
 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 7.19.54 49 posts of Head Constable, ASI and SI exist in the
Delhi Police 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.

466
Demands - Executive 7.19.57 It has been contended that there was wrong equation of
Cadre 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 pre-
revised 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,

467
 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 7.19.62 The posts of Security Assistant, Junior Intelligence Officer
Police and CPMFs 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
Recommended Pay Band &
Designation pay Grade Pay
scale Pay Grade
Band Pay
Security Assistant 3200-4900 PB-1 2000
Junior Intelligence 4000-6000 PB-1 2400
Officer Grade II
Junior Intelligence 4500-7000 PB-1 2800
Officer Grade I
ACIO-II 5500-9000 PB-2 4200
ACIO-I 6500-10500 PB-2 4600

Other Police 7.19.63 DCPW is entrusted with the responsibility for

organisations - coordinating the Inter-State Police Telecommunication by setting
Directorate of up a separate network through Police Net (POLNET) throughout
Coordination Police the country up to the Thana level for providing foolproof
Wireless (DCPW) 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.

468
 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 7.19.65 National Crime Record Bureau is responsible for

Record Bureau 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 7.19.66 Bureau of Police Research & Development (BPR&D) is an

Research & attached office under MHA. It is chiefly concerned with ways and
Development 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 7.19.67 Department of Official Language was established in 1975

Official Language 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.

469
Central Secretariat 7.19.68 Central Secretariat Official Language Service (CSOLS) was
Official Language established in 1981 as a service in the secretariat of Department of
Service (CSOLS) 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
Recommended
Band & Grade Pay
Designation pay
Pay Grade
scale
Band 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

470
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.

471
 Chapter 7.20
Ministry of Housing and
Urban Poverty Alleviation

Introduction 7.20.1 The Ministry of Urban Employment & Poverty Alleviation

is the apex authority of Government of India at the national level to
formulate policies, sponsor and 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.

472
 Chapter 7.21
Ministry of Human Resource Development

Introduction 7.21.1 Ministry of Human Resource Development was created in

1985 to ensure integrated development of the citizens. The
Ministry comprises two Departments:-

1) Department of School Education and Literacy

2) Department of Higher Education

Organizational 7.21.2 Number of posts in various grades in the Ministry is as

structure under:-

Group Sanctioned Strength In Position

A 299 192
B 650 530
C 612 524
D 398 365
Total 1959 1611

Teaching staff and 7.21.3 Higher pay scales have been demanded for the teaching
Mess Workers of staff and Mess Workers of Navyodaya Vidyalayas on the ground
Navyodaya that they have to put in higher hours of work every day of the
Vidyalayas 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.

473
Assistant 7.21.4 Merger of the post of Assistant Scientific Officer (Medicine)
Scientific Officer in Commission of Scientific and Technical Terminology (CSTT)
(Medicine) in with CGHS cadre has been demanded on the ground that no
CSTT 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.

474
 Chapter 7.22
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 7.22.2 Number of posts in various grades in the Ministry is as

structure under:-

Group Sanctioned Strength In Position

A 501 419
B 1575 1191
C 3803 3374
D 1997 1794
Total 7876 6778

Indian 7.22.3 Indian Information Service is organized Group A service

Information under the administrative control of this Ministry. The officers of
Service 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 7.22.4 IIS Group B personnel join in the scale of Rs.5500-9000. The
Information next higher post is in the scale of Rs.6500-10500. The qualifications
Service – Group B 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

475
 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 7.22.5 Higher pay scales have been sought for the cadre of
Films Division 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 7.22.6 Technical Assistants (Advertising) in DAVP are presently

Assistants in the pay scale of Rs.5500-9000. These posts will automatically be
(Advertising) in placed in the higher pay scale of Rs.6500-10500 on account of the
DAVP 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 7.22.7 The post of Store Officer in DAVP is in the pay scale of
DAVP 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 7.22.8 Assistant Production Managers in Directorate of

Production Advertising and Visual Publicity are presently in the pay scale of
Managers 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 7.22.9 Higher pay scale has been demanded for the post of Studio
Films Division 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.

476
Assistant 7.22.10 Assistant Maintenance Engineer in Films Division have
Maintenance demanded a higher pay scale. The post is presently in the pay scale
Engineer in Films of Rs.5000-8000 and carries minimum qualification of Diploma in
Division 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 7.22.11 Technical cadre posts in the Camera Section of Films
posts in the Division include the posts of Assistant Newsreel Officer and
Camera Section 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 7.22.12 Post of Assistant Business Manager in the Publications

Business Manager Division is in the scale of Rs.6500-10500 and its feeder post of
in the Marketing Executive exists in the scale of Rs.5500-9000. The posts
Publications will come to lie in an identical scale due to the restructuring being
Division 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 7.22.13 Higher pay scales have been sought for the post of Lab
Films Division 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 7.22.14 Carpenters in Films Division are in the pay scale of

Films Division 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.

477
Recordist, Sound 7.22.15 Recordists, Sound Staff, Technicians and Artists in Films
Staff, Technicians Division have demanded higher pay scales. Higher pay scales are
and Artists in not necessary on account of the extant duties attached to the post.
Films Division 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 7.22.16 Documentation Assistants have demanded the scale of
Assistants in Rs.5500-9000 on the ground that the other feeder post (Librarian) to
Research the common promotion post of Documentation Officer exists in the
Reference and scale of Rs.5500-9000. Documentation Assistants are presently in
Training Division 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 7.22.17 Ministerial staff and Translators in Press Information
and Translators Bureau have demanded parity with the pay scales of similarly
in Press placed posts in Central Secretariat. The Commission has
Information recommended parity between similarly placed posts in the
Bureau headquarters and field offices in Chapter 3.1 of the Report. These
recommendations will cover this case also.
Artists working in 7.22.18 Artists working in Song and Drama Division have
Song and Drama demanded higher pay scales. Reference has also been made to
Division 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.

478
ERC 7.22.19 Expenditure Reforms Commission had observed that no
recommendations 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 7.22.20 The Commission had received many demands from

Prasar Bharati 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.

479
 Chapter 7.23
Ministry of Labour & Employment

Introduction 7.23.1 Ministry of Labour & Employment formulates national

labour policy, enforces labour laws and also deals with different
aspects of industrial relations, welfare and social security of labour
in industries with which the Central Government is concerned. The
Ministry has four attached offices and ten subordinate offices as
under:-

Attached Offices

1. Directorate General of Employment & Training (DGE&T) - It

lays down the policies, standards, norms and guidelines in the
area of vocational training throughout the country and
coordinates employment services.

2. Office of Chief Labour Commissioner (Central) [CLC(C)] -

This Office deals with matters relating to industrial disputes in
the central sphere including enforcement of awards and
settlements as well as implementation of labour laws in
industries and establishments under the sphere of Central
Government.

3. Directorate General of Factory Advice Service and Labour

Institutes (DGFASLI) - This Directorate is concerned with
formulation of policy relating to the safety, health and welfare
of workers in factories and docks.

4. Labour Bureau - The Bureau is responsible for collection,

compilation and publication of statistical and other information
regarding employment, wages, earnings, industrial relations,
working conditions, etc. It also compiles and publishes the
Consumer Price Index Numbers for industrial and agricultural
/rural workers.

Subordinate offices

These include the Directorate General of Mines Safety

(DGMS), which is concerned with enforcement of provisions of
the Mines Act, 1952 and Indian Electricity Act, 1910 and 9
offices of Welfare Commissioners, which are responsible for

480
 providing welfare facilities to the workers employed in various
industries.
Organizational 7.23.2 Number of posts in various grades in the Ministry is as
structure under:-

Group Sanctioned Strength In Position

A 951 678
B 1238 1081
C 3123 2420
D 1313 1150
Total 6625 5329

Directorate 7.23.3 Separate promotion channels to alleviate stagnation have

General of been demanded for the posts of Junior Investigator and
Employment & Computors/Comptometer Operators in the Directorate General of
Training Employment and Training. The Commission has recommended
(DGE&T)- Junior running pay bands to ensure that no person stagnates at any stage.
Investigator and The Assured Career Progression Scheme introduced as per the
Computors/Compt recommendations of Fifth CPC is being retained in a modified
ometer Operators 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 7.23.4 Higher pay scale of Rs.6500-10500 has been demanded for the
Employment post of Assistant Employment Officer in DGET. The post is
Officer 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 7.23.5 Creation of a Central Engineering Service has been
Engineering demanded for Technical Officers belonging to Group A in DGET.
Service for Group The Commission, as a matter of policy, has refrained from
A Technical undertaking restructuring of individual cadres. Even otherwise, no
Officers 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

481
 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 7.23.7 Demands have been made for upgrading the pay scale of
Draughtsman 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 7.23.8 Vocational Instructors in Directorate of Training and
Instructors 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 7.23.9 Restructuring of various posts, including those in Group A,
General (Mines and their upgradation has been sought. The Commission is not
Safety) 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 7.23.10 Posts of Scientific Assistants and Technical Assistants in

Assistants 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

482
 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 7.23.11 Presently, posts of Law Officer Grade II and Legal Assistant
II 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 7.23.12 Better promotional prospects have been sought for the post
Mines Safety& of Deputy Director (Mines Safety) under DGMS. It has been
Surveyors 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 - 7.23.13 Higher pay scale of Rs.5500-9000 has been demanded for
Investigator the post of Investigator Grade II in Labour Bureau on the ground
Grade II 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.

483
Labour 7.23.14 Higher pay scale of Rs.8000-13500 has been demanded for
Enforcement the post of Labour Enforcement Officer in Labour Bureau. The post
Officers 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 7.23.15 A higher pay scale of Rs.8000-13500 has been demanded for
Ayurvedic the post of Upa-Vaidya in various Ayurvedic Dispensaries under
Dispensaries M/o Labour on the ground that Upa-Vaidyas working in CGHS
under M/o Labour 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 7.23.16 Officers of Central Labour Service have demanded better
Service 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 7.23.17 Secretaries to the Courts in Industrial Tribunal-cum-Labour

Government Courts have demanded higher pay scales. The post is presently in
Industrial the pay scale of Rs.5500-9000 and will automatically be placed in the
Tribunal scale of Rs.6500-10500 on account of restructuring being proposed.
No further upgradation is necessary.

Common 7.23.18 Common Category posts of Pharmacist, Junior Artist and

Categories Laboratory Assistant have demanded higher pay scales. All these
posts will be governed by the recommendations made in Chapter
3.8 relating to common categories.

Central Institute 7.23.19 A demand has been made to upgrade the post of Director,
for Research & Central Institute for Research & Training in Employment Service, to
Training in Rs.14300-18300. Simultaneously, a higher scale for the post of
Employment Deputy Director has been sought. Redesignation of the posts of
Service Senior Research Officer and Assistant Director as Deputy Director

484
with the posts of Research Officer and Technical Officer being
redesignated as Assistant Director is also suggested. Presently, posts
of Director and Deputy Director are in the respective scales of
Rs.12000-16500 and Rs.10000-15200. No anomaly is apparent in
their existing structure. The proposal is more in the nature of
restructuring of the entire cadre of Group A posts in the Institute.
The Commission is not considering individual cadre reviews. As
such, status-quo may be retained in this case.

485
 Chapter 7.24
Ministry of Law and Justice

Introduction 7.24.1 Ministry of Law and Justice is concerned with rendering

legal advice on various issues to the Central Government. It also
drafts legislations and deals with matters relating to the Judges of
the Supreme Court and various High Courts. The Ministry is the
cadre controlling authority for Indian Legal Service. Following
three Departments exist in this Ministry:-
1) Department of Legal Affairs
2) Legislative Department
3) Department of Justice
Organizational 7.24.2 Number of posts in various grades in the Ministry is as
structure under:-

Group Sanctioned Strength In Position

A 348 267
B 731 536
C 850 750
D 610 590
Total 2539 2143

Superintendent 7.24.3 Higher pay scale has been demanded for Superintendent
(Printing) (Printing) in Legislative Department on the ground that Fifth CPC
had placed them in a higher pay scale of Rs.7450-11500 vis-à-vis
Section Officers who were recommended the pay scale of Rs.6500-
10500. It has been contended that pursuant to the grant of scale of
Rs.8000-13500 to Section Officers on completion of four years of
service, Superintendent (Printing) should also be extended the pay
scale of Rs.8000-13500 on completion of four years of service. It is
observed that the benefit of the pay scale of Rs.8000-13500 on
completion of four years of service was only for the Section Officers
of Central Secretariat Service (CSS). This post has no relativity with
that of Section Officers in CSS. No functional justification exists for
extending the scale of Rs.8000-13500 on completion of four years of
service to this post. The demand cannot, therefore, be accepted.
Assistant 7.24.4 Higher pay scale has been demanded for the post of
(Printing) Assistant (Printing) on the ground that earlier Assistants/PAs of
Central Secretariat Service (CSS) and Central Secretariat

486
 Stenographer Service (CSSS) were placed in the pay scale of Rs.5500-
9000 whereas Assistants (Printing) were given the pay scale of
Rs.6500-10500. It has been contended that with the grant of higher
pay scale of Rs.6500-10500 to the Assistants/PAs in CSS/CSSS, the
pay scale of Assistant (Printing) needs to be further upgraded to
retain the earlier edge. This demand is totally unjustified.
Upgradation of a lower post due to which it comes to lie in an
identical pay scale can be no ground for upgradation. The
Commission is also recommending merger of pay scales of Rs.5000-
8000, Rs.5500-9000 and Rs.6500-10500 due to which these posts, in
any case, would have come to be placed in an identical pay scale.
The post of Assistant (Printing) shall, therefore, be extended the
corresponding revised pay band and grade pay.
Official 7.24.5 Higher pay scales have been demanded for the posts of
Language UDCs, Stenographers and Official Language officials. The
officials Commission has made recommendations about these categories in
Chapters 3.1 and 3.8. The recommendations contained therein shall
also apply to the employees belonging to these categories in this
Ministry.
Senior Printing 7.24.6 Higher scale of Rs.6500-10500 has been sought for Senior
Assistants - Printing Assistants. The post is presently in the pay scale of Rs.5500-
Official 9000 and will automatically be placed in the higher scale of Rs.6500-
Language Wing 10500. No separate recommendation is necessary.
Printing 7.24.7 Printing Assistants (Rs.5000-8000) and Proof Readers
Assistants and (Rs.4000-6000) have sought higher pay scales of Rs.5500-9000 and
Proof Readers - Rs.4500-7000 respectively. No anomaly exists in their extant scales.
Official In any case, Commission has recommended merger of the scales of
Language Wing Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. Printing Assistants
will therefore come to lie in the same scale in which their promotion
post of Senior Printing Assistant exists. These posts should,
therefore, be merged.
Personal 7.24.8 Restructuring of the cadre of Personal Assistants in Vidhi
Assistants in Sahitya Prakashan has been demanded. The Commission, as a
Vidhi Sahitya matter of policy, has not undertaken reviews of any individual
Prakashan cadres. Consequently, this demand cannot be considered.
Chairman and 7.24.9 Chairman and Members of Income Tax Appellate Tribunal
Members of (ITAT) have demanded conditions of service on par with Members
Income Tax of CAT. The issue was considered by the Fifth CPC which, after
Appellate considering all the relevant facts, observed that no comparison could
Tribunal (ITAT) be drawn between similarly placed posts in ITAT and CAT. These
observations are justified. The Government should, however, take
a view regarding extension of facilities like residential library,
stenographic assistance on par with that available to Members of
CAT to the Chairman and Members of ITAT.

487
Court Clerks and 7.24.11 Pay scales on par with analogous posts in Central Secretariat
Registry Officers have been demanded for Court Clerks and Registry Officers in
in ITAT ITAT. The Commission has already recommended parity of pay
scales between similarly placed posts in Secretariat and Field
Offices. These recommendations shall apply in respect of the
posts in ITAT as well.

Assistant (Legal) 7.24.12 Assistants (Legal) in Department of Legal Affairs have

demanded a higher pay scale of Rs.8000-13500 on the ground that
they perform specialized duties. The post is presently in the pay
scale of Rs.6500-10500. Post of Assistant (Legal) is a feeder post to
that of Superintendent (Legal) that exists in the pay scale of Rs.7500-
12000. The pay scale of Rs.10000-15200 has been demanded for the
post of Superintendent (Legal). This scale is attached to Grade IV of
Indian Legal Service which is a Class-I service. Clearly, this scale
cannot be granted without upsetting the existing relativities.
Similarly, the scale of Rs.8000-13500, being the entry level pay scale
for Group A posts, can not be extended to the post of Assistant
(Legal). The duties attached to the posts also do not justify the
higher pay scales being demanded. However, the Commission, as a
general rule, has recommended pay scale of Rs.7450-11500 for posts
requiring minimum qualification of a degree in law. This will need
to be extended in case of Assistants (Legal) as well. The
Commission recommends that the post of Assistant (Legal) should
be upgraded and placed in the next higher grade of Rs.7450-11500
corresponding to the revised pay band PB-2 of Rs.8700-34800 along
with grade pay of Rs.4600. Superintendents (Legal) shall be
accorded the normal replacement pay band and grade pay.

Personal 7.24.13 Personal Assistants (Regional Language) in Official

Assistants Language wing of Legislative Department have demanded the pay
(Regional scale of Rs.6500-10500 on par with Personal Assistants of Central
Language) Secretariat Stenographers Service. The Commission has separately
recommended merger of the pre-revised pay scales of Rs.5000-8000,
Rs.5500-9000 and Rs.6500-10500. This will automatically ensure
placement of Personal Assistants (Regional Language) in PB-2 Pay
Band of Rs.8700-34800 along with a grade pay of Rs.4200
corresponding to the pre-revised pay scale of Rs.6500-10500. No
specific recommendation on this account is, therefore, required.

Stagnation 7.24.14 Law Officers have demanded better promotional prospects

on account of intense stagnation that is stated to exist in their cadre.
Running pay bands along with Modified ACPS as well as other
measures opening up the hierarchies have been recommended to
alleviate the problem of stagnation significantly. No separate
recommendations are, therefore, necessary.

488
 Chapter 7.25
Ministry of Micro, Small and
Medium Enterprises

Introduction 7.25.1 Ministry of Micro, Small and Medium Enterprises was

constituted in 2006 by merger of the Ministry of Agro & Rural
Industries and Ministry of Small scale Industries. It is concerned
with all matters relating to policy, planning and coordination for
development of micro, small and medium enterprises, including
khadi, cottage, village and coir industries. It also looks after the
National Board for Micro, Small and Medium Enterprises and
formulates policy for procurement of goods produced and services
rendered by micro and small enterprises by ministries or
departments, public sector undertakings and aided institutions of
the Central Government.

Organizational 7.25.2 Number of posts in various grades in the organisation of

structure Small Scale Industry is as under:-

Group Sanctioned Strength In Position

A 383 291
B 546 524
C 1388 1203
D 695 581
Total 3012 2599

Attached offices of Small Industries Development Organisation

(SIDO) and Development Commissioner (Small Scale Industries)
are under the administrative control of this Ministry.

Stagnation in 7.25.3 Representations were made seeking alleviation of problem

SIDO of stagnation in various cadres in the office of Small Industries
Development Organisation (SIDO). Thirteen technical trades like
Chemical, Glass and Ceramics, Leather and Footwear, Food, etc.
exist in SIDO. To alleviate the problem of stagnation, it has been
demanded that a time scale promotion scheme, irrespective of
trade, should be introduced and the scheme of Assured Career
Progression be extended to Group A officers in this organisation.

489
Recommendations 7.25.4 The Commission has recommended running pay bands
and a modified Assured Career Progression Scheme which will
also be extended to Group A posts in the Central Government.
These recommendations will ameliorate the problem of
stagnation in SIDO. No separate time scale promotion scheme is,
therefore, necessary in SIDO.

Small Industry 7.25.5 Small Industry Promotion Officers in Group B are eligible
Promotion for ACPS. They have consequently been given scale of Rs.10000-
Officers 15200 under ACPS. Senior Group A officers in the hierarchy who
joined in the scale of Rs.8000-13500 have, however, not been able to
reach the scale of Rs.10000-15200 as no vacancies exist in the scale
and they are not eligible for ACPS. Higher scale has, accordingly,
been demanded for such Group A officers. The scheme of
Modified ACPS shall apply for Group A posts also and the
problem will be addressed automatically. No specific
recommendation is, therefore, necessary.

Other posts 7.25.6 All the existing posts in these organisations not
belonging to common categories are covered by the pay bands
and grade pay discussed by this Commission in Chapter 2.2.
Common category posts, in any case, shall be governed by
recommendations made in Chapter 3.8 of the Report.

490
 Chapter 7.26
Ministry of Mines

Introduction 7.26.1 Ministry of Mines is responsible for survey and exploration

of all minerals (other than natural gas and petroleum); for mining
and metallurgy of non-ferrous metals like aluminum, copper, zinc,
lead, gold, nickel etc.; and administration of the Mines and
Minerals (Development and Regulation) Act, 1957 (MMDR Act) in
respect of all mines and minerals other than coal and lignite.

Organizational 7.26.2 The Ministry is headed by a Secretary who is assisted by

structure an Additional Secretary, a Financial Adviser and two Joint
Secretaries. A technical wing comprising one Industrial Adviser,
one Additional Industrial Adviser and two Development Officers
also exists. Number of posts in various grades in the Ministry is as
under:-

Group Sanctioned Strength In Position

A 3446 1865
B 10255 6602
C 822 734
D 4152 3176
Total 18675 12377

7.26.3 Geological Survey of India (GSI) and Indian Bureau of

Mines (IBM) are the two subordinate offices under this Ministry.
Geological Survey of India is involved in the task of mineral
exploration, geological mapping and various kinds of surveys.
Indian Bureau of Mines is primarily concerned with various
aspects relating to promotion, conservation and development of
mineral resources other than coal, petroleum, natural gas, atomic
and minor minerals.

STAs in IBM 7.26.4 Demands have been raised for upgrading the pay scale of
the post of Senior Technical Assistant (STA) in various streams in
IBM. The present position is that the Senior Technical Assistants
(Geology) in IBM are in the pay scale of Rs.6500-10500, but the

491
 STAs in all other streams are in the pay scale of Rs.5500-9000. The
Fifth Central Pay Commission had recommended the higher pay
scale of Rs.6500-10500 for Senior Technical Assistants in Geological
Survey of India. A similar dispensation has now been sought for
the post of STAs in various streams in IBM as well. The
Commission would have made appropriate recommendations on
this issue; however, the same are not necessary because the pay
scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500 are
proposed to be merged. All the posts of STAs in various streams in
IBM and GSI will, therefore, automatically be placed in the pay
scale of Rs.6500-10500 corresponding to the revised pay band PB-2
of Rs.8700-34800 along with grade pay of Rs.4200. This, however,
will place the promotion and feeder post in an identical pay scale.
The administrative Ministry should consider merging the two
grades and in case the merger is not functionally feasible, a
proposal may be moved for placing the posts of STAs in GSI as
well as IBM in the next higher scale in the revised pay band PB-2 of
Rs.8700-34800 along with grade pay of Rs.4600 corresponding to
the pre-revised pay scale of Rs.7450-11500. No other
recommendation is, therefore, necessary.

Assistant Mining 7.26.5 The posts of Assistant Mining Geologist, Assistant Chemist
Geologist, etc. in and Mineral Officer presently exist in the pay scale of Rs.6500-
IBM 10500. All these posts would need to be upgraded so as to ensure
that the existing relativities with their respective feeder posts are
maintained consequent to the proposed merger of the pay scales of
Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. Accordingly, the
posts of Assistant Mining Geologist, Assistant Chemist and
Mineral Officer in IBM may be upgraded and placed in the pay
scale of Rs.7450-11500 corresponding to the revised pay band PB-
2 of Rs.8700-34800 along with grade pay of Rs.4600.

Chief Editor 7.26.6 Chief Editors in the pay scale of Rs.12000-16500 have
demanded parity with the post of Superintending Mineral
Economist (pay scale: Rs.14300-18300) on the ground that such
parity had existed earlier. The demand for upgradation of the pay
scale of the post of Chief Editor was made before the Fifth Central
Pay Commission as well, which, however, did not recommend
upgradation of this post. Duties and responsibilities attached to
the post of Chief Editor do not justify a higher scale. Upgrading the
post would mean that no post exists in the pay scale of Rs.12000-
16500 in the cadre as the immediate lower post in the hierarchy is
in the pay scale of Rs.10000-15200. In case the post is upgraded, a
person, on promotion as Chief Editor, will get a jump of more than
one grade. These distortions need to be avoided unless strong
functional justification exists for it. Such is not the case here.
Accordingly, the post of Chief Editor may be extended only the
corresponding revised pay band and grade pay.

492
Posts in GSI 7.26.7 Demands have been made for changing the pattern of
recruitment to various Group A posts in GSI. The Commission has
made general recommendations regarding appointment and
promotion policy in Chapter 6.1. Insofar as specific posts are
concerned, the Commission is of the view that recruitment rules
relating to individual posts should be considered by the
administrative ministry in consultation with the nodal
department(s).
7.26.8 Upgradations have been sought for various other posts in
Geological Lab, Chemical Lab, Survey Branch, Drilling Branch,
Drawing Branch, Engineering Stream, Transport Stream,
Geosculpture Stream, etc. in GSI. The present pay scales of these
posts are appropriate keeping in view their duties as well as the
qualifications prescribed. No anomaly exists in the extant pay
scales of these posts. While the post of STA in Geosculpture is
in the pay scale of Rs.5500-9000, however, the post will
automatically be upgraded to the scale of Rs.6500-10500 on
account of restructuring of pay scales being recommended by the
Commission. Consequently, all these posts shall be placed in the
corresponding revised pay bands and grade pay. The common
category posts and Group D posts shall, however, be governed by
the recommendations made in chapters 3.8 and 3.7 respectively.

Scientists in the 7.26.9 Scientists in the Marine Wing of GSI have demanded
Marine Wing payment of full TA/DA while on tour at sea. Presently, Daily
Allowance at half the rates is payable. The extant rules provide
that in all cases where free lodging is provided on tour, the
Government employees will be paid Daily Allowance at three
fourth the normal rates. These rules, however, may not be of any
help in the revised scheme being recommended by the
Commission where the proposed Daily Allowance while on tour
will only reimburse the actual expenditure subject to specified
limits. Keeping this in view, Commission has separately
recommended rates of Daily Allowance to be paid to the officials
who undertake sea journeys of various durations. These
recommendations have been made in Chapter 4.2 of the Report
and will also be extended to the Scientists in Marine Wing of
GSI. Presently, preparatory field establishment allowance is
payable to GSI personnel when they are going on field duties for 30
days or more. It has been demanded that this allowance should be
paid for field duties for a period of less than 30 days also. The
Commission sees no justification in this demand. The same
cannot, therefore, be conceded.

Contractual 7.26.10 GSI has been taking employees on contract for various
appointment in activities. A demand has been made that all such employees
GSI should be regularized. The Commission, as a general policy, is

493
recommending filling up of posts for specified periods on contract.
Recommending regularization of employees taken on contract will
be contradictory and against the spirit of the Report. The same
cannot, therefore, be recommended.

7.26.11 The post of Senior Scientific Officer in GSI is presently in

the pay scale of Rs.6500-10500. Their feeder post of Junior
Scientific Assistant is in the pay scale of Rs.5500-9000. Consequent
to the proposed merger of the pay scales of Rs.5000-8000, Rs.5500-
9000 and Rs.6500-10500, these two posts will come to lie in an
identical pay scale. This is not justified. The Commission
recommends that the post of Senior Scientific Officer in the
Directorate General of Mines Safety may be upgraded and
placed in the pay scale of Rs.7450-11500 corresponding to the
revised pay band PB-2 of Rs.8700-34800 along with grade pay of
Rs.4600.

494
 Chapter 7.27
Ministry of Minority Affairs

Introduction 7.27.1 Ministry of Minority Affairs is concerned with formulation

of overall policy, planning, coordination, evaluation and review of
the regulatory and developmental programmes of the minority
communities. It also deals with all matters relating to the minority
communities; except those relating to law and order, policy
initiatives for protection of minorities and their security; in
consultation with other Central Government Ministries and State
Governments.

Organizational 7.27.2 Number of posts in various grades in the Ministry is as

structure under:-

Group Sanctioned Strength In Position

A 11 8
B 11 10
C 6 3
D 4 4
Total 32 25

Recommendations 7.27.3 All the existing posts in this organisation, not belonging
to common categories, are covered by the pay bands and grade
pay discussed by this Commission in Chapter 2.2. Common
category posts shall be governed by recommendations made in
Chapter 3.8.

495
 Chapter 7.28
Ministry of New & Renewable Energy

Introduction 7.28.1 Ministry of New and Renewable Energy was created in

2006. It was earlier known as Ministry of Non-Conventional Energy
Sources. Headed by a Secretary, the Ministry is responsible for
various aspects relating to the renewable energy sector including
framing the policy, planning, implementation, providing fiscal and
financial incentives, intellectual property rights related issues, etc.
The activities of the Ministries are divided in different groups and
divisions. Groups are headed by Advisers / Joint Secretaries and
the Divisions are headed by Directors.

Organizational 7.28.2 Number of posts in various grades in the Ministry is as

structure under:-

Group Sanctioned Strength In Position

A 98 94
B 82 71
C 140 125
D 78 75
Total 398 365

Stenographers 7.28.3 Stenographers working in Solar Energy Centre have

demanded parity with their counter parts in Central Secretariat
Stenographers Service. The Commission has considered the issue of
parity between Secretariat and Field Offices in Chapter 3.1.
Recommendations contained therein shall also apply in this case.

496
 Chapter 7.29
Ministry of Overseas Indian Affairs

Introduction 7.29.1 Ministry of Overseas Indian Affairs deals with all matters
relating to Overseas Indians, including Persons of Indian Origin
(PIO) and Non-Resident Indians (NRIs), which have not been
specifically allotted to other Departments. It is also concerned with
promotion of investment by Overseas Indians in India including
innovative investments and policy initiatives consistent with the
overall Government policies particularly in areas such as exclusive
Special Economic Zones (SEZs) for Overseas Indians. The Ministry
is headed by a Secretary. Three functional Divisions and three
functional Units exist in the Ministry. Two of the three Divisions
are headed by Joint Secretaries. These are the Diaspora Services
Division and the Financial Services Division. The Protector General
of Emigrants (PGoE) heads the Overseas Employment Services
Division. The social Services Unit and the Management Services
Unit are staffed with officers of the rank of Deputy Secretary. The
Information Services Unit is headed by Senior Technical Director
(NIC).

Organizational 7.29.2 Number of posts in various grades in the Ministry is as

structure under:-

Group Sanctioned Strength In Position

A 21 19
B 34 23
C 33 4
D 14 3
Total 102 49

Recommendations 7.29.3 All the existing posts in this organisation, not belonging
to common categories, are covered by the pay bands and grade
pay discussed by this Commission in Chapter 2.2. Common
category posts shall be governed by recommendations made in
Chapter 3.8.

497
 Chapter 7.30
Ministry of Panchayati Raj

Introduction 7.30.1 The Ministry of Panchayat Raj was constituted in 2004. It

is responsible with the work of advocacy and monitoring of the
implementation of Constitution (73rd Amendment) Act, 1992 and
the Provisions of the Panchayats (Extension to the Scheduled
Areas) Act, 1996. The Ministry has the job of ensuring that the State
Governments/UT Administrations devolve funds and functions on
and provide functionaries to the Panchayati Raj Institutions in the
spirit of the Constitutional provisions. The Ministry of Panchayati
Raj is also responsible for formulation and implementation of an
Action Plan for seeing PRIs emerge as "Institutions of Local-Self
Government" for securing economic development and social justice
in their respective areas.

Organizational 4.30.2 The Ministry is headed by a Secretary who is assisted by 2

structure Additional Secretaries, 3 Joint Secretaries and 1 Joint Secretary and
Financial Adviser. Number of posts in various grades in the
Ministry is as under:-

Group Sanctioned Strength In Position

A 18 15
B 22 19
C 32 20
D 13 9
Total 85 63

Recommendations 7.30.3 All the existing posts in this organisation not belonging
to common categories are covered by the pay bands and grade
pay discussed by the Commission in Chapter 2.2 Common
category posts, in any case, shall be governed by
recommendations made in Chapter 3.8 of the Report.

498
 Chapter 7.31
Ministry of Parliamentary Affairs

Introduction 7.31.1 Ministry of Parliamentary Affairs serves as an important

link between the two Houses of Parliament and the Government in
respect of Government Business in Parliament. The Ministry keeps
a close contact with the Ministries/Departments of the
Government in respect of Bills pending in the Parliament, new Bills
to be introduced and Bills to replace Ordinances. The Ministry
keeps a watch over the progress of Bills from the stage of approval
by the Cabinet till the Bill is passed by both Houses of the
Parliament. The Ministry also administers the Salaries and
Allowances of Officers of Parliament Act, 1953; the Salary,
Allowances and Pension of Members of Parliament Act, 1954; and
other related Acts.

Organizational 7.31.2 Number of posts in various grades in the Ministry is as

structure under:-

Group Sanctioned Strength In Position

A 12 12
B 41 41
C 50 42
D 26 24
Total 129 119

Recommendations 7.31.3 Ministry of Parliamentary Affairs is not a participating

office of Central Secretariat Service. The ministerial employees
have demanded parity with similarly designated posts in Central
Secretariat Service and Central Secretariat Stenographers Service.
The Commission has separately recommended full parity
between all such posts, whether in field offices or in secretariat,
or, whether belonging to CSS/CSSS, or, otherwise. This will
meet the instant demand of ministerial staff in this Ministry. All
other posts in this organisation not belonging to common
categories are covered by the pay bands and grade pay discussed
by the Commission in Chapter 2.2 Common category posts, in
any case, shall be governed by recommendations made in
Chapter 3.8 of the Report.

499
 Chapter 7.32
Ministry of Personnel, Public
Grievances and Pension

Introduction 7.32.1 The Ministry of Personnel, Public Grievances and Pensions

is the coordinating agency of the Central Government in personnel
matters, especially issues concerning recruitment, training, career
development, staff welfare as well as the post retirement
dispensation. The Ministry is also concerned with the process of
evolving a responsive, people-oriented and modern administration.
The Ministry is presently under the over all charge of the Prime
Minister who is assisted by a Minister of State.

Organizational 7.32.2 Number of posts in various grades in the Ministry is as

structure under:-
Group Sanctioned Strength In Position
A 1162 768
B 1205 964
C 6266 5114
D 1119 1033
Total 9752 7879

7.32.3 The Ministry comprises three Departments:-

I. Department of Personnel and Training

Department of Personnel and Training acts as the formulator of

policies regarding recruitment, regulation of service conditions and
deputation of personnel as well as other related issues. It advises all
organizations of the Central Government on matters of personnel
management. The Department is also the cadre controlling authority
for the Indian Administrative Service (IAS) and the Central
Secretariat Service (CSS) and operates the Central Staffing Scheme
under which suitable officers from All India Services and Group A
Central Services are selected and placed in posts at the levels of
Deputy Secretary/Director and Joint Secretary, on the basis of
tenure deputation.

500
 Two major training institutions functioning directly under the
administrative control of the Department are the Lal Bahadur
Shastri National Academy of Administration (LBSNAA), Mussoorie
and the Institute of Secretariat Training and Management (ISTM),
New Delhi. The former is mainly responsible for providing
induction training to recruits to the Indian Administrative Service
and other All India Services and Central Services. The Institute of
Secretariat Training and Management provides induction as well as
in-service training to members of the Central Secretariat Service.

The Department also manages the Joint Consultative Machinery

(JCM) for joint consultation between the Central Government and its
employees with the view to promote harmonious relations and
secure the greatest measure of cooperation between the Central
Government and the general body of employees.

Central Vigilance Commission and Central Bureau of Investigation

function as part of this Department.

II. Department of Pension and Pensioners' Welfare

The Department of Pensions and Pensioners’ Welfare was set up in

1985 as a part of the Ministry of Personnel and Public Grievances. It
is the nodal agency of the Government of India for formulation of
general policy on pension and others retirement benefits, as also for
redressal of grievances relating to retirement benefits.

III. Department of Administrtive Reforms &

Public Grievances

The Department of Administrative Reforms and Public Grievances

is the nodal agency for administrative reforms and redressal of
public grievances relating to the States in general and to the Central
Government agencies in particular.

Assistant in 7.32.4 Pay scale on par with that of Assistants in Central

LBSNAA Secretariat Service has been sought for the post of Assistant in Lal
Bahadur Shastri National Academy of Administration (LBSNAA).
The post is presently in the pay scale of Rs.5000-8000. The
Commission has already recommended parity between similarly
placed posts in the field offices and the secretariat in Chapter 3.1.
The recommendations will apply in this case as well.

Physical 7.32.5 Higher pay scale has been sought for the post of Physical
Training Training Instructor that is presently in the pay scale of Rs.5000-8000.
Instructor in The post has an established relativity with the post of Assistant in
LBSNAA LBSNAA that will need to be maintained. In any case, Commission

501
 has recommended merger of the scales of Rs.5000-8000, Rs.5500-9000
and Rs.6500-10500. Accordingly, the post shall automatically be
placed in the revised pay band PB-2 of Rs.8700-34800 along with
grade pay of Rs.4200 corresponding to the pre-revised pay scale of
Rs.6500-10500.

Security Guard 7.32.6 Anomalies in financial upgradation under the current

in LBSNAA scheme of Assured Career Progression Scheme for the post of
Security Guard in LBSNAA have been pointed out. These
anomalies will be taken care of in the revised scheme of ACP being
recommended by the Commission. No other recommendation is
necessary.

Training 7.32.7 Higher training allowance has been demanded for officers
allowance in posted to the Academy. The issue has been discussed in Chapter 6.4
LBSNAA relating to training academies and staff colleges. Recommendations
contained therein shall apply in this case as well.

Winter 7.32.8 Winter allowance at the rate of 25% has been demanded for
allowance in faculty and staff post in LBSNAA. The employees are already
LBSNAA entitled to Hill Compensatory Allowance. Besides, a liberal training
allowance has been recommended for faculty in various training
academies including LBSNAA. Accordingly, no separate winter
allowance is necessary.

Drivers 7.32.9 Higher pay scales have been demanded for the post of
Drivers. This category has been discussed in Chapter 3.8 of the
Report. Recommendations made there will also apply in this case.

Language 7.32.10 Language Instructors have demanded the pay scale of

Instructors Rs.8000-13500 on the ground that the duties attached to the post are
onerous and they lack promotional avenues. Insofar as the problem
of stagnation is concerned, the same will be alleviated under the
scheme of running Pay Bands and modified Assured Career
Progression Scheme being recommended by the Commission. The
post is comparable to that of Post Graduate Teachers. The
Commission has recommended the higher pay scale of Rs.7500-
12000 for Post Graduate Teachers. A similar dispensation will need
to be extended in this case as well. The post shall, therefore, be
extended the scale of Rs.7500-12000 corresponding to the revised
Pay Band PB 2 of Rs.8700-34800 along with grade pay of Rs.4800.

Parity with 7.32.11 Non-gazetted employees in the Central Secretariat have

Supreme Court, demanded parity with their counter parts in Supreme Court/Delhi
Delhi High High Court as well as in Lok Sabha and Rajya Sabha Secretariat. It
Court, Lok Sabha has also been demanded that all Group D staff with educational
and Rajya Sabha qualification of above matric should be promoted as LDCs. No
Secretariat

502
 relativity exists with posts in Supreme Court/Delhi High
Court/Lok Sabha or Rajya Sabha Secretariat. As such, the demand
cannot be conceded.
7.32.12 The non-gazetted posts in the secretariat will now have
parity with the similarly placed post in field offices. Accordingly,
only the corresponding revised pay scale shall extend to these posts.
As regards promotion of Group D staff, the Commission has
already considered this issue in Chapter 3.7 of the Report. The
recommendations contained therein shall apply in this case as
well.

7.32.13 A demand has also been made to remove the existing DOPT
instructions which provide that only one of the three vacancies
arising in any year will be filled with the remaining two vacancies
being abolished. The Commission has addressed this issue in
Chapter 6.3 of the Report. The recommendations made therein will
address this demand.

Central 7.32.14 UDCs and LDCs belonging to Central Secretariat Clerical

Secretariat Service (CSCL) have demanded better promotional avenues. The
Clerical Service Commission has separately made recommendations regarding
(CSCL) holding of Limited Departmental Competitive Examinations for
various higher level posts, which shall be open to all the employees.
On qualifying in these examinations, the deserving candidates shall
be appointed to the higher post. The detailed contours of this
scheme are discussed in Chapter 6.1 relating to promotion policy.
This will ensure a steady career progression for the deserving and
bright officers in the lower cadres who will have an avenue for
promotion to the higher post without undue delay once they qualify
in the prescribed examination. No separate recommendation is,
therefore, necessary on this demand.

CAT - Cadre 7.32.15 Higher pay scales and cadre restructuring has been
restructuring of demanded for posts of Principal Registrar, Registrar, Joint Registrar,
Registrars/ etc. The Commission has refrained from restructuring of any
higher scales for individual cadre. No recommendation can, therefore, be made in
Assistants and this case. Assistants and Stenographers in Central Administrative
Stenographers Tribunal have demanded pay scale on par with Assistants and
Stenographers in CSS and CSSS. The Commission has already
recommended parity between similarly placed posts in field offices
and secretariat. This will address the instant demand. No separate
recommendation is, therefore, necessary in this case.

Assistant 7.32.16 Assistant Directors in Institute of Secretariat Training and

Directors in Management (ISTM) have demanded the pay scale of Rs.8000-13500
ISTM on par with that of Section Officer. The Commission has
recommended the pay scale of Rs.7500-12000 for the post of Section
Officers in CSS etc. that corresponds to running Pay Band PB-2 of

503
 Rs.8700-34800 along with grade pay of Rs.4800. A similar pay band
and grade pay should be extended to the post of Assistant Director
in ISTM.

Central Bureau 7.32.17 Established in 1963, CBI is the chief central police agency for
of Investigation investigation of various crimes including crimes of corruption and
fraud by public servants; economic crimes; and other crimes like
terrorism, kidnappings, homicides etc.

7.32.18 The force is headed by a Director in the scale of Rs.26000

(fixed). The structure of executive cadre is similar to that in IB.
Accordingly, the parity of the posts of Constable, Head Constable
and Assistant Sub Inspector will need to be maintained with
similarly placed posts in IB. The posts shall, therefore, be
upgraded as under :-
(in Rs.)
Corresponding
Recommended Pay Band &
Designation pay Grade Pay
scale Pay Grade
Band Pay
Constable 3200-4900 PB-1 2000
Head Constable 4000-6000 PB-1 2400
Asst. Sub Inspector 4500-7000 PB-1 2800
Sub Inspector 6500-10500 PB-2 4200
Inspector 7450-11500 PB-2 4600

7.32.19 CBI personnel have demanded additional allowances and

better pay package for the nature of duties being performed by
them. Ranks of ASI, Head Constable and Constable have been
recommended higher pay scales. CBI personnel are already in
receipt of a special allowance of 25% (upto and including the post of
Superintendent) and 15% (DIG and above). The amount of this
allowance will automatically go up once the recommended pay
scales are implemented and will be sufficient to attract the best
talent to this agency. Any additional allowance is therefore not
necessary. The Commission recommends maintenance of status
quo in this regard.

504
 Chapter 7.33
Ministry of Petroleum and Natural Gas

Introduction 7.33.1 The Ministry of Petroleum is responsible for exploration

and production of oil and natural gas, their refining, distribution
and marketing, import, export, and conservation of petroleum
products and Liquefied Natural Gas.

Organizational 7.33.2 Number of posts in various grades in the Ministry is as

structure under:-

Group Sanctioned Strength In Position

A 44 42
B 116 81
C 77 68
D 67 58
Total 304 249

Recommendations 7.33.3 All the existing posts in this organisation not belonging
to common categories are covered by the pay bands and grade
pay discussed by the Commission in Chapter 2.2 Common
category posts, in any case, shall be governed by
recommendations made in Chapter 3.8 of the Report.

505
 Chapter 7.34
Ministry of Planning

Introduction 7.34.1 Ministry of Planning consists of the Planning Commission

and the Programme Evaluation Organisation. The Prime Minister
is the Chairman of the Planning Commission, which works under
the overall guidance of the National Development Council. It
formulates the development plans for the country. Programme
Evaluation organisation is concerned with evaluating the planned
schemes and functions as an integral part of the Planning
Commission.

Organizational 7.34.2 Number of posts in various grades in the Ministry is as

structure under:-

Group Sanctioned Strength In Position

A 367 256
B 359 314
C 326 316
D 350 310
Total 1402 1196

Recommendations 7.34.3 All the existing posts in this organisation not belonging
to common categories are covered by the pay bands and grade
pay discussed by the Commission in Chapter 2.2 Common
category posts, in any case, shall be governed by
recommendations made in Chapter 3.8 of the Report.

506
 Chapter 7.35
Ministry of Power

Introduction 7.35.1 Ministry of Power is primarily responsible for the

development of electrical energy in the country. The Ministry is
concerned with perspective planning, policy formulation,
processing of projects for investment decision, monitoring of the
implementation of power projects, training and manpower
development and the administration and enactment of legislation
in regard to thermal, hydro power generation, transmission and
distribution. The Ministry is headed by a Secretary who is assisted
by two Additional Secretaries and five Joint Secretaries, including
the Financial Advisor.

Organizational 7.9.3 Number of posts in various grades in the Ministry is as

structure under:-

Group Sanctioned Strength In Position

A 591 485
B 566 489
C 570 463
D 294 281
Total 2021 1718

Professional/Stati 7.35.2 The posts of Professional/Statistical Assistant exist in this

stical Assistant Ministry in the pay scale of Rs.4500-7000. The minimum
qualification for this post includes a graduate degree. The
similarly placed post of Statistical Assistant in other Departments
was extended the pay scale of Rs.5000-8000 by the Fifth Central
Pay Commission. A similar pay scale needs to be extended to the
post in this Ministry as well. Commission has recommended
merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-
10500. Hence, the post of Professional/Statistical Assistant shall
be placed in the scale of Rs.5000-8000 which stands merged with
the scale of Rs.6500-10500 corresponding to the revised Pay Band
PB-2 of Rs.8700-34800 along with a grade pay of Rs.4200.

Assistant Director 7.35.3 In Central Electricity Authority, posts of Assistant Director

Grade II and Grade I exist in the respective pay scales of Rs.7500-

507
 12000 and Rs.8000-13500. A demand has been made for merging
these two posts. It is seen that the two grades of Assistant
Directors are distinct and belong to two different Groups with the
post of Assistant Director Grade I being a Group A post. The level
of duties attached to these posts is also not same. No justification,
therefore, exists for merging these two posts. Consequently, only
the corresponding replacement pay bands and grade pay may be
extended to these posts. To remove any possibility of confusion
regarding these posts in future, it is recommended that the
designations of these posts may be suitably modified so that the
posts carry nomenclature that is totally distinct from each other.

Draughtsman 7.35.4 Higher pay scales have been demanded for the posts of
Head Draughtsmen and Draughtsmen Grade I, II & III. The
Commission has separately considered the issue of pay scales of
this common category in Chapter 3.8. Recommendations made
therein shall equally apply to the Draughtsmen in this Ministry
as well.

Central Power 7.35.5 Central Power Engineering Service is a Group A service

Engineering under the administrative control of this Ministry. A demand has
Service been made that the existing cadre structure of this service should
be re-structured to bring it in consonance with the model cadre
structure recommended by the Fifth Central Pay Commission as
per which 3%, 17%, 50% and 30% of the total senior duty posts
were to be ideally placed in Higher Administrative Grade, Senior
Administrative Grade, Junior Administrative Grade and Senior
Time Scale respectively. The Commission, as a policy, is not
considering restructuring of any individual cadre or service.
Accordingly, the demand for restructuring of Central Power
Engineering Service cannot be conceded.

508
 Chapter 7.36
Ministry of Railways

Introduction 7.36.1 Indian Railways is the largest civilian employer in the

country. It comprises sixteen Zones and six Production Units
namely Chittaranjan Locomotive Works, Chittaranjan; Integral
Coach Factory, Chennai; Diesel Locomotive Works, Varanasi; Rail
Coach Factory, Kapurthala; Diesel Loco Modernization Works,
Patiala; and Rail Wheel Factory, Bangalore. There are 9 old Zones
with 7 new Zones having been created subsequently. Every Zone
has between 3 to 6 Divisions.

Strength 7.36.2 Total number of employees as on 31/3/2005 was about 14

lakhs. The distribution of staff strength in the year 2004-05 is as
follows :

Group In position
A 8285
B 7247
C 873536
D 521578
Total 1410646

Fiscal health of 7.36.3 Indian Railways has become economically viable. For the
Railways past few years, the annual Budget presented by the Ministry of
Railways reveal that it is generating surplus (net revenue receipts) to
the tune of more than Rs.5,000 crore annually. There was a surplus
even after paying dividend, payment in lieu of passenger tax and
contribution to Railway Safety Fund to the tune of Rs.2,074 crore in
2004-05 and Rs.4,338 crore in 2005-06. Remarkably, this surplus has
been achieved by Railways without substantial increase in the
passenger fares and freight rates. Total investment in the Indian
Railways during 2005-06 was Rs.65,878 crore out of which Rs.12,816
crore was generated internally.

7.36.4 Gross Revenue Receipts of the Indian Railways for the year
2005-06 vis-à-vis working expenses are as follows:-

509
 2005-06
(Rs.in cr.)

Gross Traffic Receipts 54,491

Total Working Expenses 45,574
Net Traffic Receipts 8,918
Net Revenue Receipts 8,006

Railway Board 7.36.5 Railway Board is the apex body in the Ministry of Railways.
It is headed by a Chairman, 5 Members and 1 Financial
Commissioner. Chairman, Railway Board is an ex-officio Principal
Secretary to the Government of India. The Chairman, 5 Members
and the Financial Commissioner are in the pay scale of Rs.26000
(Fixed). The Members are assisted by Additional Members in the
Higher Administrative Grade (HAG) Rs.22400-24500. Below
Additional Members, there are different Directorates headed by
Executive Directors in the Senior Administrative Grade (SAG) of
Rs.18400-22400. The Executive Directors are assisted by Directors,
Joint Directors and Deputy Directors in respective pay scales of
Rs.14300-18300; Rs.12000-16500 and Rs.10000-15200. Director
General Railway Health Service and Director General RPF report to
the Member (Staff). The other 4 posts of Members are Member
(Electrical), Member (Engineering), Member (Mechanical) and
Member (Traffic). All the Members and Financial Commissioner are
ex-officio Secretaries to the Government of India.

Different 7.36.6 The following Departments exist in Ministry of Railways:-

Categories in
Ministry of 1. Administration
Railways 2. Accounts
3. Engineering
4. Signal & Telecom
5. Transportation
6. Commercial
7. Mech. Engineering
8. Stores
9. Electrical
10. Medical
11. RPF
12. Railway Board
13. Other Railway Offices including RPSF
14. Casual Labour

Demands 7.36.7 Demands seeking higher pay scales and allowances for
various categories in different Departments were made. The same
are discussed in the succeeding paras.

510
Status of 7.36.8 Presently, the pay scale of Chairman as well as other
Chairman Members of Railway Board is Rs.26000 (fixed). Traditionally, the
Railway Board status of Chairman has been that of Principal Secretary to the
Government of India. Railway Ministry has proposed that the pay
scale of Chairman, Railway Board should be brought on par with
that of the Cabinet Secretary viz. Rs.30000 (fixed).

Recommendation 7.36.9 It is observed that a similar demand was made before the
Fifth Central Pay Commission who however recommended that the
Chairman should be considered as first amongst equals. The Fifth
CPC had, accordingly, recommended that pay scale of all Members
of the Railway Board including the Chairman should continue to be
Rs.26000 (fixed). This recommendation of the Fifth Central pay
Commission is justified. The Commission, accordingly,
recommends no change in the status or pay scale attached to the
post of Chairman, Railway Board.

Unskilled workers 7.36.10 Various associations of Railway Staff have contended that
in Railways with growing modernization, both in the field and in offices, there is
no unskilled job left. It has been stated that even the Helpers
working in the workshops, open line, sheds etc. have to possess
elementary knowledge of technology. Reference has been made to
the enhancement by the Railway Board of the minimum
qualifications to Matriculation plus ITI for appointments as Khalasi
(now Helper) of Diesel Loco Shed, Electric Loco Shed, EMU Car
Shed, Track Maintenance Machines, etc. This was done in 1982.
Subsequently, the Fifth CPC, in their report, recommended that staff
recruited with prescribed qualification of Matriculation should be
allotted the pay scale of Rs.950-1500 corresponding to the revised
pay scale of Rs.3050-4590. Immediately after that, the Railway
Board issued orders lowering prescribed recruitment qualification
for all the Khalasis (now Helpers) including Khalasis in Diesel Loco
Shed, Electric Loco Shed, EMU Car Shed and Track Maintenance
organisation.

Demands – 7.36.11 The existing hierarchy in the cadre of Commercial Clerks is

Commercial as follows :
Clerks
Commercial Clerks Rs.3200-4900
Senior Commercial Clerks Rs.4000-6000
Head Commercial Clerks Rs.5000-8000
Chief Commercial Clerks Rs.5500-9000
Commercial Superintendent Rs.6500-10500

7.36.12 Higher pay scales have been demanded for this category
with the demand that Senior Commercial clerks should be brought

511
 on par with Senior Clerks. Introduction of the higher scale of
Rs.7450-11500 in the hierarchy also has been sought. It has been
stated that analogous posts like those of Commercial Inspectors,
Commercial Clerks, ECRCs & Ticket Collector etc. should be merged
and granted the entry grade of Rs.5000-8000. Cash Risk Allowance
and Health Hazard Allowance have also been demanded for this
category on the ground that they handle heavy cash and work in
goods, parcel, luggage offices & sidings where they are exposed to
dust, chemicals, oils etc.

Recommendations 7.36.13 Insofar as the issue of parity of pay scale of Senior

– Commercial Commercial clerks with that of Senior Clerks is concerned, it is seen
Clerks that Office Clerks, Commercial Clerks, Ticket Checkers & TNCs
popularly known as Non-Technical are recruited in the Railways
through a common examination conducted by Railway Recruitment
Board. The recruitment grade is Rs.3050-4590 except for commercial
clerks whose entry grade was upgraded by the Fifth CPC to Rs.3200-
4900 in view of multifarious functions performed by them. Earlier,
the next promotion scale for all these categories was Rs.1200-2040
(corresponding to the Fifth CPC revised pay scale of Rs.4000-6000).
However, due to 25% DR quota for graduates in the post of Senior
Clerks, the Fifth CPC allotted them the higher grade of Rs.4500-7000,
while for others, the scale of Rs.4000-6000 was allotted. This has led
to the demand from Senior Commercial Clerks/equivalent for the
same higher pay scale of Rs.4500-7000 on the ground that their job
carries higher responsibilities, risk, strain & public interface, round
the clock duties and difficult conditions of work in yards, sidings,
coaching & goods terminals etc. There is merit in these arguments.
While it is true that there is an element of graduate entry at Senior
Clerk level, this alone may perhaps not justify grant of a higher
grade vis-à-vis other categories which are recruited along with
them and whose nature of duties are perhaps more difficult. In fact
it is due to this reason that the entry grade of Commercial Clerk is
higher (Rs.3200-4900) vis-à-vis other categories including office
clerks (Rs.3050-4590). Thus a lower scale in the next grade for this
post is not justified for this category. Even otherwise, the
Commission is of the view that posts in the field offices have to be
given their due as these posts are at the delivery level and, therefore,
are crucial. The Commission, accordingly, recommends that
category of Senior Commercial Clerks may be upgraded and
placed in the scale of Rs.4500-7000 corresponding to the revised
pay band PB-1 of Rs.4860-20200 along with grade pay of Rs.2800.

7.36.14 Similar situation also exists in respect of Transit Clerks

where, too, the initial recruitment is in the pay scale of Rs.3200-4900
but the first promotion is in the grade of Rs.4000-6000 as Senior
Transit Clerk. The next promotion is that of Head Transit Clerk in

512
 the scale of Rs.4500-7000. The functions of the posts of Senior
Transit Clerk and Head Transit Clerk are comparable. As such these
posts can be merged. Accordingly, the Commission recommends
merger of the posts of Senior Transit Clerk and Head Transit
Clerk. Transit Clerks will then automatically be eligible for first
promotion in the scale of Rs.4500-7000 corresponding to the
revised pay band PB-1 of Rs.4860-20200 along with grade pay of
Rs.2800.

7.36.15 Insofar as the demand for grant of the scale of Rs.7450-11500

to the category of Commercial Clerks is concerned, it is observed
that this apex grade has been given to categories where there is an
element of direct recruitment of Degree holders at the Supervisory
level. Ministry of Railways have clarified that an element of direct
recruitment to the extent of 25% in the scale of Rs.5500-9000 (Head
Commercial Clerk) exists even in the case of this category. In fact,
Ministry of Railways had also mooted a proposal for introducing
this scale but the same could not be finalized. Keeping in view the
relativities concerned, the Commission is of the view that the
category of Commercial Clerks also deserves to be granted the apex
Group C pay scale of Rs.7450-11500. The Commission, in a
subsequent paragraph, has recommended restructuring of the
posts in different grades in the four clerical streams in Railways to
bring them on par with the structure being proposed in various
field organizations of the Central Government. As per this, the
posts of Head Commercial Clerk and Chief Commercial Clerk will
be merged in the scale of Rs.6500-10500 corresponding to the
revised pay band PB-2 of Rs.8700-34800 along with grade pay of
Rs.4200. The post of Commercial Superintendent will then be
placed in the scale of Rs.7450-11500 corresponding to the revised
pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600.
This will automatically meet the demand for introduction of higher
scale of Rs.7450-11500 in this cadre. The Commission is, however,
unable to recommend Health Hazard Allowance/similar
allowances for Commercial Clerks as their work is not of such a
nature as would necessitate grant of these allowances. The
element of handling cash is part of the duties and any risk on this
account has already been factored in the pay scales prescribed for
this category. Accordingly, no separate Cash Handling Allowance
is necessary.

Demands – 7.36.16 E&RCs have demanded introduction of the higher grade of

Enquiry-cum- Rs.7450-11500 for the post of Reservation Superintendent in their
Reservation cadre.
Clerks (E&RCs)

Recommendations 7.36.17 An element of direct recruitment to the extent of 25% exists

– Enquiry-cum- in the cadre of Enquiry-cum-Reservation Clerks who are recruited in

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Reservation the scale of Rs.4500-7000 and move through the grades of Rs.5000-
Clerks (ERCs) 8000 and Rs.5500-9000 to the apex grade of Rs.6500-10500 carrying
the designation of Reservation Superintendent. The grades of
Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500 are being merged. The
posts in the existing scales of Rs.5000-8000 and Rs.5500-9000 should
be merged. However, the post of Reservation Superintendents has
to be granted a higher scale as, apart from being the apex post in the
cadre of ERCs, it also constitutes a promotion post for Deputy
Reservation Superintendents. The Commission recommends the
scale of Rs.7450-11500 corresponding to the revised pay band PB-2
of Rs.8700-34800 along with grade pay of Rs.4600 for Reservation
Superintendents. The posts of Enquiry-cum-Reservation Clerks
in the scales of Rs.5000-8000 and Rs.5500-9000 will stand merged
as a consequence of the restructuring of the pay scales being
recommended by the Commission.

Commercial 7.36.18 Commercial Inspectors including Inspectors

Inspectors (Claims/Rates/ Booking/goods/parcel) presently have the
following structure: -

Commercial Inspector Gr. IV Rs.5000-8000

Commercial Inspector Gr. III Rs.5500-9000
Commercial Inspector Gr. II Rs.6500-10500
Commercial Inspector Gr. I Rs.7450-11500

A three grade structure has been demanded for this category. It has
been stated that they should be only in the top three grades of pay
for effective monitoring and supervision.

Recommendations 7.36.19 Duties of Commercial Inspectors does not include direct

- Commercial supervision of the commercial clerks, ERCs etc. but are more
Inspectors inspectorial than supervisory. Therefore, the demand based on the
rationale that they, being a Supervisory category, should be placed
in the top two scales, is not justified. It is also seen that the Fifth
CPC had upgraded the entry scale of Commercial Inspectors to
Rs.5000-8000 and had also placed the apex post of this cadre in the
scale of Rs.7450-11500. The cadre of Commercial Inspector,
therefore, already has an edge, both in the initial and the apex pay
scales, vis-à-vis other clerical cadres like Commercial Clerks and
ECRCs whose cadre structure ranges from the scales of Rs.3050-4590
(Rs.4500-7000 in case of ECRCs) to Rs.6500-10500. As such, no
further upgradation is necessary. However, Commission has
recommended merger of the scales of Rs.5000-8000, Rs.5500-9000
and Rs.6500-10500. Due to this, Commercial Inspectors Grade II, III
& IV shall come to lie in an identical pay band and grade pay. It is,
accordingly, recommended that the posts of Commercial Inspector
Grade IV and Grade III should be merged in the Pay Band PB-2 of

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 Rs.8700-34800 along with a grade pay of Rs.4200 corresponding to
the pre-revised pay scale of Rs.6500-10500. The posts of
Commercial Inspector Grade II and Grade I will consequently be
also merged in Pay Band PB-2 of Rs .8700-34800 along with a grade
pay of Rs.4600 corresponding to the pre-revised pay scale of
Rs.7450-11500.

Demands - Ticket 7.36.20 The present cadre of Ticket Checking staff is as under:-
Checking cadre
Ticket Checker Rs.3050-4590
Senior TC/TTE Rs.4000-6000
Head TC/Senior TTE Rs.5000-8000
Traveling Ticket Inspector Rs.5500-9000
Chief Ticket Inspector Rs.6500-10500

7.36.21 Introduction of a higher scale of Rs.7450-11500 in the

hierarchy has been demanded. Upgradation of pay scale of Senior
TC/TTE from Rs.4000-6000 to Rs.4500-7000 has been sought on the
ground of higher responsibility, risk, strain, public interface
attached with the job. Reclassification of all Ticket Checking Staff as
Running staff has also been demanded.

Recommendations 7.36.22 The Commission is of the view that, as far as possible, every
- Ticket Checking cadre in Railways having posts in the scale of Rs.6500-10500 at
cadre present should have the apex grade of Rs.7450-11500. Since this
grade does not exist in this cadre, the Commission recommends
placement of Chief Ticket Inspector in the pay scale of Rs.7450-
11500 corresponding to the revised pay band PB-2 of Rs.8700-34800
along with grade pay of Rs.4600. Traveling Ticket Inspectors,
Head TC/Senior TTE will automatically be placed in the scale of
Rs.6500-10500 on account of the restructuring of pay scales.
Placement of Senior Ticket Checkers/Travelling Ticket
Examiners/Trains Clerks in a higher scale so as to maintain
established relativities was considered in light of the higher scale
separately being recommended for Senior Commercial Clerks. It is,
however, observed that Commercial Clerks are being upgraded
because their entry grade is higher i.e. Rs.3200-4900 and, therefore,
their first promotional grade cannot justifiably be lower than other
categories who are recruited in a lower pay scale. This rationale
does not hold good for the categories of Senior Ticket
Checkers/Traveling Ticket Examiners/Trains Clerks, etc. As such a
higher pay scale cannot be recommended for any of these categories.

7.36.23 As regards the issue of classification of this category as

running staff, it is observed that the issue was considered by the
Fifth CPC who did not agree to the same as the definition of
running staff includes only those whose duties are directly

515
 connected with the task of moving trains. The view taken by the
Fifth CPC is justified and no interference therein is called for.

Recommendations 7.36.24 The Commission has recommended parity between

regarding the similarly placed posts in the secretariat and field offices. This
clerical cadres in involves delayering of various grades. The recommendations are
the light of discussed in Chapter 3.1 of the Report. A similar delayering would
delayering need to be carried out for the office staff in the field offices of
proposed for field Railways. Four cadres of office staff exist in Railways in different
staff pay scales. In consonance with delayering proposed for field
offices in general as well as to bring parity between field offices
and the secretariat in Railways, following revised structure is
recommended for these cadres:-

Train Clerks

(in Rs.)
Corresponding
Recommended Pay Band &
Present pay
Designation pay Grade Pay
scale
scale Pay Grade
Band Pay
Train clerk 3050-4590 3050-4590 PB-1 1900
Senior Train Clerk 4000-6000 4000-6000 PB-1 2400
Head Train Clerk 5000-8000 6500-10500 PB-2 4200*
Chief Train Clerk 5500-9000 6500-10500 PB-2 4200
(*Head Train clerks and Chief Train Clerks shall be merged)

Commercial Clerks

(in Rs.)
Corresponding
Recommended Pay Band &
Present pay
Designation pay Grade Pay
scale
scale Pay Grade
Band Pay
Commercial Clerks 3200-4900 3200-4900 PB-1 2000
Senior Commercial 4000-6000 4500-7000 PB-1 2800
Clerks
Head Commercial 5000-8000
Clerks 6500-10500*
PB-2 4200
Chief Commercial 5500-9000
Clerks
Commercial 6500-10500 7450-11500 PB-2 4600
Superintendent
(*Head Commercial Clerks and Chief Commercial Clerks shall stand
merged)

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 Office Clerks

(in Rs.)
Corresponding
Recommended Pay Band &
Present pay
Designation pay Grade Pay
scale
scale Pay Grade
Band Pay
Lower Division 3050-4590 3050-4590 PB-1 1900
Clerks
Senior Clerks 4500-7000 4500-7000 PB-1 2800
Head Clerks 5000-8000
Office 5500-9000 6500-10500*
PB-2 4200
Superintendent
Grade II
Office 6500-10500
Superintendent
Grade I 7450-11500** PB-2 4600
Chief 7450-11500
Superintendent

*Head Commercial Clerks and Chief Commercial Clerks shall stand merged
** Office Superintendent Grade I and Chief Superintendent shall stand merged

Ticket Checking Staff

(in Rs.)
Corresponding
Recommended Pay Band &
Present pay
Designation pay Grade Pay
scale
scale Pay Grade
Band Pay
Ticket Checker 3050-4590 3050-4590 PB-1 1900
Senior TC/TTE 4000-6000 4000-6000 PB-1 2400
Head TC/Senior 5000-8000
TTE
Traveling Ticket 5500-9000 6500-10500* PB-2 4200
Inspector

Chief Ticket 6500-10500 7450-11500 PB-2 4600

Inspector
(*Head TC/Senior TTE and Chief Ticket Inspector shall stand merged)

Demands – 7.36.24 The cadre of Catering Managers/Inspectors comprises posts

Catering Manager/ in the scales of Rs.3200-4900 (Catering Supervisor Gr. III); Rs.4000-
Inspectors 6000 (Catering Supervisor Gr. II); Rs.5000-8000 (Catering Supervisor
Gr. I); Rs.5500-9000 (Catering Inspector Gr. II) and Rs.6500-10500
(Catering Inspector Gr. I). The cadre presently does not have any
post in the scale of Rs.7450-11500. Introduction of this scale has
been demanded.

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Recommendations 7.36.25 In consonance with Commission’s approach to allow the
– Catering apex Group C scale in every cadre of Railways having posts in the
Manager scale of Rs.6500-10500 at present, it is recommended that the post
/Inspectors of Catering Inspector Grade I may be placed in the scale of
Rs.7450-11500 corresponding to the revised pay band PB-2 of
Rs.8700-34800 along with grade pay of Rs.4600.

Demands – Law 7.36.26 The cadre of Law Assistants comprises posts of Law
Assistants Assistant and Chief Law Assistant in the scales of Rs.6500-10500 and
Rs.7450-11500, respectively. Higher pay scales corresponding to
those of Groups B & A have been demanded on the ground of high
academic qualifications and specialized nature of work. Parity of
Chief Law Assistant of Zonal Railways with Chief Law Assistant
[redesignated as Superintendent (Legal)] who exists in the pay scale
of Rs.7500-12000 has been demanded. Allowances like Out door
monthly allowance, Library allowance and Court Allowance have
also been sought.

Recommendations 7.36.27 Keeping in view the higher qualifications attached to the

– Law Assistants post of Law Assistant, the Fifth CPC had upgraded the scale of this
post by two levels. The present position is that the Law Assistant
and Chief Law Assistant are placed in the two apex Group C scales.
Placing the entry post of Law Assistant in Group B scale is not
administratively desirable as supporting staff in the legal stream are
required for attending court, liaison with advocates etc. Creation of
a separate cadre is also not desirable as the Executives of the
department are ultimately responsible for providing the facts and
rules and the analysis and the implications of matters under
litigation. Post of Chief Law Assistant of Railway Board in the scale
Rs.7500-12000 is actually analogous to the post of Assistant Law
Officer in the field offices existing in an identical scale of Rs. 7500-
12000. Accordingly, the post of Chief Law Assistant in field offices
cannot be upgraded. Instead, the feeder post of Law Assistant may
be merged with that of Chief Law Assistant in the scale of Rs.7450-
11500 which will also ensure that this category’s relativity vis-à-vis
the entry grade of Degree Engineers is maintained. Higher scale
of Rs.7500-12000 cannot be recommended for Chief Law Assistant
as this scale in Railways is a Group B scale and a promotion post
(Assistant Law Officer) already exists in this scale. NPA for any
category other than Doctors has huge implications. In present days,
a large number of employees join the Government with technical
qualifications. It is not possible to grant NPA to all such categories.
NPA to legal staff is, therefore, not justified. Grant of Outdoor
Allowance and Court Allowance is also not justified as attending
courts is part of the duty attached to these posts and, therefore, the
element is already included in the pay scale. Instead of Library
Allowance, it would be appropriate if proper Library facilities are

518
 either created in the organisation or membership of other libraries
giving such facility is taken for the use of these officers. The
Commission recommends accordingly.

Demands - Public 7.36.28 The present cadre of Public Relation Inspectors is as under:-
Relation
Inspectors Publicity Inspector Rs.4500-7000
Senior Publicity Inspector Rs.5000-8000
Chief Publicity Inspector Rs.6500-10500

7.36.29 Introduction of a new senior supervisory grade for Publicity

Inspector has been sought. A demand has been raised for re
designation as Asst. Information Officers- Gr. III, Gr. II & Gr. I.
Library Allowance or Institutional Library Membership has also
been sought. Monetary benefit or compensatory leave in lieu of
working on holidays/nigh shift has been demanded.

Recommendations 7.36.30 Insofar as the issue of parity of pay scale of Publicity

- Public Relation Inspectors (Rs.4500-8000) with Personnel Inspectors (Rs.5000-8000)
Inspectors is concerned, it is seen that employees with five years Group C
service and a graduate degree are eligible for selection to this post.
This means that a person having a graduate degree and five years
service in the scale of Rs.950-1500 can also be appointed directly as
Publicity Inspector in the scale of Rs.4500-7000. A higher jump may
not be justified. The Commission, accordingly, recommends that
Publicity Inspectors may be granted only the corresponding
replacement pay band PB-1 of Rs.4860-20200 along with a grade
pay of Rs.2800. Direct recruitment of graduates takes place at the
level of Senior Publicity Inspectors. Apart from the recruitment
qualifications, the duties attached to the post are also onerous. As
such, a higher scale on par with Assistants/analogous posts is
justified in their case. In any case, Commission has recommended
merger of the scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-
10500. Senior Publicity Inspectors will, therefore, automatically be
placed in the revised pay band PB-2 of Rs.8700-34800 along with
grade pay of Rs.4200 corresponding to the pre-revised pay scale of
Rs.6500-10500. In consonance with the principle adopted that, as
far as possible, Group C cadres in Railways should have the apex
Group C scale of Rs.7450-11500, the next higher post of Chief
Publicity Inspector will stand upgraded to the next higher scale of
Rs.7450-11500 corresponding to the revised pay band PB-2 of
Rs.8700-34800 along with grade pay of Rs.4600

7.36.31 Re-designation as Asst. Information Officers is not

desirable as the designation of Group B/A Officers in Railways
are similar and this re-designation will cause confusion. As far as
monetary benefit or compensatory leave in lieu of working on

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 holidays/night shift is concerned, this would lead to similar
demands from other Supervisory categories that fall under the
classification of ‘excluded’ category. Accordingly, the demand
cannot be conceded. As regards grant of Library Allowance, etc., it
is observed that in the present times, almost all information is
available on the internet. Therefore, Institutional Library
Membership or Library Allowance is not warranted for this
category.

Demands – 7.36.32 The existing cadre structure of Station Masters is as under:-

Station Masters
Assistant Station Masters Rs.4500-7000
Assistant Station Master/ Rs.5000-8000
Station Masters
Station Master Rs.5500-9000
Deputy Station Supdt. Rs.6500-10500
Station Supdt. Rs.7450-11500

7.36.33 Starting pay scale of Rs.6500-10500 has been sought by the

Station Masters. Demands have been made to stop lateral entry from
open market in the scale of Rs.5500-9000 along with redesignation of
Station Masters as Station Manager carrying the classification as
“Continuous”.

7.36.34 Various allowances have also been sought. These

allowances include allowances that are common to all categories.
The common allowances have been discussed separately in Chapter
4.2. Grant of any specific allowance exclusively for this category is
not considered justified.

Recommendations 7.36.35 The Commission received thousands of individual

- Station Masters memoranda from Station Masters seeking initial grade of Rs.6500-
10500. It is observed that the category of Station Masters has inter-
linkages with other categories. Fifteen percent of the posts of Station
Masters are filled up through Limited Departmental Competitive
Examination (LDCE) from Group C & D personnel upto 45 years of
age and possessing a graduate degree from the operating
department and the commercial department. Twenty five percent of
the recruitment is made through general selection from Shunting
Jamadars, Shunting Master, Cabinman Gr. I, Switchman, Senior
Signalers and Senior TNC in scale of Rs.4000-6000 and Levermen Gr.
I, Pointsmen Gr. I, Shuntman Gr. I, Cabinman Gr. II & TNC in scale
of Rs.3050-4590. There is also lateral induction in Rs.5500-9000 with
25% of the posts being filled up by Traffic Apprentices including
50% from open market through Railway Recruitment Boards and
10% from serving (Non-Ministerial) graduates through LDCE.
Giving a higher pay scale to this category will, therefore, upset the

520
 established relativities. No anomaly is also apparent in the existing
pay structure for this category. The Commission is, therefore,
unable to recommend a higher pay scale for this category. In any
case, the posts of Assistant Station Master/Station Master in the
scales of Rs.5000-8000 and Rs.5500-9000 will automatically be placed
in the scale of Rs.6500-10500 on account of rationalization of pay
scales being recommended by the Commission. The posts of
Assistant Station Master and Station Master in the scales of
Rs.5000-8000 and Rs.5500-9000 will, therefore, stand merged.
Consequently, the post of Deputy Station Superintendent and
Station Superintendent shall stand merged in the scale of Rs.7450-
11500 corresponding to the revised pay band PB-2 of Rs.8700-34800
along with grade pay of Rs.4600.

7.36.36 Classification of Station Masters as ‘continuous’ i.e. placing

them in an 8 hours roster is a purely administrative matter that
should be decided by the Railways. Similar is the case relating to
redesignation of the post. Ministry of Railways being the
administrative Ministry will be in a better position to take a decision
regarding redesignation and reclassification, if necessary, of the
post. The Commission, consequently, makes no recommendation
in this regard.

Demands – Traffic 7.36.37 The present cadre of Traffic Controllers is as under:-

Controllers
Section Controller Rs.5500-9000
Deputy Chief Controller Rs.6500-10500
Chief Controller Rs.7450-11500

7.36.38 It has been stated that the job of Traffic Controllers is more
intense than that of Air Traffic Controllers and the cadre has to be
recognized as a special cadre without being treated on par with
clerical cadres especially as the minimum qualification for any post
in this cadre is graduation. Higher grades vis-à-vis other categories
with the same minimum qualification have been demanded. A
special grade for Chief Controller in charge has also been sought.
Stress allowance and Mike Allowance at the rate of 30% and 10% of
basic pay respectively has been demanded. Break down allowance
at actuals has been demanded as they monitor the break down
activities.

Recommendations 7.36.39 The initial entry grade of this category is Rs.5500-9000. Due
- Traffic to merger of scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-
Controllers 10500, the post will get upgraded automatically. Consequently, the
posts of Deputy Chief Controller and Chief Controller shall be
merged in the scale of Rs.7450-11500 corresponding to the revised
pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4600.

521
 7.36.40 Demands in regard to stress allowance, mike allowance,
break down allowance etc. are not tenable as these are part and
parcel of their duties and have already been considered while
allotting the pay structure.

Demands – 7.36.41 The present cadre of Group C & D Shunting Cabin and
Shunting Cabin Station Staff is as under:-
and Station Staff (in Rs.)
Porter/Gateman/Station Yard 2550-3200/
Staff/Commercial Group D 2610-3540

Leverman, Pointsmen/Shuntsman Gr.II, 2650-4000

Gateman Gr.I

Leverman cum Cabinman Gr II, 3050-4590

Pointsman/Shuntsman Gr. I

Cabinman Gr. I, Switchman, Shunting 4000-6000

Jamadar/Shunting Master Gr. II

Shunting Master Gr. I 5000-8000

7.36.42 Upgradation of the posts of Cabinmen Gr. I & Switchmen to

Rs.4500-7000/Rs.5000-8000 has been sought on the ground of the
sensitive and responsible nature of their duties and hard working
conditions. A demand has been made to upgrade Gateman to the
pay scale of Rs.3050-4590.

7.36.43 Re-designation of the posts as Traffic Assistant,

Points/Lever operators and Cabin Manager has been sought.

7.36.44 Hazard Allowance to Pointsmen and Shuntsmen has been

demanded. Shift duty allowance for other categories has also been
sought.

Recommendations 7.36.45 Consequent to the revised pay structure being

- Shunting Cabin recommended by the Commission, all future recruitments would
and Station Staff be in the minimum scale of Rs.2750-4400 corresponding to pay
band PB1 with grade pay of Rs.1800. The existing incumbents will
also be placed in the higher pay band provided they have the
higher qualifications or are suitably retrained. Insofar as
upgradation of Cabinman and Switchman is concerned, it is seen
that these posts have a distinct relativity with the post of Senior
TNC. Shunting Jamadars, Shunting Master Gr. II, Cabinman,
Switchman and TNCs in scale of Rs.4000-6000/Rs.3050-4590 have
avenues of promotion to the category of Station Masters/Yard
Masters, and Guards etc. in scale of Rs.4500-7000. Thus, all these
categories are closely inter-linked. Upgrading any one category

522
 could disturb the entire structure. Accordingly, a higher pay scale
to the post of Cabinman and Switchman is not recommended.
Shunting Master Grade I will, in any case, be placed in Pay Band 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 on account of the
proposed merger of the scales of Rs.5000-8000, Rs.5500-9000 and
Rs.6500-10500. The Commission is not in favour of recommending
a separate Hazard/Risk allowance for any category. In case the job
entails duties of hazardous nature, the administrative ministry
may consider providing adequate insurance cover in consonance
with the general recommendations made elsewhere in this report
for this category as well.

Demands – Loco 7.36.46 The present cadre of Loco Running Staff is as under:-
Running Staff
(in Rs.)
Assistant Loco Pilot (Diesel/Electric) 3050-4590

Loco Pilot (Shunting) II/Senior Assistant Loco 4000-6000

Pilot (Diesel/Electric)

Loco Pilot (Goods) II/Senior Loco Pilot 5000-8000

(Shunting) I

Loco Pilot (Passenger) II /Motorman/Loco 5500-9000

Pilot (Goods) I

Loco Pilot Mail Express, Loco Pilot Passenger I, 6000-9800

Sr Motorman

Asst Loco foreman/Traction Loco 6500-10500

Controller/Driving Inspector/Power
Controller/Loco Inspector/Loco Foreman
‘B’/Fuel Inspector ‘B’

Chief Traction Loco Controller/Chief Power 7450-11500

Controller/Chief Loco Inspector/Loco
Foreman ‘A’/Fuel Inspector ‘A’/Driving
Inspector

7.36.47 Higher pay scales for Loco pilots have been demanded on
the ground of their job profile, responsibilities, physical and mental
efforts and hazards related to job. Loco pilots (mail/express,
passenger I and senior motormen) are in the scale Rs.6000-9800. The
scale of Rs.6500-10500 has been demanded for them. Due to
introduction of Rajdhani/Shatabdi and other super fast trains, a
special grade of Loco pilot (high speed/super fast) has also been
demanded.

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 7.36.48 Upgradation of two grades above the present grade for
Motor men of the Mumbai Suburban Local trains have been sought
on the ground that they work in the most overstressed network in
the world.

7.36.49 An insurance cover of Rs.15 lakh for all Loco running staff
has been demanded. Various allowances like Risk allowance, High
tension allowance, Break down allowance, National Holiday
Allowance, Night duty allowance, etc. have also been sought.

Recommendations 7.36.50 The demand for placement of the categories of Loco Pilot
- Loco Running Mail Express, Loco Pilot Passenger I, Senior Motorman in the scale
of Rs.6500-10500 is no longer justified as the scale of Rs.6000-9800 is
not a regular pay scale and was specifically created for this category
because they were bursting out of the maximum of the earlier pay
scale of Rs.5500-9000. In the revised scheme of running pay bands
and grade pay, no such bursting is possible. Accordingly, the post
should normally have been given only the replacement pay band
and grade pay corresponding to the pre-revised pay scale of
Rs.5500-9000. However, the Commission is recommending merger
of the pre-revised pay scales of Rs.5000-8000, Rs.5500-9000 and
Rs.6500-10500. The post will, therefore, automatically be upgraded.
This would also necessitate upgradation of the higher categories so
as to ensure that feeder and promotion posts do not come to lie in an
identical pay scale. The Commission, accordingly, recommends
the following pay structure for Loco Running Staff:-
(in Rs.)
Corresponding
Recom-
Pay Band &
mended
Designation Grade Pay
pay
Pay Grade
scale
Band Pay
Assistant Loco Pilot 3050-4590 PB-1 1900
(Diesel/Electric)

Loco Pilot (Shunting) II/Senior 4000-6000 PB-1 2400

Assistant Loco Pilot
(Diesel/Electric)

Loco Pilot (Goods) II/Senior 6500-10500 PB-2 4200

Loco Pilot (Shunting) I/ Loco
Pilot (Passenger) II
/Motorman/Loco Pilot (Goods)
I, Loco Pilot Mail Express, Loco
Pilot Passenger I, Sr Motorman

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 Corresponding
Recom-
Pay Band &
mended
Designation Grade Pay
pay
Pay Grade
scale
Band Pay
Asst Loco foreman/Traction 7450-11500 PB-2 4600
Loco Controller/Driving
Inspector/Power
Controller/Loco Inspector/Loco
Foreman ‘B’/Fuel Inspector ‘B’/
Chief Traction Loco
Controller/Chief Power
Controller/Chief Loco
Inspector/Loco Foreman
‘A’/Fuel Inspector ‘A’/Driving
Inspector
On account of more onerous nature of work as well as process of
selection involved, Loco Pilots for passenger trains shall be given
an additional allowance of Rs.500 p.m. Loco Pilot for mail/express
trains will be given this allowance at the rate of Rs.1000 p.m.
Dearness allowance shall be payable on this allowance. The
existing parity with cadre of Guards, for other allowances like
running allowance, may also be retained in respect of this
allowance which is being recommended for the first time.
7.36.51 The demand for providing insurance cover appears
justified and the Ministry should work out a scheme for providing
such insurance cover. The demands for other allowances
specifically for this category are not merited. Consequently, these
demands cannot be conceded.
Demands - Guards 7.36.52 The present cadre of Guards is as under:-

Assistant Guard Rs.3050-4590

Senior Assistant Guard Rs.4000-6000
Goods Guard/Passenger Guard Rs.4500-7000
Senior Goods Guard Rs.5000-8000
Senior Passenger Guard/ Mail Rs.5500-9000
Express Guard

7.36.53 It has been stated that the entry pay scale of Rs.5500-9000
should be prescribed for Guards since graduation has been
prescribed as the entry qualification for this post. It has also been
stated that the duty of guards is arduous and they suffer various
health hazards due to improper sleep, food, mental and physical
strain and risk apart from being deprived of family life. A new,
higher post of Guard Counselor in the scale Rs.6500-10500 has been
demanded.

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Recommendations 7.36.54 Entry scale in Railways for other posts carrying minimum
- Guards qualification of a graduate degree is generally Rs.4500-7000. Higher
scale of Rs.5500-9000 may not, therefore, be granted to Guards on
this count. In the revised pay structure being recommended by the
Commission, the post of Mail Express Guard will be placed in the
scale of Rs.6500-10500. Accordingly, there is no need to introduce
an apex post of Guard Counselor in the scale of Rs.6500-10500. On
account of the proposed merger of the scales of Rs.5000-8000,
Rs.5500-9000 and Rs.6500-10500, the posts of Senior Goods Guard/
Senior Passenger Guard/ Mail Express Guard shall come to lie in
an identical pay band and grade pay. These posts should,
therefore, be merged.

Demands – Group 7.36.55 The present cadre of Group D technical staff is as under:-
D technical Staff
Entry scale Rs.2550-3200
Middle scale Rs.2610-3540
Apex scale Rs.2650-4000

7.36.56 It has been stated that Group D technical staff undertake

risk and work in polluted and unhygienic environment. They
perform very hard physical labour and other work which normally
other persons may not like to do even if higher payment is offered. It
has been stated that Trackmen and even sweepers/saifaiwalas
perform jobs of arduous nature. Earlier, Khalasis/Khalasis helpers
in the diesel/electric/EMU sheds were recruited with ITI
qualification and given the scale of Rs.3050-4590. Later the
qualification for this post was brought down to 8th pass and the scale
was also reduced. It has been demanded that the qualification of
matriculation/ITI diploma should be restored and all Group D
Technical staff should be placed in scale Rs.3050-4590. In the
alternative, one single grade for all group D employees has been
demanded with the provision that they be promoted to Group C
after 12 years of service with 40% of initial posts in Group C being
reserved to be filled by promotion of Group D staff.

7.36.57 Hazardous duty allowance/risk allowance to the staff

working in diesel and electric loco sheds, track maintenance, open
lines depots and yards, paint shops, forge and smith shops,
electroplating shops in workshops and production units at the rate
of Rs.1500 per month has been demanded. Additionally, risk
allowance at the rate of 20% of basic pay has been demanded.

Recommendations 7.36.58 Elsewhere in the Report, the Commission has recommended

- Group D upgradation of all existing Group D posts after suitable retraining
technical Staff and multi-skilling with no further recruitment being made in the

526
 grade. This recommendation, which is in consonance with the
observations made in the Ansari Committee Report referred to in
Chapter 3.7, shall apply to all Group D posts in Ministry of
Railways. Consequently, all future recruitments in Railways will
be made at least in the scale of Rs.2750-4400 carrying minimum
qualifications of Matric or ITI. This will also meet the demands
projected before the Commission which invariably stated that all
technical jobs even in Group D required a certain degree of skill.
The existing employees, not possessing these minimum
qualifications, will initially be placed only in the corresponding
revised pay scale and would need to undergo proper training
before being extended the higher Group C pay band.

7.36.59 For categories whose job profile is considered to carry

continuous risk inherent in the prescribed duties, the
administrative Ministry should grant a proper insurance cover as
per the general recommendations made by the Commission on
this subject.

Demands - 7.36.60 The present cadre of Technicians is as under:-

Technicians
Skilled Artisan Gr III Rs.3050-4590
Skilled Gr II Rs.4000-6000
Skilled Gr I Rs.4500-7000
Master Craftsmen Rs.5000-8000

ESM (Electrical Signal Maintainers)

ESM Gr III Rs.3050-4590

ESM Gr II Rs.4000-6000
ESM Gr I Rs.4500-7000

MSM (Mechanical Signal Maintainers)

MSM Gr. III Rs.3050-4590

MSM Gr. II Rs.4000-6000
MSM Gr. I Rs.4500-7000

TCM/WM (Telecommunication Maintainer/Wireless Maintainer)

TCM/WM Gr III Rs.3050-4590

TCM/WM Gr III Rs.4000-6000
Maintainer Gr I Rs.4500-7000

7.36.61 It has been stated that technical staff with more rigorous
duties are promoted to the scale Rs.4000-6000 whereas clerks are
promoted to scale Rs.4500-7000. In the clerical cadre, there is only
one scale between scale Rs.3050-4590 and Rs.5000-8000 whereas in

527
the technician’s cadre there are two scales which further slow down
their promotions to the scale Rs.5000-8000. It has, accordingly, been
demanded that the pay scale of Rs.4000-6000 may be removed from
the hierarchical structure of this grade.

7.36.62 A contention has been made that technical staff work for 6
days a week consisting of 44 hours of duty and have only 12
gazetted holidays. They work in the open and are posted to small
towns and remote areas with inadequate facilities. Accordingly, 25%
higher pay has been demanded in their case.

7.36.63 Technicians have promotional avenues only upto Master

Craftsmen (MCM) in the scale of Rs.5000-8000. Only 15% of
technicians are able to reach Junior Engineer (JE) grade while
ministerial staff have avenue upto the grade of Rs.7450-11500. It has,
accordingly, been demanded that cadres of technicians and JEs may
be merged.

7.36.64 A new higher grade of Head Technicians/Senior MCM

above the scale of Rs.5000-8000 has also been demanded.

7.36.65 Merger of various categories has been demanded with a

view to open up the promotional channels and to ensure a better
pay scale for some categories.

7.36.66 Hazardous and Risk duty allowance to all artisans staff has
been demanded. All technicians who work with tools and with oil
and lubricants are sought to be given risk allowance. Hazardous
duty allowance/risk allowance to staff working in diesel and electric
loco shed, track maintenance, open lines depots and yards, paint
shops, forge and smith shops, electroplating shops in workshops
and production units at the rate of Rs.1500 per month has been
demanded.

7.36.67 It has been stated that Electrical traction staff have to work
under high voltage continuously and are exposed to electromagnetic
radiation, power lines, overhead equipment which leads to work
related diseases. It has been demanded that they should be paid
Occupational Risk Allowance with periodical health monitoring and
risk insurance scheme. On the ground that train lighting staff is
exposed to electrical shock, which leads to health disorders, risk
allowance at the rate of 20% of basic pay has been demanded in their
case.

7.36.68 Allowances like technical magazine allowance, uniform and

washing allowance along with uniform and protective garments
have also been demanded for artisan staff.

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 7.36.69 Demand has been made for introduction of 40 hours week
in workshops sheds and open lines and to bring employees working
there under the provisions of Factories Act.

Analysis – 7.36.70 Technicians are aggrieved that although they have the
demands of equivalent qualification and initial pay scale as that of clerical staff,
Technicians they have to work 6 days a week, have longer working hours,
unhygienic working conditions and face greater risk. Their next
grade is Rs.4000-6000 as against clerical staff whose next grade is
Rs.4500-7000 and their avenue of promotion terminates in the scale
of Rs.5000-8000 while the clerical category can go up Rs.7450-11500.
The Fifth CPC had considered the demand of the Federations for
merger of the two highly skilled grades and had recommended a
single upgraded scale but later the two scales in highly skilled were
restored. The grade of MCM was upgraded to the scale of Rs.5000-
8000.

Recommendations 7.36.71 The Commission has separately considered the category of

- Technicians artisan staff as one of the common categories. The
recommendations made therein shall equally apply to artisan staff
in Ministry of Railways. No separate recommendations are,
therefore, being made regarding pay structure of these categories
in this chapter. Insofar as grant of risk allowance/hazardous
allowance etc. is concerned, the administrative Ministry may
extend proper insurance cover to the categories whose job profile
is considered to carry continuous risk inherent in the prescribed
duties. In consonance with the uniform policy, a separate risk
allowance can not be extended to any of the categories of
Government employees.

Demands – 7.36.72 The present cadre of Technical Supervisors is as under:-

Technical
Supervisors JE II ( P. Way), (Works), (Bridges), (Track Rs.5000-8000
machine), JE II (Mechanical),
JE II (Electrical), JE II (Signal), (Tele)
JE I Rs.5500-9000
Section Engineers Rs.6500-10500
Senior Section Engineers Rs.7450-11500
Draughtsmen –Civil, Mechanical,
Electrical and S&T
JE Gr. II (Dr) Rs.5000-8000
JE Gr. I (Dr) Rs.5500-9000
SE (Dr) Rs.6500-10500
SSE (Dr) Rs.7450-11500

7.36.73 Demand has been made that Section Engineers and Senior
Section Engineers including C&M staff should be classified as
Group B gazetted as in MES and CPWD.

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 7.36.74 Non-practicing allowance at the rate of 10% of pay has been
demanded.

7.36.75 It has been stated that a master scale as in State

Governments of Punjab and Kerala to avoid stagnation may be
introduced. Longer pay scales with lesser over lapping and
continuation of the last increment in the grade till next
promotion/retirement has been demanded.

7.36.76 Entry grade of Rs.6500-10500 to JEs at par with excise

inspectors, loco inspectors, traffic supervisors etc. has been
demanded. It is stated that the existing 4 grade structure may be
abolished and merged into two grades. Time bound promotions
upto JA grade on the pattern of other central Government
departments like CPWD, MES and P&T has been proposed.

Recommendations 7.36.77 The Fifth CPC had recommended an assured career

- Technical progression scheme (ACPS) for all Government employees which
Supervisors were implemented with some modifications in respect of the
employees belonging to Groups B, C & D. This scheme also exists in
the Ministry of Railways. The Commission has separately
recommended certain modifications in the scheme to improve it
further. The modified ACPS will also apply in Ministry of Railways.
It is not possible to extend the scheme of time bound promotions
and cadre structure similar to that existing in CPWD in the Ministry
of Railways as this will disturb the entire functional structure of
Railways and will also upset many of the existing relativities.
Diploma Holders in Engineering have been given a higher grade at
entry (Rs.5000-8000) as compared to Graduates in the Clerical
category i.e. Senior Clerk in scale Rs.4500-7000. No further
upgradation is, therefore, warranted. Introduction of running pay
bands will, in any case, ease existing levels of stagnation. In any
case, Commission has recommended merger of the scales of Rs.5000-
8000, Rs.5500-9000 and Rs.6500-10500. This will necessitate some
restructuring in the existing cadre along with merger of some
posts which are functionally similar. The Commission,
accordingly, recommends the following revised structure for the
cadre of Technical Supervisors:-

530
 (in Rs.)
Corresponding
Recommend- Pay Band &
Designation ed pay Grade Pay
scale Pay Grade
Band Pay
JE II ( P. Way), (Works), 5000-8000# PB-2 4200
(Bridges), (Track machine),
JE II (Mechanical),
JE II (Electrical), JE II (Signal),
(Tele)
Junior Engineer I 5500-9000# PB-2 4200
Section Engineers 7450-11500 PB-2 4600
Senior Section Engineers 7450-11500 PB-2 4600

# Posts shall be placed in the grade pay attached to the pre-revised

pay scale of Rs.6500-10500 on account of restructuring of pay
scales

Draughtsmen –Civil, Mechanical, Electrical and S&T

Junior Engineer Gr. II (Dr) 5000-8000# PB-2 4200

Junior Engineer Gr. I (Dr) 5500-9000# PB-2 4200

Section Engineer (Dr) 7450-11500 PB-2 4600
Senior Section Engineer (Dr) 7450-11500 PB-2 4600

# Posts shall be placed in the grade pay attached to the pre-

revised pay scale of Rs.6500-10500 on account of restructuring
of pay scales

Demands – 7.36.78 The present cadre of Trackmen and other P.Way categories
Trackmen and is as under:-
other Permanent
Way categories Trackman (Gangman) Rs.2610-3540
Gateman/Trolleyman Rs.2610-3540
Senior Trackman/ Rs.2650-4000
Gateman/Trolleyman
Head Trackman/Keyman Rs.2750-4400
Gangmate (also called P.Waymate) Rs.3050-4590
Senior P.Way Supervisor Rs.5000-8000

7.36.79 It has been demanded that Trackmen should be paid at least

30% more than Khalasis because of the higher duties being
discharged by them.

531
 7.36.80 Hard duty allowance and risk allowance at the rate of 30%
of the pay has been demanded for various posts between Trackmen
to Senior Section Engineer and Gate Operators.

7.36.81 A new higher grade of Master Trackmen above that of Head

Trackmen (scale: Rs.2750-4400) has been demanded. It has been
stated that Trackmen should be placed in the skilled grade of
Rs.3050-4590 to the extent of 50% of the total strength and re-
designated as Master Trackmen.

7.36.82 Upgradation of pay scale of Gangmates to Rs.4000-6000 has

been demanded along with introduction of a new grade of Senior
Gangmate in the scale of Rs.4500-7000.

7.36.83 Continuous hazardous allowance for various categories like

Trackmen and Keymen has been demanded. Special allowances for
Gatemen maintaining level crossing gates, trackmen, blacksmith,
fitter and welder of Civil Engineering Department and suburban
P.Way staff have been demanded. Demands have been made for
allowing voluntary retirement after 20 years service with full
benefits for these categories.

Recommendations 7.36.84 Consequent to the revised pay structure being

- Trackmen and recommended, the posts of Trackman (Gangman);
other P.Way Gateman/Trolleyman; Senior Trackman/Gateman/ Trolleyman;
categories and Head Trackman /Keyman will come to lie in an identical pay
scale of Rs.2750-4400 corresponding to the revised pay band PB-1
of Rs.4860-20200 along with grade pay of Rs.1800. Ministry of
Railways should, therefore, merge these posts in one single
category with all future recruitments being made in the scale of
Rs.2750-4400 corresponding to the revised pay band PB-1 of
Rs.4860-20200 along with grade pay of Rs.1800. Insofar as other
upgradations are concerned, it is observed that no apparent
anomaly exists in the existing structure. The Commission is
unable to recommend a higher pay scale for any of these
categories.

7.36.85 As regards the issue of Special pay, Hard duty allowance

etc., it is seen that Trackmen were given a higher grade at entry in
view of their difficult working conditions. Their pay scale will be
further increased in the revised pay structure being recommended
by the Commission. Consequently, special pay /other similar
allowances/benefits for this category are not warranted. This
holds equally true in respect of the Gangmen working in
suburban sections.

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Demands – Track 7.36.86 The present cadre of Track Machine Staff is as under:-
Machine Staff
Track Machine Khalasi (Pay scales same as that of
Khalasis of other
wings/departments)

Track Machine Maintainers (Pay scales same as that of

Technicians of other
wings/departments)

Their promotional avenues are on par with those available to the

other cadres of Khalasis/technicians.

7.36.87 Running allowance on par with running staff has been

demanded. Additionally, hard duty allowance at the rate of 12.5%
of basic pay has been demanded on the ground that their working
and living conditions are extremely hard, unhygienic and lack basic
amenities. Higher insurance, pollution allowance at the rate of 15%
of basic pay and risk allowance at the rate of 25% of basic pay has
also been demanded along with family separation allowance at the
rate of 50% of basic pay.

Recommendations 7.36.88 The rationale for grant of running allowance is not

- Track Machine applicable to this category as they are not involved in ‘moving
Staff trains’. Other allowances are also not justified as the element of
hard duty, separation from family etc. is already included in the
pay scales devised for this category. No further benefit is,
therefore, necessary for this category. In case the duties involved
include an inherent and persistent element of risk or hazard,
Ministry of Railways may extend proper insurance cover for this
category in consonance with the general recommendations being
made by this Commission elsewhere in the Report.

Demands – 7.36.89 Cadre of Chemists and Metallurgists have demanded that in

Chemist and view of the hazardous nature of work, they should be paid
Metallurgists hazardous allowance at the rate of 25% of pay. Change in
designation of the post of C&MA Gr.II as JE (C&M), SE (C&M) etc.
has also been demanded.

Recommendations 7.36.91 It is observed that Chemists and Metallurgists were given

- Chemist and parity with the Subordinate Engineering Cadres. The Commission,
Metallurgists however, is of the view that issues relating to change of designations
etc. are best decided by the administrative Ministry keeping in view
the functional exigencies. In any case, Commission has
recommended merger of the scales of Rs.5000-8000, Rs.5500-9000
and Rs.6500-10500. Due to this, the posts of Chemical and

533
 Metallurgical Assistant (C&MA) Gr. II (JCMA), C&MA Gr. I
(CMA) and Lab Superintendent shall automatically be placed in
Pay Band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4200
corresponding to the pre-revised pay scale of Rs.6500-10500.
Consequently, the post of Lab Superintendent should be
upgraded and merged with the next higher post of Superintendent
(X-Ray /Spectrograph/ Industrial Engineering). The posts of
Chemical and Metallurgical Assistant (C&MA) Gr. II (JCMA and
C&MA Gr. I (CMA) will stand merged. Insofar as grant of
hazardous allowance is concerned, it is seen that handling chemicals
etc. is a part of the job of Chemists and Metallurgists. The element of
hazard involved in such duties is already included in the pay scale
attached to this category. As such, a separate allowance on this
account is not justified.

Time Keeping Staff 7.36.92 The existing cadre of Time Keeping Staff includes the posts
of Chief Time Keeper in the scale of Rs.5500-9000 and
Superintendent (Time Keeping) in the scale of Rs.6500-10500. Chief
Time Keeper forms a feeder cadre for promotion to the post of
Superintendent (Time Keeping). Consequent to the rationalization
of the pay scales, these posts will come to lie in an identical scale.
Consequently a higher pay scale would need to be extended to the
post of Superintendent (Time Keeping). The Commission,
accordingly, recommends the scale of Rs.7450-11500 corresponding
to the revised pay band PB-2 of Rs.8700-34800 along with a grade
pay of Rs.4600 for the post of Superintendent (Time Keeping).

Teaching Staff in 7.36.93 Railways runs residential school called Oak Grove School at
Oak Grove School Jharipani, Mussoorie. The teaching cadre in the school comprises
Assistant Mistresses who are on par with Primary School Teachers,
TGTs and PGTs. The Commission has made recommendations for
various grades of Teachers in the Chapter on Common Categories.
These recommendations will equally apply to the Teachers in Oak
Grove School with the Assistant Mistresses being equated to
Primary School Teachers. This relativity should be maintained in
future as well. Elsewhere, the Commission has recommended a
special allowance of 10% for Military Schools on account of special
functions that need to be performed by Teachers/other residential
staff working in the residential schools. Teachers and other
residential staff in Oak Grove School are also similarly placed.
Accordingly, a special allowance is recommended for
Teachers/other residential staff in Oak Grove School. The
allowance shall be payable at the rate of 10% of pay band and
grade pay as recommended in the case of Military Schools.

Railway 7.36.94 Railway Protection Force (RPF) functions under the

Protection Forc Ministry of Railways as an armed force of the Union to protect
(RPF) railway property including the various major production units.

534
 Their duties also include escorting of trains, escorting cash,
patrolling the tracks and yards, etc. The existing structure of RPF is
on par with that existing in other Central Para Military Forces. The
Force is headed by a Director General in the scale of Rs.26000
(fixed). Elsewhere in the Report, the Commission has
recommended higher pay scales for Constable, Head Constables
and Assistant Sub-Inspector in CPMFs. A similar dispensation
would need to be extended in RPF as well. The Commission,
accordingly, recommends that pay scales of the posts of
Constable, Head Constable and Assistant Sub Inspector in RPF
may be placed in the respective pay scales of Rs.3200-4900;
Rs.4000-6000 and Rs.4500-7000 corresponding to the revised pay
band respectively on par with pay scales being recommended for
similar posts in other CPMFs. In Chapter 7.19, the Commission
has recommended certain measures for improving the
promotional prospects for direct recruits in various CPMFs. A
similar dispensation would need to be extended in respect of
personnel of RPF. The Commission, accordingly, recommends
that all posts up to the rank of DIG in RPF should, henceforth, be
filled by promotion from amongst the officers belonging to this
cadre. Fifty percent of the posts in the grade of IG/equivalent and
above should be allowed to be filled on deputation with the
remaining posts being filled on promotion of the eligible officers.
The personnel and officers in RPF should also be paid uniform
grant and kit maintenance allowance on par with what has been
recommended for similar ranks/officers in other CPMFs.

Demands – 7.36.95 Demands relating to pay scales and allowances for various
Common common category posts relating to following cadres in Ministry of
categories Railways have been made:-

• Telephone Operators & Cipher Operators

• Cashiers, Shroffs and Finger Print Examiner of Accounts
Department
• EDP Staff
• Ministerial Staff
• Teachers
• Typists and Stenographers
• Rajbhasha Staff
• Canteen Staff
• Para Medical staff

Recommendations 7.36.96 All these common categories have been covered by the
– Common Commission elsewhere in the Report. The recommendations
categories made therein shall apply in respect of the common category posts
in Ministry of Railways as well. No separate recommendations
have, accordingly, been made here for these categories.

535
Recommendations 7.36.97 In Railways, certain allowances like Night Duty Allowance,
– allowances Running Allowance, etc. are computed on the basis of pay scales
presently given attached to various posts. In the revised structure, pay scales for
with reference to specific posts will cease to have any meaning. A revised formula for
the pay attached computing these allowances would, therefore, need to be evolved.
with the post One way to do this is to include this element in PRIS. In case, this is
not immediately possible, the Railways may pay these allowances
with reference to the minimum of pay in the pay band concerned
along with the grade pay attached to the post. In the alternative,
Railways may evolve some other suitable formula. This will be all
the more appropriate because the Commission is recommending
corporatisation of Railways as a Central Public Sector Enterprise.

Use of 7.36.98 Presently, officers in Junior Administrative and higher

Government grades in Railways can employ any person of their choice in their
employees as residence as a casual laborer/temporary worker whose services are
residential help. subsequently regularized as a Railway employee. During the course
of discussions with Ministry of Railways, it was brought to the
notice of the Commission that officers in the Junior Administrative
and higher grades in Railways are allowed this facility. Under this
facility, the officers can employ any person of their choice in their
residence as a casual laborer/temporary worker whose services are
subsequently regularized as a Railway employee. The Commission
is of the view that in the present scenario, employment of
Government employees or paying cash in lieu thereof for working in
the residences is totally unjustified and a vestige of our colonial past.
Elsewhere in the Report, the Commission has recommended
cessation of similar practice in CPMFs/Police Forces. With all future
recruitment in the Government being made only in Group C and
higher grades with higher qualifications, misuse of such trained and
qualified work force in the individual residences in any form would
not only be totally unjustified but will also affect the morale of the
work force. The Commission recommends that use of
Government employees for attachment with specific officers as
residential help, in whatever guise, should be stopped
immediately. In case any post in Railways needs to be provided
some residential help on account of the specific duties attached to
it, such a post should be specifically identified and sanction for
using residential help for officers appointed to the post should be
obtained from the Ministry of Finance. Posts so sanctioned by
Ministry of Finance should be filled only on contractual basis.
No regular/temporary employee or casual laborer of the
Government should be used for this purpose and, in case, any
officer is found to be using any Government employee for this
purpose, the salary payable to the Government employee should
be recovered from the officer immediately. This will be over and
above any other departmental action which the rules may allow.

536
Corporatisation of 7.36.99 Indian Railways is not only the largest Ministry in the
Railways Central Government but also a commercial department which has
been running as a remarkably successful financial enterprise. In the
recent years, Indian Railways has continuously shown a surplus
which exceeded Rs.8000 crore (net revenue receipts in 2005-06).

7.36.100 Various Railway Federations have demanded a special

dispensation for Railway employees keeping in view the
profitability of their organisation. The demand is not without
substance especially as employees have to be rewarded for efficient
performance of the entire organisation that has yielded continuous
profits without resorting to any substantial increase in the
passenger/freight fares in the recent years. A separate dispensation
in terms of pay scales and allowances is not, however, possible, as
long as the organisation continues to be a Ministry in the Central
Government because it will then need to be governed by the
common pay scales and allowances for the entire Central
Government. In such a scenario, the optimal solution would be
corporatisation of Indian Railways as a Public Sector Enterprise.
This would allow the Railways flexibility in determining its own
compensation package.

7.36.101 Corporatisation of Indian Railway is not a new concept.

Many earlier Reports like the World Bank Report of 1995 suggested
Rail reforms through unbundling of disparate service and
equipment providers into coherent focused corporate entities
whether in the public or in private domain. Recommendations
contained in Rakesh Mohan Committee Report are also relevant in
this context. The various relevant recommendations contained in the
Report stipulate:-

• Indian Railways must eventually be corporatised into the

Indian Railways Corporation (IRC).

• Indian Railway Corporation will be responsible for

managing Railways assets and resources to best meet the
objectives of the owner. It will be an independent
coporatised, customer focused and financially viable
railway, run along commercial principles and subject to
generally accepted corporate accounting principles and
reporting.

As per Rakesh Mohan Report, eventual corporatisation of Indian

Railways has to be the final goal for converting Indian Railways into
an outward looking, business oriented and customer driven
institution. The Report also mentions that privatization of Indian
Railways is not a viable option.

537
7.36.102 The recommendations of Rakesh Mohan Committee
are justified. While privatization of Railways cannot be an option
as Railways is and will continue to be a public utility service
providing crucial infrastructure support for balanced economic
growth of the country, corporatisation of Railways as a Central
Government PSE is a viable option that will not only allow better
use of Railway assets along with higher quality of service and
greater emphasis on profitability but also be able to compensate
the Railway employees adequately for the increased profits that
they are able to bring for the organisation. In fact, Railways has
taken considerable steps and divested many of their manufacturing
activities. Railways have already corporatised many of their
operations through IRCTC. The Railways had, in the past,
introduced Build-Own-Lease-Transfer scheme in order to attract
private finance in Railway projects on leasing terms. An Own Your
Wagon Scheme was also initiated. Catering in trains has already
been outsourced to private contractors. Maintenance of many
railway stations and colonies also stands privatized. In the budget
speech for 2007-08, the Railway Minister had announced a multi-
source approach for financing railway operations based on public-
private partnership and market borrowing. In the speech, the
Minister had referred to the fact that leasing out, catering and parcel
services had reduced their catering and parcel losses by more than
Rs.1000 crore. The Railways have awarded licenses to private
parties for running container trains and as per the Railway Minister
this was likely to attract investments of thousands of crores in
wagons and construction of terminals over the next few years. The
Railways is already exploring many other public private partnership
options with the aim of modernizing Metro and Mini-Metro
stations, constructing multi-model logistic parks, warehouses and
budget hotels along with expansion of network and increase in
production capacity. All these initiatives of Ministry of Railways
will get an impetus once it is converted into a PSE.

7.36.103 The only argument that can be used against corporatisation

is that it may lead the Railways to go for profitability as its primary
object without catering to the benefit of the general public. Another
negative point of such corporatisation usually projected is that in
times of national emergency like external aggression etc. the
Government may no longer be assured of full cooperation from
Railways in case it is corporatised. There is not much substance in
these arguments because even as a public sector undertaking, the
railways would still belong to the public domain with the only
difference that the Government then would need to provide
upfront compensation to Railways for any social project taken up
by Railways in advancement of Governmental policies.
Corporatisation would raise the productivity of services provided

538
by the Railways as it would then be relatively free from
governmental control. The Workers, Managers and Executives in
Railway organization would then be free to raise the productivity
of their organisation and participate in its increased profitability.
These also are broadly the views of Rakesh Mohan Committee. The
Commission, accordingly, recommends that corporatisation of
Railways as a Central Public Sector Enterprise should be
considered in right earnest by the Government. This will not only
benefit the employees in Railways but also the common citizens as
increased productivity of Railways will ensure better services to the
common citizen.

539
 Chapter 7.37
Ministry of Rural Development

Introduction 7.37.1 Ministry of Rural Development was earlier designated as

Ministry of Rural Areas and Employment. It is responsible for
development of rural areas in a coordinated manner through a
wide spectrum of programmes aimed at poverty alleviation,
employment generation, infrastructure development and social
security. This Ministry’s main objective is to alleviate rural poverty
and ensure improved quality of life for the rural population
especially those below the poverty line.

Organizational 7.37.2 Number of posts in various grades in the Ministry is as

structure under:-

Group Sanctioned Strength In Position

A 140 115
B 305 242
C 247 177
D 148 145
Total 840 679

7.37.3 The Ministry comprises three Departments viz.:-

1. Department of Rural Development - The Department of

Rural Development is concerned with implementation of schemes
for generation of self employment and wage employment,
provision of housing and minor irrigation assets to rural poor,
rural roads and social assistance to the destitute. The major
programmes of the Department of Rural Development are
National Rural Employment Guarantee Scheme, Pradhan Mantri
Gram Sadak Yojana, (PMGSY), Rural Housing (RH), Sampoorna
Gramin Rozgar Yojana (SGRY), Indira Awas Yojana, and
Swaranjayanti Gram Swarozgar Yojana (SGSY).

2. Department of Land Resources - Department of Land

Resources implements schemes for developing wastelands, desert
areas and drought prone areas. Department also provides the

540
 support services and other quality inputs such as land reforms,
betterment of revenue system and land records. The major
programmes of the Department of Land Resources are Drought
Prone Area Programme (DPAP); the Desert Development
Programme (DDP); the Integrated Wasteland Development
Programme (IWDP); and Land Reforms (LR).

3. Department of Drinking Water Supply - This Department

is concerned with providing supply of drinking water and
sanitation facilities to the rural poor. The major programmes of the
Drinking Water Supply Department are the Swajaldhara; the
Accelerated Rural Water Supply Programme (ARWSP); and the
Total Sanitation Programme (TSP).

Accountants 7.37.3 Higher pay scales have been demanded for the post of
Accountants that is presently in the pay scale of Rs.5500-9000. The
post will automatically be placed in the revised pay band PB-2 of
Rs.8700-34800 along with a grade pay of Rs.4200 that corresponds
to the pre-revised pay scale of Rs.6500-10500 on account of the
restructuring of the pay scales being recommended by the
Commission. No separate recommendation is, therefore,
necessary for this post. This also holds good for the post of Data
Processing Assistant Group A which too is in the scale of
Rs.5500-9000 and shall come to lie in the same running pay band
and grade pay.

541
 Chapter 7.38
Ministry of Science and Technology

Introduction 7.38.1 The Ministry of Science and Technology comprises three

departments, namely:-

1. Department of Science & Technology- This Department

is concerned with activities for promoting high end basic
research and development of cutting edge technologies
and servicing the technological requirements of the
common man through development of appropriate skills
and technologies. It is also concerned with formulation of
policy statements and guidelines on science and
technology; and coordination of activities of various
institutions in different areas of science and technology.

2. Department of Scientific and Industrial Research (DSIR)

- This Department is concerned with activities relating to
indigenous technology promotion, development,
utilization and transfer.

3. Department of Biotechnology - This Department is

concerned with promotion and development of
biotechnology in the country. The Department is being
advised by two apex level committees viz. the Scientific
Advisory Committee (SAC-DBT) and Standing Advisory
Committee (overseas) SAC-O. These Committees review
the ongoing programmes and suggest new and emerging
areas that could be supported.

Organizational 7.38.2 Number of posts in various grades in the Ministry is as

structure under:-

Group Sanctioned Strength In Position

A 717 514
B 1139 990
C 7238 4784
D 5892 3991
Total 14986 10279

542
Various posts in 7.38.3 Officers working in National Atlas and Thematic Mapping
National Atlas Organisation have demanded upgradation of various pay scales. It
and Thematic is observed that no anomaly exists in the extant pay scales attached
Mapping to these posts. Consequently, higher pay scales specifically to
Organisation these posts cannot be recommended. Proposals have also been
received from this organisation for introduction of an integrated
pay scale for all the gazetted posts. The Commission has
recommended group-wise running pay bands. Integrated pay
scale is inherent in the revised scheme of pay bands being
recommended. Demands have also been made for extending
Assured Career Progression Scheme for Group A officers as
recommended by the last Pay Commission. The Commission has
recommended a Modified Assured Career Progression which
shall also be extended to the Group A officers.

543
 Chapter 7.39
Ministry of Shipping,
Road Transport & Highways

Introduction 7.39.1 Ministry of Shipping, Road Transport & Highways

comprises two Departments viz. Department of Shipping and
Department of Road Transport & Highways.

Organizational 7.39.2 Number of posts in various grades in the Ministry is as

structure under:-

Group Sanctioned Strength In Position

A 519 397
B 695 560
C 2095 1589
D 1295 1009
Total 4604 3555

Department of 7.39.3 Department of Shipping has been entrusted with the

Shipping responsibility of formulating policies and programmes on subjects
relating to shipping and their implementation. The Department
encompasses all shipping and ports sectors including shipbuilding
and ship-repair, major ports, national waterways, and inland water
transport. The Department is headed by Secretary (Shipping) who
is assisted by Joint Secretary (Shipping), Joint Secretary (Ports),
Development Adviser (Ports), Chief Controller of Chartering and
other officers at the level of Directors, Deputy Secretaries, Under
Secretaries and other Secretariat/Technical Officers. The Finance
Wing is headed by a Financial Adviser who assists in formulating
and processing all policies and other proposals having financial
implications. It has four attached/subordinate offices namely,
Directorate General of Shipping, Mumbai; Andaman &
Lakshadweep Harbour Works, Port Blair; Directorate General of
Lighthouses & Lightships, New Delhi and Minor Ports Survey
Organisation, Mumbai.

Department of 7.39.4 Department of Road Transport and Highways looks after

Road Transport the issues relating to construction and maintenance of National
and Highways Highways (NH), administration of Motor Vehicles Act and Central

544
 Motor Vehicles Rules; formulation of broad policies on road
transport; environmental issues; automotive norms; etc. The
ministry is headed by a Secretary who is assisted by a Joint
Secretary, a Director General and an Advisor. The Financial
Adviser for Department of Shipping also looks after the Finance
Wing of this Department. Border Roads Organisation (BRO) is an
attached office of this Department.

Border Roads 7.39.5 The Border Roads Organisation (BRO) is a road

Organisation construction executive force, integral to and in support of the
Army. It started operations in 1960. The BRO was brought into
being to construct and maintain roads in the border areas,
classified as General Staff (GS) roads that are developed and
maintained with the funds provided by the Border Roads
Development Board (BRDB), through the Department of Road
Transport and Highways. Besides GS roads, BRO also executes
Agency Works, which are entrusted to it by other Central
Government ministries and departments. The funds for border
road development are also channelised through the Ministry of
Surface Transport to the Border Roads Organisation.

General Reserve 7.39.6 General Reserve Engineer Force (GREF) is the force created
Engineer Force to execute the various road construction programmes under BRO.
(GREF) The force comprises personnel recruited directly as well as
deputationists from the civilian departments and Defence Forces.
Members of GREF are governed by CCS Conduct Rules and are
also subject to certain provisions of Army Act, 1950 and Army
Rules, 1954. The members of GREF are governed by CCS rules but
allowances applicable to other Central Government Departments
are not automatically extended to them. The force has neither the
benefits of pay structure and allowances applicable to civilians nor
those applicable to Defence Forces. The disciplinary matters are
dealt under two sets of rules- Army Act, 1950 and CCS (CCA)
Rules, 1965. It is open to the disciplinary authority to proceed
under either set of rules which is confusing and there is a strong
possibility of misuse. Further a GREF Chief Engineer can not
exercise disciplinary powers over any Army person. This hampers
efficient functioning. For proper administration and to clear any
ambiguity over status, framing of the GREF rules is essential.
The Commission, therefore, recommends that separate rules to
regulate service conditions of GREF personnel may be
formulated by the Government at the earliest. The Commission
is not recommending Defence Forces status for GREF personnel
as it has repercussions on applicability of Article 311 of the
Constitution which does not apply to persons in defence service
but affords protection against dismissal, removal or reduction in
ranks of persons employed in civil capacities under the
Government.

545
 Department of Shipping
Chief 7.39.7 In the Development Wing of Department of Shipping, post
Draughtsman & of Chief Draughtsman exists in the scale of Rs.6500-10500. This
Assistant Director post is a common category post and the recommendations made
by the Commission for this post in the Chapter on Common
Categories will squarely apply in its case as well.

Island Special 7.39.8 Island Special Duty Allowance has been demanded for
Duty Allowance personnel working in Directorate General of Lighthouses and
Lightships, Port Blair. It has been mentioned that the allowance
was being given earlier but was stopped in 2000 on the ground that
the employees did not have an all India transfer liability. The
Commission has considered this issue in Chapter 4.2 of the Report.
Recommendations made therein will also be extended in this case.

Technician 7.39.9 Post of Technician (General) presently exists in the pay

(General) scale of Rs.4500-7000. A higher pay scale has been sought for this
post on the ground that the minimum qualifications prescribed for
the post include diploma in Engineering. It is, however, observed
that the extant RRs for the post of Technician (General) do not
prescribe this minimum qualification. The post, therefore, cannot
be upgraded and shall be extended only the replacement pay
band and grade pay.

LDCs in 7.39.10 LDCs in Directorate General of Lighthouses and

Directorate Lightships have demanded the higher pay scale of Rs.4000-6000 on
General of par with Tax Assistants in Central Board of Direct Taxes. No
Lighthouses and relativity can be established between these posts. The post of LDC
Lightships is a common category post and a special dispensation to this post
cannot be given only in one department. Only the corresponding
revised pay band and grade pay shall be extended to this post.

Technicians in the 7.39.11 Technicians in the Directorate General of Lighthouses and

Directorate Lightships have demanded sea allowance on par with other staff.
General of This allowance can only be given to the post whose inherent duties
Lighthouses and include stay at sea. Job profile of Technician is different. As
Lightships such sea allowance cannot be extended in their case.

Restructuring of 7.39.12 Restructuring of the Group A cadre in Directorate General

the Group A cadre of Lighthouses and Lightships has been proposed. The
in Directorate Commission has not undertaken reviews of individual cadres. As
General of such, the demand cannot be considered.
Lighthouses and
Lightships

Junior Engineers in 7.39.13 Higher pay scale of Rs.6500-10500 has been demanded as
Directorate the first promotional scale for Junior Engineers in Directorate

546
General of General of Lighthouses and Lightships. Junior Engineers are
Lighthouses and presently in the pay scale of Rs.5000-8000 and they need to possess
Lightships diploma in engineering and will automatically be placed in the
grade pay of Rs.4200 corresponding to the pre-revised pay scale of
Rs.6500-10500 on account of proposed merger of the scales of
Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. Their next
promotional scale will, therefore, be in the grade carrying grade
pay of Rs.4600 in pay band PB-2

Group D posts in 7.39.14 Higher pay scales have been sought for various Group D
Directorate posts in Directorate General of Lighthouses and Lightships.
General of Recommendations about Group D staff has been made in
Lighthouses and Chapter 3.7 which shall be extended to these posts as well.
Lightships

Various posts of 7.39.15 Higher pay scales have been sought for the posts of Head
Head Light Light Keeper and Assistant Light Keeper. The post of Assistant
Keepers and Light Keeper is in the scale of Rs.4500-7000. The next higher pay
Assistant Light scale of Rs.5000-8000 is only available for posts carrying minimum
Keeper direct recruitment qualification of Diploma in Engineering. Extant
RRs for this post do not prescribe such minimum qualification. As
such, the post should be extended only the corresponding
replacement pay band and grade pay. Head Light Keeper in the
pay scale of Rs.5500-9000 will automatically be placed in the next
higher scale of Rs.6500-10500 on account of restructuring of pay
scales being recommended by the Commission. No further
upgradation is, therefore, necessary. Special allowance has been
sought for these posts keeping in view the fact that these post
holders have to work in remote and isolated coast lines. Specific
allowance that compensates for the harshness and/or remoteness
of a region are already available. Another specific allowance is,
therefore, not required.

Restructuring of 7.39.16 Restructuring of the Minor Ports Survey organisation has

the Minor Ports been demanded. As stated earlier, the Commission is not
Survey undertaking review or restructuring of any individual
organisation/cadre. The demand cannot, therefore, be
considered. Higher pay scales have been sought for various
Group D categories in Minor Ports Survey organisation. All these
posts shall be governed by the recommendations made by the
Commission in Chapter 3.7 of the Report.

Common category 7.39.17 Higher pay scales have also been sought for various
posts common category posts. The Commission has considered these
posts in Chapter 3.8 of the Report. The recommendations made
therein shall be extended to these posts.

Hydrographic 7.39.18 Presently, Hydrographic Surveyors are not getting any

Survey Allowance Hydrographic Survey allowance although such allowance was

547
 being paid to them prior to Fifth CPC. They have demanded that
this allowance should be reintroduced on par with that payable in
Defence Forces. Parity with Defence Forces in this regard is not
justified and cannot be conceded. Further, the allowance has been
sought on the ground that these employees have to tour remote
and long distance places for long periods for which some extra
compensation needs to be paid. TA/DA is payable for all official
tours for the first 180 days. These employees will, accordingly, be
eligible for TA/DA while on tours. No other benefit may,
therefore, be necessary. The proposed TA/DA rules in Chapter 4.2
of the Report already incorporate the following provisions :-

“In case of stay or journey on Government ships,

boats etc. or journey to remote places on foot/mules
etc. for scientific/data collection purposes in
organisations like FSI, Survey of India, GSI etc., daily
allowance will be paid at rate equivalent to that
provided for reimbursement of food bill. However, in
this case the amount will be sanctioned irrespective of
the actual expenditure incurred on this 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.”

These provisions will equally apply to Hydrographic Surveyors.

No further benefit is necessary in their case.

Technical Officers 7.39.19 Director General of Shipping has stated that a severe
in Directorate shortage of Technical Officers exists in their Directorate due to the
General of huge demand of these officers in the private sector whose salaries
Shipping cannot be matched in the Government sector. Benefits like special
allowance payable as a percentage of pay, permission to work on a
private ship periodically for six months after every three years of
service, higher retirement age, higher pay scales, etc. have been
demanded. In view of the Commission, the issue can be
addressed by grant of Performance Related Incentive Scheme
(PRIS) and allowing the existing officers to come on contract
along with contractual recruitment of fresh personnel. The
contractual appointment will allow grant of higher, market driven
salaries to the eligible personnel which should address the problem
of shortage of officers in this grade.

548
 Department of Road Transport & Highways
Technical 7.39.20 Post of Technical Assistant exists in the pay scale of
Assistant Rs.6500-10500. This post is a promotion post for Chief
Draughtsman. It has been separately proposed that Chief
Draughtsman may be placed in the pay band and grade pay
corresponding to the pre-revised pay scale of Rs.7450-11500. The
post of Technical Assistant would, therefore, need to be upgraded
and placed in a still higher pay scale. This, however, may not be
possible as Technical Assistants are on par with Assistant
Engineers for whom the scale of Rs.7450-11500 has been proposed.
The only way to resolve the anomalous situation would be to
merge the posts of Chief Draughtsman, Technical Assistants and
Assistant Engineers. The Commission, accordingly, recommends
the pay scale of Rs.7450-11500 corresponding to the revised pay
band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4600 for
the posts of Technical Assistant/Assistant Engineer/Chief
Draughtsman which may subsequently either be merged or be
treated as analogous posts. To maintain the existing relativities,
a similar dispensation may also be extended to the post of
Assistant Engineer.

Assistant Director 7.39.21 Higher promotional avenues have been sought for the post
in the Ship of Assistant Director in the Ship Building and Repair Division. The
Building and post belongs to Group A. The Commission has recommended
Repair Division Modified Assured Career Progression scheme which shall extend
to Group A posts also. The post of Assistant Director in the Group
A pay scale of Rs.8000-13500 will be covered under this scheme.
No specific recommendation is, therefore, necessary.

Border Roads Organisation

Overseer (Civil) 7.39.22 Higher pay scale has been demanded for the post of
Overseer (Civil) in Border Roads Organisation on the ground that
the minimum qualification for the post is Diploma in Engineering.
The post carries minimum direct recruitment qualification of
Diploma in engineering. These minimum qualifications had been
prescribed in 1996. Fifth CPC, in their Report submitted in 1997,
had recommended the scale of Rs.5000-8000 for all posts carrying
minimum direct recruitment qualifications of Diploma in
Engineering. This recommendation was accepted. The post should
consequently have been extended the scale of Rs.5000-8000 w.e.f.
1.1.1996. This was, however, not done. The Commission,
accordingly, recommends that the post of Overseer may be
upgraded and merged with their promotional post of
Superintendent BR Grade II (present scale Rs.4500-7000) and the
combined cadre extended the scale of Rs.5000-8000. Since the
Commission has recommended merger of the scales of Rs.5000-

549
 8000, Rs.5500-9000 and Rs.6500-10500, the post will be placed in
the revised Pay Band PB-2 of Rs.8700-34800 along with a grade
pay of Rs.4200. Commission also advises the Government to
implement this retrospectively from 1.1.1996, at least for the
purposes of fixation of pay.

Superintendent 7.39.23 The post of Superintendent Grade II in the Civil

Grade II Engineering and Electrical & Mechanical Cadre has been extended
the pay scale of Rs.4500-7000 even though the minimum
qualifications of direct recruitment include diploma in
Engineering. Fifth CPC had recommended placement of all posts
requiring minimum entry level qualification for direct recruitment
of Diploma in Engineering as Rs.5000-8000. Even though the
recommendation was accepted by the Government, it has not been
extended in respect of this post because only some of the posts are
filled through direct recruitment. This is not the correct
interpretation of Fifth CPC recommendation as per which all posts
carrying minimum qualification of Diploma in Engineering for
DRs had to be placed in the scale of Rs.5000-8000. The post of
Superintendent Grade II has an element of direct recruitment,
minimum qualifications for which is Diploma in Engineering. The
Commission, accordingly, recommends that the post of
Superintendent Grade II may be placed in the Pay Band PB-2 of
Rs.8700-34800 along with a grade pay of Rs.4200 corresponding to
the pre-revised scale of R.5000-8000 that is now being merged
with the scales of Rs.5500-9000 and Rs.6500-10500. Other posts
similarly placed and carrying minimum qualification of diploma
in Engineering should also be extended this pay scale.

Parity with 7.39.24 The administrative cadre has demanded higher pay scales
Secretariat on par with those existing in the secretariat. The Commission has
already recommended parity between similarly placed posts in
headquarter organisations and field offices in Chapter 3.1 of the
Report. These recommendations will be extended in the extant
case as well.

Para-medical 7.39.25 Higher pay scales have been sought for different posts in
cadre para-medical cadre. Post of Nursing Assistant is in Group D. It
will be governed by the recommendations made by the
Commission in Chapter 3.7 of the Report. The existing pay
scales for other posts are appropriate and they will be extended
the corresponding revised pay bands and grade pay.

Draughtsman 7.39.26 In the Draughtsmen cadre, the post of Senior Draughtsman

cadre and Draughtsman (Civil) are presently lying in an identical pay
scale of Rs.5000-8000. This is anomalous. Normally the
Commission would have recommended upgradation of the post of
Senior Draughtsman to the next higher grade. However,
Draughtsmen constitute a common category and have to be

550
 necessarily governed by the recommendations made for this
category in Chapter 3.8. The uniform cadre proposed for this
common category will be extended here as well.

Store Supervisor 7.39.27 Higher pay scales have been sought for the posts of Store
Grade I and Grade Supervisor Grade I and Grade II. The posts are presently in the
II pay scales of Rs.5000-8000 and Rs.4000-6000 respectively. The next
higher post above Store Supervisor is that of Superintendent Stores
and is placed in the scale of Rs.5500-9000. Upgrading the pay
scales of Store Supervisor Grade II will disturb the existing
hierarchical pattern. Insofar as the post of Supervisor Grade I is
concerned, it will be placed in a higher scale as Commission has
recommended merger of the scales of Rs.5000-8000, Rs.5500-9000
and Rs.6500-10500. The posts of Supervisor Grade I and
Superintendent, Stores will, therefore, come to lie in an identical
scale. These posts should be merged.

Foreman 7.39.28 Presently, the post of Superintendent (Fire) in the Foreman

Superintendent Cadre of DGBR exists in the same scale as that of the lower post of
(Fire) Assistant Fireman Supervisor. This is not justified. It is
recommended that the post of Foreman Superintendent (Fire)
may be upgraded and placed in the pay band PB-1 of Rs.4860-
20200 along with grade pay of Rs.2800 corresponding to the pre-
revised pay scale of Rs.4500-7000. Posts in various categories of
Group D exist like Barber, Blacksmith, Masalchi, Mason, Pioneers,
Safaiwala, Washer man, etc. Continued existence of these posts
may be necessary because the organisation works in very remote
and inhospitable conditions where normal facilities for these
services are not available. However, still, there is a case for
upgrading the skills of these categories of employees and making
them multi-skilled so that they are able to perform more than one
job resulting in concomitant reduction in numbers. The
Commission has outlined the dispensation in respect of Group D
posts in Chapter 3.7 of the Report. The recommendations made
therein shall be extended to all these posts as well.

GREF Doctors 7.39.29 GREF Doctors have demanded career progression on the
pattern of CGHS. The Commission has recommended extension
of Dynamic Assured Career Progression scheme to all the cadres
of Doctors including isolated posts. Doctors working in GREF
will automatically be covered.

HRA 7.39.30 Demands for increase in the amount of HRA have been
received. It is mentioned that 80% of GREF personnel stay in
remote border areas but there is no provision for separated family
accommodation in their case. Consequently, they are paid HRA at
the rate of 5% of basic pay that is applicable to the place of duty.

551
 The Commission has recommended higher rates of HRA for other
places which will automatically benefit these employees.
Other benefits 7.39.31 GREF personnel have asked for facilities like
transportation for school going children on par with what is
available to the Defence Forces personnel. This demand is
justified. The Commission, accordingly, recommends that in
areas where Defence Forces personnel have the facility of drop
and pick-up to and from school of their school going children,
the facility should also be extended at nominal charges to the
GREF personnel located there.

Treatment in army 7.39.32 Presently, GREF personnel are allowed treatment in army
hospitals hospitals only in case the local civil hospital certifies that
accommodation is not available. This provision needs to be
changed in all cases where GREF is deployed along with Defence
Forces. In such areas, GREF personnel should be allowed
treatment in army hospitals without any pre-conditions and on
par with the facilities extended to the similarly placed Defence
Forces personnel.

Uniform 7.39.33 Higher rates of uniform allowance have been demanded.

allowance GREF is a uniformed force and needs to be treated on par with
Central Para Military Forces as regards this allowance. It is
recommended that they shall be paid uniform allowance on par
with that available to similarly placed ranks in Central Para
Military Forces.

Special GREF 7.39.34 A special GREF personnel allowance has been demanded
personnel keeping in view the hardship and difficult postings of GREF
allowance personnel. The issue was considered by the earlier two Pay
Commission, which, however, did not recommend such an
allowance on the ground that GREF personnel are being
compensated for their difficult working conditions in the form of
free rations, special compensatory allowances etc. These
conditions remain valid even today. As such, a separate GREF
allowance cannot be recommended. However, keeping in view
the hazardous nature of duties, the Commission recommends that
GREF personnel may be provided appropriate insurance cover,
free of cost, by the Government.

Snow clearance 7.39.35 Presently snow clearance allowance is paid to the GREF
allowance personnel. The Fifth CPC had recommended that this allowance
may be paid at the rate of Rs.300 to Supervisors, Rs.250 for various
technical categories in Group C and at the rate of Rs.150 for
Nursing Assistants, Wireless Operators and Pioneers. The existing
rates of this allowance should now be doubled. Further, these
rates should be increased by 25% whenever dearness allowance
on the revised pay bands increased by 50%.

552
Recce allowance 7.39.36 Higher rates of Recce allowance have been demanded. It
has been suggested that this allowance may be paid on par with
daily allowance when the journey involved is more than 8 kms and
movement orders are issued. The Fifth CPC had considered this
demand wherein the rate was increased from Rs.4 per day to Rs.8
per day. While it may not be feasible to draw any linkage with
daily allowance especially as daily allowance is now proposed to
be paid on the basis of actual expenditure incurred subject to the
specified limits, the existing rates of allowance need to be suitably
enhanced to make the allowance viable. The Commission
recommends that the rate of this allowance may be increased to
Rs.50 per day. The rate should be increased by 25% whenever
dearness allowance payable on revised pay bands goes up by
50%.

553
 Chapter 7.40
Ministry of Social Justice & Empowerment

Introduction 7.40.1 Ministry of Social Justice & Empowerment is entrusted

with the welfare, social justice & empowerment of disadvantaged
and marginalized sections of the society.

7.40.2 The Ministry is headed by a Secretary who is assisted by

an Additional Secretary. The activities of the Ministry are under
taken through five Bureaus namely Scheduled Castes
Development Bureau , Backward Classes Bureau, Disability
Bureau, Social Defense (SD) Bureau and Project, Research,
Evaluation & Monitoring Bureau.

Organizational 7.40.3 Number of posts in various grades in the Ministry is as

structure under:-

Group Sanctioned Strength In Position

A 60 49
B 140 129
C 114 85
D 66 70
Total 380 333

Senior 7.40.4 The posts of Investigator and Senior Investigator in

Investigator in National Commission for Scheduled Castes presently exist in the
National pay scales of Rs.5500-9000 and Rs.6500-10500 respectively. As the
Commission for Commission is recommending merger of these two pre-revised pay
Scheduled Castes scales, the promotion post of Senior Investigator should be
upgraded to the next higher scale of Rs.7450-11500 corresponding
to the revised pay band PB -2 of Rs.8700-34800 along with a grade
pay of Rs.4600. All other posts may be extended the
corresponding revised replacement pay band and grade pay.

Senior Research 7.40.5 Higher pay scale of Rs.7500-12000 has been demanded for
Investigators in the post of Senior Research Investigators in Planning Research
Planning Research Evaluation and Monitoring Division. The post carries minimum
Evaluation and qualifications of a post-graduate degree with two years experience.
Monitoring The qualifications prescribed and the duties attached to the post do
Division not justify a higher pay scale. As such the post may be placed

554
only in the corresponding revised running pay band and grade
pay. A higher pay scale has been sought for Group A officers in
the Ministry because various Group B posts have been extended
the pay scale of Rs.8000-13500. The Commission has covered this
issue in Chapter 3.1 of the Report. No separate recommendations
are, therefore, necessary on this account.

555
 Chapter 7.41
Ministry of Statistics and
Programme Implementation

Introduction 7.41.1 The Ministry of Statistics and Programme Implementation

was created as an independent Ministry on 15.10.1999 with the
merger of the Department of Statistics and the Department of
Programme Implementation. The Ministry has two wings, one
relating to Statistics and the other for Programme Implementation.

1) The Statistics Wing is the apex body in the official

statistical system of the country. It is also the nodal agency
for planned development of the statistical system in the
country. The Wing consists of the Central Statistical
Organisation (CSO), the National Sample Survey
Organisation (NSSO) and the Computer Centre.

2) The Programme Implementation Wing is concerned with

monitoring of 20-point programme, monitoring of projects
of Rs.20 crores and above and monitoring of the
performance of Infrastructure Sectors. It is also concerned
with various aspects of Member of Parliament Local Area
Development Scheme.

Organizational 7.41.2 Number of posts in various grades in the Ministry is as

structure under:-

Group Sanctioned Strength In Position

A 475 328
B 1581 1439
C 3667 2826
D 780 692
Total 6503 5285

Indian Statistical 7.41.3 It has been contended that officers belonging to Indian
Service Statistical Service face acute stagnation. Various measures have
been suggested for ameliorating the extant stagnation. The
Commission has considered all issues relating to Group A services

556
 in Chapter 3.3 of the Report. These recommendations along with
those made in Chapter 6.1 will alleviate the problem of stagnation
in this service. No separate recommendations are, therefore, being
made for this cadre in this Chapter.

Cadre review of 7.41.4 Cadre review of the Ministerial staff in Data Processing
Data Processing Division and Survey Design and Research Division of NSSO has
Division and been sought. Various Ministerial posts in this organisation will be
Survey Design and covered by the recommendations made by this Commission in
Research Division Chapters 3.1 and 3.8 of the Report. Insofar as the issue of cadre
of NSSO review is concerned, the Commission has taken a conscious
decision not to undertake reviews of individual cadres. No
recommendations relating to cadre review are, therefore, being
made.

Subordinate 7.41.5 A four grade structure exists in the Subordinate Statistical

Statistical Service Service. Posts of Statistical Investigator Grade II, Grade III and
Grade IV are presently in the respective pay scales of Rs.6500-
10500, Rs.5500-9000 and Rs.5000-8000 respectively. These posts
shall come to lie in an identical pay scale on account of the
restructuring of pay scales being recommended by the
Commission. Accordingly, the post of Statistical Investigator
Grade II may be placed in the next higher scale of Rs.7450-11500
corresponding to the revised pay band PB-2 of Rs.8700-34800
along with grade pay of Rs.4600 and merged with the post of
Statistical Investigator grade I that already exists in the pay scale
of Rs.7450-11500. Posts of Statistical Investigator Grade III and
Grade IV shall stand merged in the revised pay band PB-2 of
Rs.8700-34800 along with grade pay of Rs.4200 corresponding to
the pre-revised pay scale of Rs.6500-10500.

Group D staff 7.41.6 Higher pay scales have been sought for various Group D
posts in National Sample Survey. The Commission has considered
the issue of Group D posts in Chapter 3.7 of the Report. The
recommendations made therein shall apply to the Group D posts
in this organisation as well. Parity of the posts of Assistant
Director, Junior Hindi Translator and Senior Hindi Translator in
field offices with those existing in Central Secretariat has been
demanded. The Commission has recommended parity between
similarly placed posts in the headquarters and field organisations.
No separate recommendation is, therefore, necessary in this case.

LDCs & UDCs in 7.41.7 Higher pay scales have been sought for the post of Lower
National Sample Division Clerks (LDCs) and Upper Division Clerks (UDCs) in
Survey National Sample Survey organisation. These posts are common
organisation category posts spread across various Ministries and Departments
in Central Government. The functions attached to these posts are
similar to those being performed by LDCs and UDCs in other

557
Ministries. Accordingly, a separate dispensation cannot be
recommended for them. Higher pay scales have been sought for
some other common category posts as well. These shall be
regulated as per the recommendations made in Chapter 3.8 of the
Report.

558
 Chapter 7.42
Ministry of Steel

Introduction 7.42.1 The Ministry of Steel is responsible for the planning and
development of iron and steel industry, development of essential
inputs such as iron ore, limestone, dolomite, manganese ore,
chromites, ferro-alloys, sponge iron, etc. and other related
functions. There are 10 public sector undertakings and one directly
managed Government company under the administrative control
of this Ministry.

7.42.2 The Ministry of Steel is headed by a Secretary to the

Government of India who is assisted by an Additional Secretary
and Financial Adviser to Government of India, three Joint
Secretaries, a Chief Controller of Accounts and one Economic
Adviser.

Organizational 7.42.3 Number of posts in various grades in the Ministry is as

structure under:-

Group Sanctioned Strength In Position

A 42 42
B 104 101
C 73 72
D 31 31
Total 250 246

Technical Officers 7.42.4 Restructuring of the hierarchy of Technical Officers has

been demanded. Technical Officers are placed in various pay
scales from Rs.8000-13500 (Assistant Industrial Adviser) to
Rs.16400-20000 (Industrial Adviser). No apparent anomaly exists
in the hierarchy with all successive grades in distinct pay scales.
The Commission is not looking into the restructuring of individual
cadres/hierarchies. The problem of stagnation will be
automatically addressed once running pay bands and modified
ACPS are implemented. As such, all the posts in the hierarchy
may be allowed only the corresponding replacement pay band
and grade pay. The Fifth CPC had recommended that in order to

559
ensure adequate promotional prospects, the cadre of Development
Officers in the Ministry of Steel and Technical Officers in DIPP
should be merged into a single cadre. ERC had observed that
concerns relating to resolution of problems of the PSEs would
warrant retention, at least in the near future, of all the Group A
officials in the Ministry. Administrative Ministry may, however,
take a view as to whether the continued existence of these posts
over an extended period is necessary and if not, the posts in the
cadre may not be filled in future.

7.42.5 All other posts in this Ministry not belonging to common

categories are covered by the pay bands and grade pay discussed
by the Commission in Chapter 2.2 Common category posts, in
any case, shall be governed by recommendations made in
Chapter 3.8 of the Report.

560
 Chapter 7.43
Ministry of Textiles

Introduction 7.43.1 Ministry of Textiles looks after various aspects relating to

textile sector including policy formulation, planning, development,
export promotion and trade regulation.

Organizational 7.43.2 The Ministry is headed by a Secretary who is assisted in

structure the discharge of his duties by 4 Joint Secretaries, one Economic
Advisor and two Development Commissioners – one each for
Handlooms and Handicrafts, one Textile Commissioner and one
Jute Commissioner. A post of Financial Adviser also exists in the
Ministry. The Ministry has two attached offices - Office of the
Development Commissioner for Handlooms and Office of the
Development Commissioner for Handicrafts. It also has two
subordinate offices viz. Office of the Textile Commissioner and
Office of the Jute Commissioner. Number of posts in various
grades in the Ministry is as under:-

Group Sanctioned Strength In Position

A 239 173
B 559 437
C 3554 2981
D 1216 1115
Total 5568 4706

Demands - Boiler 7.43.3 Higher pay scale has been sought for the post of Boiler
Attendant Attendant in Indian Institute of Handloom Technology (IIHT)
under Office of Development Commissioner of Handlooms. The
post is presently in the Group D pay scale of Rs.2650-4000 and will
automatically be placed in the higher pay band PB-1 of Rs.4860-
20200 along with a grade pay of Rs.1800 on account of upgradation
of all Group D posts in the lowest Group C pay scale. No further
upgradation is, therefore, necessary for this post.

Junior Lecturer 7.43.4 Pay scale of Rs.8000-13500 on par with Lecturer has been
demanded for the post of Junior Lecturer in Indian Institute of
Handloom Technology. It is seen that the post is not comparable to
that of Lecturer in colleges who are governed by AICTE norms.

561
 The post of Junior Lecturer in Indian Institute of Handloom
Technology should, therefore, be extended only the
corresponding revised pay band and grade pay.

Store Keeper-cum- 7.43.5 A demand has been made to rectify the disparity on grant
Accounts Clerk of higher pay scale under ACPS to the post of Store Keeper-cum-
Accounts Clerk in the Office of Development Commissioner
(Handicrafts). Under the revised ACPS being recommended in this
Report, all financial upgradations shall only be to the immediate
next higher grade in the common structure of running pay bands
and grade pay. This will resolve all the existing disparities under
the extant ACPS. No separate recommendation is, therefore,
required on this account.

Demonstrator in 7.43.6 Higher pay scale for the post of Demonstrator in

Chemistry Chemistry in Office of Development Commissioner for
Handloom has been demanded. The post is presently in the pay
scale of Rs.3050-4590 and carries minimum qualification of a
graduate degree along with one year’s experience. The duties
attached to the post do not justify such high initial recruitment
qualifications. In the event, a higher pay scale for the post
cannot be recommended. The Ministry may review the minimum
qualifications prescribed for the post.

UDCs 7.43.7 A demand has been made for extending the higher pay
scale of Rs.4500-7000 to the UDCs in all Departments in the
ministry on the ground that such higher pay scale has already been
extended to the UDCs in the organized accounts services. It is seen
that the higher scale of Rs.4500-7000 has only been extended to the
UDCs in the organized accounts services and other posts similarly
placed which have an element of direct recruitment. This is not the
case with the UDCs in various departments in this ministry. A
higher pay scale is, therefore, not justified in their case.

Ministerial and 7.43.8 Parity between various ministerial and stenographic posts
Secretarial posts in the field and secretariat offices has been demanded. This issue
has already been covered in Chapter 3.1 of the Report and the
recommendations contained therein shall apply in this Ministry as
well.

Technical Officers 7.43.9 Higher pay scale of Rs.6500-10500 on par with Inspectors
in Department of Revenue has been demanded for Technical
Officers in various organisations under Ministry of Textiles. The
post is presently in the pay scale of Rs.5500-9000. The Commission
has separately recommended the merger of pay scales of Rs.5000-
8000, Rs.5500-9000 and Rs.6500-10500. The post of Technical
Officer will, therefore, be automatically placed in the PB-2 Pay
Band of Rs.8700-34800 along with a grade pay of Rs.4200

562
 corresponding to the pre-revised pay scale of Rs.6500-10500. No
separate recommendation is, therefore, necessary in their case.

ACPS 7.43.10 Time bound promotions and three financial upgradations

under ACPS have been demanded. The Commission has
considered the issues relating to ACPS etc. in Chapter 6.1 of the
Report and the recommendations contained therein shall apply in
respect of the employees in Ministry of Textiles as well.

Assistant Director 7.43.11 Higher pay scale of Rs.8000-13500 has been demanded for
(Technical) and the posts of Assistant Director (Technical) and Assistant Director
Assistant Director (Economics) in the Office of Textile Commissioner. These posts are
(Economics) presently in the scale of Rs.6500-10500. On account of proposed
merger of existing pay scales, the feeder post of Technical officer,
presently in the scale of Rs.5500-9000, will come to lie in an
identical scale. This is not justified as the posts are functionally
different. It is, accordingly, recommended that the posts of
Assistant Director (Technical) and Assistant Director
(Economics) in the Office of Textile Commissioner should be
placed in the PB-2 of Rs.8700-34800 along with grade pay of
Rs.4600 corresponding to the pre-revised pay scale of Rs.7450-
11500.

Librarian 7.43.12 The post of Librarian in Indian Institute of Handloom

Technology exists in the pay scale of Rs.5500-9000. A demand has
been made that the post should be given the higher pay scale of
Rs.8000-13500 on par with Librarians in educational institutions
under the AICTE norms. The post will automatically be placed in
the higher PB-2 Pay Band of Rs.8700-34800 along with the grade
pay of Rs.4200 corresponding to the pre-revised pay scale of
Rs.6500-10500 in the revised scheme of running pay bands. The
higher pay scale of Rs.8000-13500 is not justified on the basis of
duties and functions attached to the post. Further, such an
upgradation will also disturb many of the existing relativities.
Higher pay scale of Rs.8000-13500 cannot, therefore, be extended
to the post of Librarian in IIHT.

Handicrafts 7.43.13 Handicrafts Promotion Officers in the Office of

Promotion Development Commissioner (Handicrafts) are presently in the
Officers in the scale of Rs.5500-9000. Their promotional posts of Assistant
Office of Director (Handicrafts) are in the scale of Rs.6500-10500. On
Development account of restructuring of pay scales being proposed, these posts
Commissioner will be placed in an identical replacement pay band and grade pay.
(Handicrafts) The promotional posts of Assistant Director (Handicrafts) may,
therefore, be placed in the next higher pay scale of Rs.7450-11500
corresponding to the revised pay band PB 2 along with grade pay
of Rs. 4600.

563
Technical 7.43.14 The post of Technical Supervisor (Ceramics) is in the scale
Supervisor of Rs.5500-9000. Higher scale of Rs.6500-10500 has been demanded
(Ceramics) in the for the post on the ground that their minimum qualifications are
Office of equivalent to that of an Engineering degree. It is observed that the
Development post carries minimum qualification of B.Sc. (Technology). The
Commissioner present pay scale is, therefore, justified for this post. However, on
(Handicrafts) account of restructuring of pay scales being proposed, the post
shall be placed in same pay band and grade pay as that attached
to the scale of Rs.6500-10500. No further upgradation is
necessary. Group B classification has also been sought for the post
of Technical Supervisor (Ceramics) in Regional Design & Technical
Development Centre under office of Development Commissioner
(Handicrafts), Kolkata. The post is presently classified as Group C
even though it is in the pay scale of Rs.6500-10500. In the revised
scheme of running pay bands, the post will be extended the PB-2
Pay Band and, as per the recommendations made in Chapter 2.2,
will be classified as a Group B post. No separate recommendation
is, therefore, necessary in this case.

564
 Chapter 7.44
Ministry of Tourism

Introduction 7.44.1 Ministry of Tourism is responsible for formulating national

policies and programmes as well as for coordination of activities of
various Central Government agencies, State Governments, Union
Territories and the private sector for development and promotion
of tourism in the country. The Ministry is headed by Secretary
(Tourism) who also acts as the Director General, Tourism. There is
one post of Additional Secretary and Financial Adviser, one post of
Joint Secretary and two posts of Additional Directors General in
the Ministry. India Tourism Development Corporation, which is a
public sector undertaking, functions under the administrative
control of this Ministry. Indian Institute of Tourism & Travel
Management, National Institute of Water Sports, National Council
for Hotel Management and Catering Technology and the Institutes
of Hotel Management are the autonomous bodies under the
charge of this Ministry.

Information 7.44.2 Ninety two posts of Information Assistants in the pay scale
Assistants of Rs.5000-8000 exist. Most of these posts are located in Tourism
offices in India or abroad. The Fifth CPC had recommended that
around 52% of these posts should be placed in the higher scale of
Rs.5500-9000 with the remaining posts continuing in the lower pay
scale. This recommendation was, however, not implemented. The
information Assistants with more than 12 years service had filed a
court case that they may be granted financial upgradations under
ACPS as per the existing hierarchy with the Ist upgradation being
made in the scale of Rs.6500-10500. The Hon’ble Tribunal directed
that the benefit of upgradation under ACPS should be in scale of
Rs.6500-10500 instead of Rs.5500-9000. The Ministry has proposed
that the intermediary scale of Rs.5500-9000 should be removed
from the hierarchy. The Commission is separately recommending
merger of the pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-
10500. On account of this restructuring of pay scales, all the posts
of Information Assistant shall be placed in same pay band and
grade pay as that attached to the scale of Rs.6500-10500. No
specific recommendation is, therefore, necessary in this regard.

565
Tourist 7.44.3 A higher pay scale has been demanded for the post of
Information Tourist Information Officer. Post is presently in the pay scale of
Officer Rs.5500-9000. The Commission is separately recommending
merger of the pay scales of Rs.5500-9000 and Rs.6500-10500. No
specific recommendation is, therefore, necessary.

Assistant 7.44.4 Higher pay scale has been sought for the post of Assistant
Director/Manager Director /Manager which presently exists in the scale of Rs.6500-
10500. There are 48 such posts. The Fifth CPC had recommended
upgradation of 24 of the then existing 52 posts of Assistant Director
to the scale of Rs.8000-13500. This recommendation has not been
implemented so far. The Commission observes that the next pay
scale in the hierarchy is that of Assistant Director General in the
scale of Rs.10000-15200. Upgrading some of the posts as
recommended by Fifth CPC will add another layer in the hierarchy
and not be in consonance with the policy of delayering that is one
of the central themes of this Report with a view to bring about
greater efficiency in the Government. Accordingly, the
Commission recommends that the post of Assistant
Director/Manager may be placed only in the corresponding
replacement pay band and grade pay. Higher pay scales for the
posts of Assistant Director General and Deputy Director General
are also not being recommended as no anomalies exist in their
existing pay scales.

Assistant & Sr. 7.44.5 Higher scale of Rs.6500-10500 has been sought for the posts
Stenographer of Assistant (Non-Gazetted Group B) and Sr. Stenographer (Non-
(Non-Gazetted Gazetted Group B) which are presently in the scale of Rs.5500-9000.
Group B) The Commission is separately recommending merger of the pay
scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. No
specific recommendation is, therefore, necessary in this regard.

Private Secretary 7.44.6 The non-functional scale of Rs.8000-13500 given to PSs of

(Gazetted Group CSSS has been demanded for Private Secretary (Gazetted Group B).
B) The Commission is separately recommending parity of this
category with that of CSSS/CSS. This will address the demand of
the administrative Ministry. No specific recommendation is,
therefore, necessary.

Accountant 7.44.7 Accountants in the India Tourism Office have demanded

scale of Rs.5500-9000 on the ground that pay scale of Accountants
has been revised to Rs.5500-9000 in other organizations. The post of
Accountants in other unorganized accounts cadres also exists in
the scale of Rs.4500-7000. Hence, a higher pay scale cannot be
given to this grade.

566
Hindi Translator 7.44.8 Higher scale of Rs.5500-9000 has been demanded for the
post of Hindi Translator in India Tourism Offices. Post presently
exists in the scale of Rs.4500-7000. It is stated that as per orders
issued by Official Language Department, Ministry of Home
Affairs, the scale of the post was revised to Rs.5500-9000 but this
has not been implemented in their organisation. The Commission
notes that while the post of Hindi Translator in Central Secretariat
Official Language Service was granted the higher scale of Rs.5500-
9000, the analogous posts in field offices have not been similarly
upgraded. The Commission has separately recommended parity
between similar posts in the secretariat and field offices. This will
ensure that the post of Hindi Translator in field offices comes on
par with the similar post in the secretariat. No specific
recommendation is, therefore, necessary in this case.

Confidential 7.44.9 A higher scale has been proposed for the post of
Assistants Confidential Assistant, which presently exists in the scale of
Rs.5000-8000. It is observed that the post is filled on deputation
basis and earlier existed in the pay scale on par with that of
Assistants in CSS. Consequently, it would be appropriate to re-
establish the earlier parity provided the post is filled on deputation
by officials in a similar pay scale. The Commission is separately
recommending merger of the pay scales of Rs.5000-8000, Rs.5500-
9000 and Rs.6500-10500. On account of this restructuring of pay
scales, all the posts of Confidential Assistant shall be placed in
same pay band and grade pay as that attached to the scale of
Rs.6500-10500. No specific recommendation is, therefore,
necessary in this regard.

ERC 7.44.10 The Commission would also like to refer to some of the
recommendations recommendations made by the Expenditure Reforms Commission
(ERC) regarding this Ministry (then called Department of Tourism)
and the Directorate General of Tourism. ERC had recommended
that the functioning of the 18 foreign offices of Department of
Tourism needs to be quickly reviewed and only those offices,
which are located in those countries with a large tourism potential
should be retained with the remaining offices being closed down.
The ERC had also recommended closure of all the 16 field offices
under Directorate General of Tourism on the ground that most
State Governments have well staffed tourist offices and since the
Centre has to work in close collaboration with the States in
promoting tourism, the effort should be for the DGT to operate
directly through the State Government Tourism Departments.
These recommendations of the ERC are justified and the
Government should ensure that the same are implemented.

567
 Chapter 7.45
Ministry of Tribal Affairs

Introduction 7.45.1 The Ministry of Tribal Affairs is the nodal ministry for
planning, promotion, coordination and overseeing implementation
of programmes for the development of Scheduled Tribes (ST). It
was hived off from the Ministry of Social Justice and
Empowerment in 1999. The Ministry supports 14 Tribal Research
Institutes located in different States. A National Institute for
Research & Training in Tribal Affairs is also being set up. The
Ministry also has under it the Tribal Cooperative Marketing
Federation of India Limited. At the secretariat level, the Ministry is
headed by a Secretary assisted by a Joint Secretary. The Ministry is
organized into Divisions, Sections and Units. Each division is
headed by a Deputy Secretary/Director.

Organizational 7.45.2 Number of posts in various grades in the Ministry is as

structure under:-

Group Sanctioned Strength In Position

A 33 27
B 49 38
C 29 23
D 15 14
Total 126 102

Junior Artist 7.45.3 Higher pay scale of Rs.5500-9000 for the post of Junior
Artist in the Ministry has been demanded. The post of Junior
Artist presently exists in the scale of Rs.4500-7000. The higher pay
scale has been demanded on the ground that the Fifth CPC had
upgraded the post of Senior Artist which was in an identical
Fourth Central Pay Commission pay scale Rs.1400-2300
(corresponding Fifth CPC revised pay scale : Rs.4500-7000) to that
of Rs.5500-9000 and a similar dispensation needed to be extended
in respect of the post of Junior Artist in Ministry of Tribal Affairs
The Fifth CPC had upgraded the feeder post of Artist Grade II in
Botanical Survey of India to Rs.5000-8000 due to which the

568
promotion post of Senior Artist (redesignated as Artist Grade I)
had to be upgraded to the next higher scale of Rs.5500-9000. The
position is not same in respect of the post of Junior Artist in this
Ministry. Accordingly, a higher pay scale is not justified in this
case.

569
 Chapter 7.46
Ministry of Urban Development

Introduction 7.46.1 Ministry of Urban Development along with Ministry of

Urban Employment and Poverty Alleviation are the apex authorities
of Government of India at the national level to formulate policies,
sponsor and support programme, coordinate the activities of
various Central Ministries, State Governments and other nodal
authorities and monitor the programmes concerning all the issues of
urban development and housing in the country. The Ministry was
constituted on 13th May, 1952 when it was called Ministry of Works,
Housing & Supply. The name and the structure of this Ministry
have been changed many times since its creation. In 2004, the
Ministry was bifurcated into two Ministries viz. (i) Ministry of
Urban Development and (ii) Ministry of Urban Employment &
Poverty Alleviation.

Organizational 7.46.2 Ministry of Urban Development consists of one post of

Structure Secretary (UD), one Additional Secretary and four officers in the
senior administrative grade. The Ministry has the administrative
control of 4 attached and 3 subordinate offices. Number of posts in
various grades in the Ministry is as under:-

Group Sanctioned Strength In Position

A 1520 1003
B 4340 3825
C 19807 16427
D 7755 6892
Total 33422 28147

7.46.3 It is observed that matters pertaining to the housing and

urban development have been assigned under the Constitution to
the State Governments and 74th Amendment of the Constitution has
further delegated many of these functions to the urban local bodies.
The constitutional and legal authority of the Central Government on
these issues is, therefore, limited only to Delhi and other Union
Territories and to the subjects on which State Legislatures may
authorize the Union Parliament to legislate.

570
Central Public 7.46.4 CPWD is the principal agency of the Government of India
Works for construction as well as maintenance of all Central Government
Department buildings and projects excluding those belonging to Railways,
Defence, Communication, Atomic Energy, Airports and All India
Radio. The Department formally started functioning as CPWD in
1930.

Directorate of 7.46.5 Directorate of Printing was set up in 1863 to cater to the

Printing printing needs of the Ministries and Departments of Government of
India, Parliament, Election Commission and Delhi Administration. It
prints all confidential and secret documents of the Government. The
Directorate is headed by Director of Printing. It has under its
administrative control 21 Government of India Presses including 3
Text Book Presses spread throughout the country which employ
about 10,000 personnel.

Directorate of 7.46.6 Directorate of Estates is an attached office of Ministry of

Estates Urban Development and is headed by Director of Estates. It is
mainly responsible for administration of Government estates in
Delhi and 8 other cities viz. Kolkata, Mumbai, Chennai, Shimla,
Chandigarh, Nagpur, Faridabad and Ghaziabad. The total housing
stock in Delhi is 64,190 and at 29 other stations it is 32006. The
Directorate is also responsible for administration of various related
Rules and Acts like the Allotment of Government Residences
(General Pool in Delhi) Rules, 1963; Requisition and Acquisition of
Immovable Property Act, 1952; and Public Premises (Eviction of
Unauthorised Occupants) Act, 1971.
It also administers Holiday Homes at Shimla, Kanyakumari,
Amarkantak, Mysore; other Government hostels as well as the
various markets /shops in Government colonies in Delhi,
Faridabad, Ghaziabad, Mumbai, Nagpur; and allotment of
accommodation in Vigyan Bhawan.

Land and 7.46.7 Land and Development Office is responsible for the
Development administration of landed estates of Government of India including
Office lease, sale, mortgage, substitution, mutation, etc.

Town and Country 7.46.8 The Town and Country Planning Organisation (TCPO) is an
Planning apex technical advisory and consultant organisation on matters
Organisation concerning urban and regional planning strategies, research,
appraisal, and monitoring of central Government schemes and
development policies. TCPO provides assistance to the State
Governments, Public Sector Undertakings and Local Bodies
/Development Authorities on matters pertaining to urbanization,
town planning, urban transportation, metropolitan planning, human
settlement policies, etc. The Organisation also undertakes
consultancy works on related issues.

571
Government of 7.46.9 The Government of India Stationery Office is responsible for
India Stationery the procurement and supply of paper and paper made articles and
Office other stationery items as required for day-to-day functioning of all
Ministries and Depts. of Government of India including Indian
Missions abroad, Union Territories and some quasi Government
organisations. Its head office is at Calcutta which is headed by the
Controller of Stationery. There are three Regional Stationery Depots
at New Delhi, Mumbai and Chennai.

Department of 7.46.10 The Department is responsible for stocking, distribution,

Publication advertising, cataloguing and sale of Government publications
including periodicals, Gazette of India and Delhi, Gazette of
Ministries, attached and subordinate offices of Central Government.
The Department also handles Army publications and arranges sale
and distribution of such publications as per instructions issued by
the Defence Authorities.

Central Public 7.46.11 CPHEEO is the technical wing of Ministry of Urban

Health and Development of Government of India. It is headed by the Adviser
Environmental (PHEE) who is supported by One Joint Adviser (PHEE), One
Engineering Deputy Adviser (PHE), One Deputy Adviser (Training), Six
Organisation(CP Assistant Advisers (PHE) and One Scientific Officer along with a
HEEO) Section Officer and supporting staff.

Central Public Works Department (CPWD)

1. Engineering Wing

Jr. Engineers & 7.46.12 Higher pay scales of Rs.6500-10500 and Rs.8000-13500 have
Asst. Engineers been demanded for Junior Engineers (JEs) and Assistant Engineers
(AEs) in CPWD. No anomaly exists in the existing pay scales of JEs
and AEs in CPWD. All diploma holder Engineers are placed in the
scale of Rs.5000-8000. The post of Junior Engineers may, therefore,
be placed only in the corresponding replacement pay band and
grade pay. Scale of Rs.8000-13500 is the entry scale for Group A
posts. The same cannot be extended to the Group B post of AE.
However, the Commission has recommended the scale of Rs.7450-
11500 for all posts of Engineers carrying minimum qualifications of
a degree in engineering. Post of Assistant Engineer in CPWD carries
these minimum qualifications. The post may, therefore, be placed
in the scale of Rs.7450-11500 corresponding to the replacement pay
band PB 2 along with grade pay of Rs.4600.

Project Allowance 7.46.13 Project allowance at the rate of 20% of basic pay for
& NPA Engineers in the field, NPA at the rate of 20% of basic pay and

572
 entertainment allowance at the rate of Rs.1000 p.m. has also been
sought. No rationale exists for changing the status quo in respect of
Project allowance, NPA and entertainment allowance. The
Commission, therefore, is unable to concede these demands.
Common 7.46.14 Various common allowances have been sought at higher
allowances rates. These common allowances have been discussed in the Chapter
on Allowances other than DA. The recommendations made therein
will also apply in this case.
Risk allowance 7.46.15 Risk allowance has been demanded for Engineers working
in risk prone and hazardous areas like J&K, Ladakh etc. As per the
consistent policy adopted by the Commission, Risk allowance may
not be granted to the Engineers working in risk prone and
hazardous areas. Instead, the Government may extend suitable
life and health insurance cover, free of cost, for CPWD employees
working in risk prone and hazardous areas.

2. Horticulture Wing

Section Officers 7.46.16 Higher pay scale of Rs.8000-13500 has been sought for the
(Horticulture) post of Section Officer (Horticulture). The post is in the scale of
Rs.5000-8000 and the prescribed qualification is graduate degree in
Agriculture or Horticulture. Post of Section Officers (Horticulture)
in the scale of Rs.5000-8000 has a distinct relativity with JEs. The
qualifications prescribed also do not justify a higher scale. The
present pay scale is, therefore, appropriate. In any case,
Commission has recommended merger of the scales of Rs.5000-8000,
Rs.5500-9000 and Rs.6500-10500. Due to this, the post shall
automatically be placed in Pay Band PB-2 of Rs.8700-34800 along
with a grade pay of Rs.4200 corresponding to the pre-revised pay
scale of Rs.6500-10500. To clear all confusion about any relativity
of this post with the ministerial post of Section Officer in
administrative offices, the Commission also recommends that the
post of Section Officer (Horticulture) should be suitably re-
designated.

Assistant Director 7.46.17 Higher pay scale of Rs.8000-13500 has been sought for
(Horticulture) Assistant Director (Horticulture) who is presently in scale Rs 6500-
10500 and is directly recruited through UPSC or by promotion from
Section Officer (Horticulture). Qualification prescribed is M.Sc
Agriculture with specialization in Horticulture. No anomaly exists
in the extant pay scale of Assistant Director Horticulture. However,
on account of restructuring of pay scales being recommended, the
post shall come to lie in an identical grade as that of the feeder post
of Section Officer (Horticulture). A higher pay scale is, therefore,
necessary for this post. The Commission recommends that the post
may be placed in Pay Band PB-2 of Rs.8700-34800 along with a

573
 grade pay of Rs.4600 corresponding to the pre-revised pay scale of
Rs.7450-11500.

Restructuring of 7.46.18 The necessity for continued existence of a separate

the Horticulture horticulture wing in CPWD for maintaining gardens etc. has to be
Wing reviewed as this work can be contracted out without any adverse
repercussions. The Government may carry out this exercise at the
earliest. In case, no justification is found to exist, the wing should
be closed down and the existing employees relocated to suitable
posts in other departments.

3. Architects

Architects 7.46.19 Better promotional prospects are sought on the ground that
Architects are recruited through UPSC with BE Architecture +2
years experience and consequently begin their career at age of 28 to
30 years. Some Officers are not able to reach SAG level till
retirement. Promotional prospects will improve due to the general
opening up of the Government machinery being proposed. No
special recommendation for Architects cadre in CPWD is, therefore,
necessary.

SEs 7.46.20 Higher pay scale of Rs.16400-20000 has been demanded for
Superintending Engineers (SEs) with the scale of Rs.14300-18300
being the non functional selection grade for Executive Engineers
(EEs) with 13 years of Group A Service. Grant of non-functional
scale of Rs.14300-18300 to EEs with SEs being placed in Rs.16400-
20000 is not possible as it will disturb the existing relativity vis-à-vis
non-technical services as well as other technical services. No
anomaly also exists in the existing pay scales of these posts. No
upgradation can, therefore, be recommended in this case.

Central Public 7.46.21 Constitution of Central Public Works Board on the pattern
Works Board of Railways has been proposed for bringing in flexibility and cutting
down delays in decision making. An independent Board may not be
necessary. Greater delegation at all levels is, in any case, being
proposed. Accordingly, the status quo may prevail in this respect.

4. Drawing Staff

Drawing staff 7.46.21 Higher pay scales on par with JEs have been demanded.
Common category of Draughtsman has been dealt with in the
presentation on Chapter 3.8. Proposals therein will apply to
Draughtsman in CPWD both in terms of pay scales as well as
allowances.

Allowances 7.46.22 Allowances like Non-practicing allowance (as they form a

technical category), Planning and Design allowance as given to
Junior Engineers when they are posted at Planning Units and

574
 Supervisory allowance for handling supervisory duties, have been
demanded. No justification exists for these allowances. The same
can not, therefore, be recommended.

Architectural 7.46.23 Architectural Assistants are presently in the scale of Rs.5500-

Assistants 9000 and will automatically be placed in the scale of Rs.6500-10500
on account of restructuring being proposed. The next higher post
of Technical Officers will, therefore, need to be upgraded and
placed in the scale of Rs.7450-11500 corresponding to the revised
pay band PB 2 with grade pay of Rs.4600.

5. Group D, Industrial Workers in other categories

Group D staff and 7.46.24 Higher pay scales have been demanded for various
Industrial workers categories of Group D staff and Industrial workers working in
working in CPWD CPWD. All these categories have been discussed in the
presentations on Chapter 3.7 (Group D staff) and Chapter 3.8
(Common Categories). The recommendations made therein shall
apply in this case as well.

6. Administrative Staff

Office 7.46.25 Extension of the scale of Rs.6500-10500 has been sought

Superintendents for 47 posts of Office Superintendents as against the present scenario
where only 32 posts have been given the higher scale. Due to the
proposed merger of scales of Rs.5500-9000 and Rs.6500-10500, all the
posts of Office Superintendents will be placed in the scale of
Rs.6500-10500. The post is not comparable to that of Section Officer.
Hence, parity with Section officers can not be recommended.

Directorate of Estates

ACPS 7.46.26 Equitable progression under ACPS has been demanded.

The revised scheme of Modified ACPS being proposed will address
the issue of equitable progression under ACPS.

Legal Assistants 7.46.27 Higher scale of Rs.6500-10500 has been demanded for Legal
Assistants who have ordinary degree + degree in Law but are placed
in scale Rs 5500-9000. Due to the proposed merger, all posts of Legal
Assistants will automatically be placed in the scale Rs 6500-10500.
The Commission has recommended the scale of Rs.7450-11500 for all
posts carrying minimum qualifications of a degree in law.
Consequently, Legal Assistants in this Directorate may also be
placed in the scale of Rs.7450-11500 corresponding to the revised
pay band PB 2 of Rs.8700-34800 along with grade pay of Rs.4600.

575
Rajabhasa staff 7.46.28 Rajabhasa staff has demanded parity with CSOLS.
Commission is recommending parity between Secretariat and field
offices which will automatically address the demand of Rajabhasa
staff seeking parity with CSOLS.

Directorate of Printing
Posts of HoD 7.46.29 The three heads of department i.e. Director of Printing,
Controller of Stationary and Controller of Publication should be of
the same status and pay structure benefits and promotional avenues
should be identical. Different heads of department have different
functional and operational duties. Their hierarchical structure is
also different and hence the same scale may not be justified for
different heads of department.
Assistant 7.46.30 Assistant Managers (Administration) in scale of Rs 6500-
Managers (Admn.) 10500 have sought the non functional scale Rs 8000-13500 on par
with Section Officers of CSS. The non-functional scale of Rs.8000-
13500 can not be extended to this post because it has no relativity
with the post of Section Officer in CSS.

UDC (Incharge) 7.46.31 UDCs have two channel of promotion, as Deputy Store
Keeper in scale of Rs 5000-8000 and as UDC Incharge in scale Rs
4500-7000. Earlier both these posts were in the same scale of Rs 1350-
2200. The present situation is creating anomalies since a junior UDC
can be promoted as Deputy Store Keeper while a senior may be
promoted as UDC Incharge. The anomaly needs to be addressed. It
may be appropriate to merge the posts of UDC (Incharge) and
Deputy Store Keeper. The Commission recommends accordingly.

UDC (Special 7.46.32 UDC (Special/Complex) are presently in the scale of Rs

/Complex) 4000-6000 along with special pay of Rs 140. UDCs (In charge) are in
the scale of Rs 4500-7000. A demand has been made that these posts
should be merged. The post of UDC (Special/Complex) has
different functions and is in a lower scale. The post can not,
therefore, be merged with that of UDC (In charge).

Store Keepers 7.46.33 Higher scale of Rs.5500-9000 has been sought for Store
Keepers who are presently in the scale of Rs 5000-8000. Post of Store
Keepers and Accountants are Common Category posts and can not
be individually upgraded in any one specific department. In any
case, Commission has recommended merger of the scales of Rs.5000-
8000, Rs.5500-9000 and Rs.6500-10500. Due to this, the post shall
automatically be placed in Pay Band PB-2 of Rs.8700-34800 along
with a grade pay of Rs.4200 corresponding to the pre-revised pay
scale of Rs.6500-10500.

Accountants 7.46.34 Higher scale of Rs 6500-10500 on par with Junior Account

Officers has been sought for Accountants on the ground that they

576
 supervise the entire work of establishment section, recruitment,
pension, leave, vigilance, court cases, estate matters budget and
accounts etc. The post is filled by promotion of Head Clerk, Head
Computer, Stenographers, UDC and LDC and is presently in the
pay scale of Rs 5500-9000. It will automatically be placed in the
higher scale of Rs.6500-10500 on account of the restructuring of
pay scales being recommended by the Commission.

Stencil men 7.46.35 Higher scale of Rs.2750-4400 has been sought for Stencil
men. Stencil men belong to Group D and they will automatically be
placed in the scale of Rs.2750-4400 on account of restructuring of
Group D posts being proposed.

Printing staff, 7.46.36 Higher pay scales have been sought for all categories of
Counter/Coupon printing staff, Counter/Coupon Clerk and Cooks. These are
Clerk and Cooks common category posts and have been discussed in Chapters 3.7 of
the report. Recommendations contained therein shall apply in these
cases also.

Nurse and 7.46.37 Higher scale of Rs.5500-9000 has also been sought for the
Pharmacist posts of Nurse and Pharmacist. The posts of Nurses and Pharmacist
have been discussed in presentation on Chapter 3.6. The
recommendations contained therein shall apply in this case as well.

Common category 7.46.38 Common category of printing staff, cooks and Group D
& Group D posts posts have been discussed in Chapters 3.7 and 3.8.
Recommendations contained therein shall apply in these cases also.
The posts of Nurses and Pharmacist have been discussed in Chapter
3.8.

Recommendations 7.46.39 Expenditure Reforms Commission had made detailed

of ERC recommendations regarding Directorate of Printing in this Ministry.
They had observed that printing was not a core function of the
Ministry and that various printing presses had to be merged or
transferred to other departments like Department of Posts. It was
also recommended that most of the printing presses should be sold
on as is where is basis with the presses at Shimla and Gangtok being
closed down. All the vacant posts in this cadre were recommended
to be abolished along with all future vacancies arising on account of
retirement, etc. The ERC had lamented the outdated costing
systems and other work processes being followed in these presses
and recommended implementation of a modern computer based
accounting system on a time-bound basis at printing presses in
Nasik and Coimbatore with the system being replicated in all other
presses subsequently. All these recommendations of ERC are
justified and need to be implemented expeditiously in case these
have already not been effected.

577
 Land and Development Office

Parity with 7.46.40 Parity with CSS/CSSS has been demanded. The Commission
CSS/CSSS is recommending parity between field offices and secretariat which
will address this demand.

Accountants 7.46.41 Higher scale of Rs.5500-9000 has been demanded for

Accountants. The post is presently in the scale of Rs.5000-8000. Post
of Accountants is a common category post and cannot be upgraded
specifically in one department. In any case, Commission has
recommended merger of the scales of Rs.5000-8000, Rs.5500-9000
and Rs.6500-10500. Due to this, the post shall automatically be
placed in Pay Band PB-2 of Rs.8700-34800 along with a grade pay
of Rs.4200 corresponding to the pre-revised pay scale of Rs.6500-
10500.

Surveyors and 7.46.42 It has been contended that the Senior Surveyors/Surveyors
Senior Surveyors in other Central Government Departments like Archaeological
Survey of India, Atomic Energy, Survey of India have the same
qualification and job responsibilities but have been granted higher
pay scale of Rs 5000-8000 and 5500-9000 whereas Surveyors and
Senior Surveyors of L&DO are placed at lower pay scale of Rs 4000-
6000 and 4500-7000. Parity in pay scales and all other benefits has
been demanded. The Commission has considered this demand. It is
seen that no anomaly exists in the existing pay scales of the post of
Senior Surveyor/Surveyor in L&DO. The cadre structure of
Surveyors in L&DO is different from that existing in ASI, Survey of
India etc. The posts may, therefore, be placed only in the
corresponding replacement pay band and grade pay.

Planning 7.46.43 Higher pay scale is sought for the post of Planning Assistant
Assistant which is presently in the scale of Rs.5500-9000. The qualification is
intermediate in Architecture or equivalent and about 2 years’
experience in Planning or Architectural Office or three years’
Diploma in Civil Engineering or Municipal Engineering with
knowledge of Town planning Building Bye-laws, Zoning Regulation
etc. The post is Group B non-Gazetted. Post of Planning Assistant
will automatically be placed in the pay scale of Rs.6500-10500 on
account of restructuring being proposed.

ACPS 7.46.44 Better promotional avenues under ACPS and its extension to
non-diploma engineers have also been sought. The scheme of
Modified ACPS will ensure uniform progression of all the
employees. It will also cover all employees uniformly provided they
fulfill the prescribed criteria. No specific recommendation is,
therefore, necessary on this issue.

578
 Chapter 7.47
Ministry of Water Resources

Introduction 7.47.1 The Ministry of Water Resources is responsible for laying

down policy guidelines and programmes for the development and
regulation of country's water resources. It is responsible for overall
planning, policy formulation, coordination and guidance in the
water resources sector.

Organizational 7.47.2 Number of posts in various grades in the Ministry is as

structure under:-

Group Sanctioned Strength In Position

A 1620 1298
B 2202 1816
C 6265 5136
D 3556 2979
Total 13643 11229

Organizations and Bodies under this Ministry include:-

1. Central Water Commission.
2. Central Soil and Materials Research Station.
3. Central Ground Water Board /Central Ground Water Authority
4. Central Water & Power Research Station.
5. Farakka Barrage Project.
6. Ganga Flood Control Commission.
7. Sardar Sarovar Construction Advisory Committee.
8. Brahmaputra Board.
9. Narmada Control Authority.
10. Betwa River Board.
11. National Institute of Hydrology.
12. National Water Development Agency.
13. Bansagar Control Board.
14. Tungabhadra Board.
15. Upper Yamuna River Board.

579
Computer cadre 7.47.3 Higher pay scale for various posts in the Computer cadre
in Central Water Commission has been demanded. The higher pay
scale is not justified either on functional considerations and the
qualifications prescribed. Further the entire hierarchal relativities
are likely to be disturbed in case specific upgradations are granted
to some of the posts in the cadre., accordingly, all the posts shall be
placed in the corresponding revised pay band and grade pay.

Extra Assistant 7.47.4 The post of Extra Assistant Director (HM) which is a
Director (HM) promotional post for Senior Professional Assistant (HM) may
however be placed in the pay scale of Rs.7450-11500
corresponding to the revised pay band PB-2 Rs.8700-34800 along
with grade pay of Rs.4600 as its feeder post of Senior Professional
Assistant will be placed in the immediate lower grade in Pay band
PB-2 of Rs.8700-34800 along with grade pay of Rs.4200.

Deputy Director 7.47.5 A demand has been made that the grant of non-functional
(HM) scale of Rs.12000-16500 on completion of 10 years of service given
to the Deputy Director in Engineering Cadre should also be
extended in respect of Deputy Director (HM). It is noted that the
non-functional grade of Rs.12000-16500 is given only to the
technical services and the non-functional services have the non-
functional selection grade of Rs.14000-18300. Accordingly, the
demand cannot be accepted.

CWPRS 7.47.6 Higher pay scales have been sought for different posts in
Central Water and Power Research Station (CWPRS). Further,
Flexible Complementing Scheme has been south for Group B and C
posts in CWPRS. It is seen the diploma holders cadre in CWPRS
comprises the posts of Technicians, Senior Technicians and
Superintendent in the pay scales of Rs.5000-8000; Rs.5500-9000 and
Rs.6500-10500 respectively. It has been mentioned that in other
departments the grade of Rs.5500-9000 does not exist. A similar
dispensation has been demanded in CWPRS also. The
Commission has recommended merger of erstwhile pay scales of
Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. As a result of this
merger, the posts of Technician, Senior Technician and
Superintendent would come to lie in an identical running Pay
Band PB-2 Rs.8700-34800 along with a grade pay of Rs.4200. The
Commission recommends that the posts of Technician and
Senior Technician should be merged. The post of
Superintendent shall be upgraded and placed in the revised Pay
Band PB-2 of Rs.8700-34800 along with a grade pay of Rs.4600
corresponding to the pre-revised pay scale of Rs.7450-11500.

Group D posts 7.47.7 Higher pay scales have also been sought for different
Group D posts in CWPRS. The pay scales of these posts will be
regulated in accordance with recommendations given in Chapter

580
 3.7 of the Report. The common categories including those of
Store Keeping Staff, Photographers, Stenographers, Librarians,
Nurses, Cooks, Security officers etc. in CWPRS shall be governed
by the recommendations made in Chapter 3.8 relating to common
categories.

Assistant Director 7.47.8 In Central Water Commission, the post of Assistant

Grade-II Director Grade-II is in the scale of Rs.6500-10500 that is identical to
the scale of one of its feeder cadre viz. Design Assistant.
Accordingly, the Commission recommends that the post of
Assistant Director Grade-II in CWP may be placed in the pay
scale of Rs.7450-11500 corresponding to the revised pay band PB-
2 of Rs.8700-34800 along with grade pay of Rs.4600.

Laboratory 7.47.9 Higher pay scales for various Group D posts of Laboratory
Helpers Helpers in Central Soil and Materials Research Station has been
demanded. The posts are Group D posts and the
recommendations made in Chapter 3.7 shall cover these posts.

Medical officer 7.47.10 Higher promotional avenues for the isolated post of
Medical officer in Farakka Barrage Project have been demanded.
Doctors working in this project have also demanded that the
scheme of Dynamic Assured Career Progression be extended in
their case. The issue of extending the Dynamic ACPS to doctors
in isolated posts has been considered in Chapter 3.6 and
recommendations made therein shall apply in this case as well.

Lower Division 7.47.11 Higher pay scale of Rs.4000-6000 has been demanded for
Clerks the Lower Division Clerks in CWC on the ground that Postal
Clerks in Postal Department has been granted such a scale. It is
observed that no functional or other parity can be drawn between
these posts. Even otherwise LDC is a common category post and a
higher pay scale cannot be given only to the LDCs working in
CWC. The post shall, therefore, be extended the corresponding
revised pay band and grade pay. Parity vis-à-vis the secretariat
post has been demanded for other Ministerial posts like Assistants.
The Commission has already recommended parity between
similarly placed posts in field offices and secretariat. No specific
recommendation is, therefore, necessary on this demand.

Work Charged 7.47.12 Better pay scales for various Group D posts working as
Staff Work Charged Staff in Central Water Commission has been
demanded. The pay scales of these posts shall be regulated as
per the recommendations made in Chapter 3.7.

Observer Grade-I 7.47.13 Higher pay scale has been demanded for the post of
Observer Grade-I in Central Water Commission. The post
presently exists in the pay scale of Rs.4000-6000. It is seen that the

581
 post of Observer Grade-II is filled, amongst others, on promotion
of Khalasis. A higher pay scale is not justified for this post
especially when the Commission has recommended merger of the
scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. Upgrading
the post to Rs.5000-8000 will, therefore, virtually amount to placing
it in the grade pay recommended for the posts in the pre-revised
pay scale of Rs.6500-10500. A higher pay scale cannot, therefore,
be extended to this post.

IBM Operators 7.47.14 A demand has been made that the cadre of IBM Operators
in Central Water Commission should be merged with that of Data
Entry Operators. This demand has been considered, it is seen that
keeping in view the nature of duties/recruitment qualifications as
well as the existing hierarchy, it would not be proper to merge this
cadre with other cadres. Consequently, this cadre may be
retained as a dying cadre without any further recruitment being
made thereto. The problem of stagnation in the cadre shall be
addressed by the scheme of revised Assured Career Progression
Scheme and running Pay bands.

Central Water 7.47.15 Restructuring of the Central Water Engineering Services

Engineering has been demanded. The Commission as a matter of policy has
Services refrained from undertaking restructuring of any individual cadres.
No recommendation can, therefore, be made on this issue. It may,
however, be noted that the Commission has recommended that
any future cadre review should not result in creation of additional
posts in the cadre. In case any additional posts are necessary on
strict functional considerations, the same should be created as open
posts not encadred in any cadre.

582
 Chapter 7.48
Ministry of Women & Child Development

Introduction 7.48.1 A separate Ministry for Women & Child Development was
created in 2006. It is the nodal ministry for all matters pertaining to
the welfare, development and empowerment of women and
children in the country. The Ministry is involved in evolving
policies, preparing plans of action, enacting legislations and
implementing programmes and schemes for advancement of
women and children with the support of State Governments, other
Government and voluntary agencies.

Organizational 7.48.2 The Ministry of Women and Child Development is headed

structure by a Secretary who is assisted by three Joint Secretaries, one
Economic Adviser, one Statistical Adviser and a Financial Adviser.
Number of posts in various grades in the Ministry is as under:-

Group Sanctioned Strength In Position

A 76 65
B 134 108
C 280 253
D 171 167
Total 661 593

Demands of Food 7.48.3 Full parity with secretariat posts has been demanded for
& Nutrition Board various administrative posts in Food & Nutrition Board. The
Commission has already recommended parity between secretariat
and field offices. The recommendations in Chapter 3.1 will address
this specific demand. It is however clarified that the post of Office
Assistant-cum-Accountant in the pay scale of Rs.4500-7000 cannot
be equated to that of Assistant in other field offices that exist in the
pay scale of Rs.5000-8000. Consequently, only the corresponding
revised pay scales shall be extended to this post.

Office 7.48.4 It has been demanded that post of Office Superintendent in

Superintendent Food & Nutrition Board should be filled 100% by promotion so as
to alleviate the problem of stagnation in the feeder cadre of
Accountant/Office Assistant cum Accountant. The problem of
stagnation will be eased in the scheme of running pay bands and

583
 modified Assured Career Progression Scheme being recommended
in Chapters 2.2 and 6.1 of the Report. Filling up the post 50% by
promotion and 50% on deputation ensures fresh infusion in the
organisation. As such, the existing rule position needs to be
maintained.

Technical 7.48.5 Higher pay scale of Rs.6500-10500 has been demanded for
Assistant/Demons Technical Assistant/Demonstrators in Food & Nutrition Board on
trator the ground that the minimum qualifications include a graduate
degree. No anomaly exists in the existing pay scale. However, the
Commission has recommended merger of the scales of Rs.5000-
8000, Rs.5500-9000 and Rs.6500-10500. This will meet the demand
automatically. The next higher posts of Demonstration Officer
Grade I and Senior Technical Assistant Chemist shall
consequently be placed in PB-2 of Rs.8700-34800 along with
grade pay of Rs.4600 corresponding to the pre-revised pay scale
of Rs.7450-11500.

Demands of 7.48.6 Staff in National Commission of Women has demanded

National pay scales on par with those existing for analogous posts in
Commission for different departments of Government of India. This problem will
Women be resolved once parity in pay scales between field and secretariat
offices is extended as recommended in Chapter 3.1 of the Report.
No separate recommendation is, therefore, necessary in this case.

584
 Chapter 7.49
Ministry of Youth Affairs & Sports

Introduction 7.49.1 The Ministry of Youth Affairs & Sports came into being in
2000 when Department of Youth Affairs & Sports was converted
into a Ministry. Its main objectives involve developing the
personality of youth and involving them in various nation-
building activities. As most of the issues concerning young people
are the functions of other Ministries /Departments, like Education,
Employment & Training, Health and Family Welfare, etc., the role
of the Ministry of Youth Affairs & Sports is to act as a facilitator
and catalytic agent.

Organizational 7.49.2 The Ministry is headed by a Secretary who is assisted by

structure two Joint Secretaries and other officers. Number of posts in
various grades in the Ministry is as under:-

Group Sanctioned Strength In position

A 42 36
B 122 103
C 201 158
D 85 62
Total 450 359

Recommendations 7.49.3 Higher pay scale of Rs.10000-15200 has been demanded for
the post of Youth Officer in National Service Scheme on the ground
that minimum qualifications for the post are a post-graduate
degree with five years work experience. It has also been
mentioned that the work attached to the post is that of a Lecturer
and hence the pay scale of the post be brought on par with that of
Senior Lecturer. Any comparison with the post of Lecturer is not
justified because the duties attached to this post are not as onerous
and no teaching of graduate level students is involved.
Consequently, this demand cannot be conceded.

7.49.4 All other posts in this Ministry not belonging to common

categories are covered by the pay bands and grade pay discussed
by the Commission in Chapter 2.2 Common category posts, in
any case, shall be governed by recommendations made in
Chapter 3.8 of the Report.

585
 Chapter 7.50
Department of Atomic Energy &
Department of Space

Introduction 7.50.1 Department of Atomic Energy is concerned with various

aspects relating to atomic energy. It is engaged in achieving
energy security and societal development, including power
production, developing alternate technologies for power
generation, developing high yielding seeds and crops, developing
medical hardware for cancer therapy, etc. Various public sector
undertakings under this Department are UCIL, IREL, ECIL and
NPCIL.

7.50.2 Department of Space was carved out from the Department

of Atomic energy once the Space Commission was set up in 1972.
The Indian Space Research Organization (ISRO) which had been
constituted as an autonomous body under the Department of
Atomic Energy in 1969 was transferred to Department of Space in
1975 as a full Government body. The main function of Department
of Space is to develop new technologies and space systems to
enhance and expand the space services for national development.
The Headquarter of Department of Space is at Bangalore and it
executes the national space activities through ISRO and its various
centres that include :

1. Vikram Sarabhai Space Centre (VSSC),

Thiruvananthapuram
2. ISRO Satellite Centre (ISAC), Bangalore
3. Satish Dhawan Space Centre (SDSC), SHAR
4. Space Applications Centre (SAC), Ahmedabad
5. Liquid Propulsion Systems Centre (LPSC),
Thiruvananthapuram, Mahendragiri and Bangalore
6. ISRO Inertial Systems Unit (IISU),
Thiruvananthapuram
7. ISRO Telemetry, Tracking and Command Network
(ISTRAC), Bangalore
8. Development and Educational Communication Unit
(DECU), Ahmedabad
9. Master Control Facility (MCF), Hassan

586
 7.50.3 Apart from the aforesaid Centres, Department of Space also
has many autonomous bodies like National Remote Sensing
Agency, Physical Research Laboratory, National Atmospheric
Research Laboratory etc., under their administrative control.

7.50.4 The Department has achieved significant advancements in

the four decades of its creation. The Department is providing
social services in the field of Tele-medicine, Tele-education, Village
Resource Centres and Disaster Management Support. The
Department has an ambitious space programme that envisages
launch of manned capsules by 2015.

Organizational 7.50.5 Following posts exist in Department of Atomic Energy:-

structure
Group Sanctioned Strength In Position
A 9311 8755
B 8469 8137
C 12892 11580
D 4847 4383
Total 35519 32855

Number of posts in various grades in Department of Space are as

under:-

Group Sanctioned Strength In Position

A 8255 7103
B 3570 2808
C 4498 3465
D 1063 682
Total 17386 14058

Special 7.50.6 Departments of Atomic Energy and Space have mission

Characteristics oriented R&D institutions for developing indigenous technologies.
The institutions are stated to have world class infrastructure and
R&D labs which require highly qualified, self-organized and self-
steering human resources. It has been pointed out that a large
number of scientists/engineers leave these organizations every
year and nearly 50 % vacancies arise every year as a result of
resignation and VRS. Only 60-70 %of the vacancies in the cadre of
scientists/engineers arising every year can be filled up as, inspite
of excellent HR practices and merit promotion schemes, these
departments are not able to attract talent for high tech R&D work
on account of the severe disparity existing between IT industry and
the Government organizations both at the entry as well as the
senior level.

587
S & T staff 7.50.7 As regards S&T staff other than the core
scientists/engineers, it has been stated that they provide
substantial support in realizing high precision design jobs and are
essential for committed and integrated team work to enable
effective utilization of resources and realization of goals.

Recommendations 7.50.8 Fifth Central Pay Commission had considered the various
of FCPC & issues resulting to these Departments in detail and had
Subsequent recommended a modified flexible complementing scheme for their
improvements R&D professionals with adequate provisions being made for
scientists of outstanding merit. Subsequent to implementation of
recommendations of the Fifth central Pay Commission the
Government, approved a special incentive package for
scientists/engineers working in Departments of Atomic Energy
and Space. This included:-

• An incentive equivalent to 2 increments to

scientists/engineers up to the scale of Rs.16400-20000

• Special pay for all scientists and engineers up to grade H

• Annual professional update allowance of Rs.2000 per

month and Rs.5000 p.a.

Subsequent 7.50.9 Subsequent to implementation of recommendations of the

improvements Fifth central Pay Commission, the Government, in the recent past,
had approved a special incentive package for scientists/engineers
working in these Departments. This included grant of an incentive
equivalent to 2 increments to scientists/engineers upto the scale of
Rs.16400-20000. Additionally, all scientists and engineers were
granted special pay (scientists/engineers upto the grade H being
eligible for it) and annual professional update allowance of Rs.2000
per month and Rs.5000 p.a. respectively.

Present position 7.50.10 Departments of Atomic Energy and Space are of the view
and further that the aforesaid incentives have not totally addressed the large
improvements disparity in the compensation package available in the
sought therein Government vis-à-vis the private sector which, therefore, needs to
be bridged. They have, accordingly, proposed enhanced annual
professional update allowance ranging from Rs.5000 to Rs.10000 in
case of technicians and Rs.15000 to Rs.50000 in case of
scientists/engineers. They have also proposed introduction of a
performance linked variable increment system to recognize the
individual performance. As regards the administrative staff, an
identical dispensation for administrative staff in field organisations
on par with administrative staff in the Department’s Secretariats
has been demanded.

588
Demands 7.50.11 It has, accordingly, been demanded that a more
competitive remuneration package needs to be given at the entry
level with higher entry level being provided for posts requiring
higher qualifications. It has also been stated that the merit
promotion scheme presently existing in the Department needs to
be retained as it is conducive for nurturing of the talent.

Suggestions for 7.50.12 In their joint submissions to the Commission,

S&T personnel Secretaries, DAE and DoS made the following suggestions in
made by respect of the S&T personnel working in these departments:-
Secretaries, DAE
and DoS • To attract best talent at entry level and higher levels,
introduction of cost to Government based short-term
appointments of Scientists and Engineers in DoS and DAE
is essential.

• Scientists and Engineers should be recruited at the entry

level on contract basis on a cost to the Government basis
with variable increments on par with those prevailing in
the industry. Average performers will be asked to leave
during 2 to 5 years with the best performers being offered
permanent employment. At the end of 5 years, the
outstanding performers shall be fixed at appropriate level
in the JAG of Rs.12000-16500.

• The existing S&T personnel in DoS & DAE should be given

revised pay scales which are four times the existing pay
scales. In case such pay scales are not given, the difference
should be compensated through a special allowance which
will be over and above the special allowance of 40%
proposed by the Prime Minister for the consideration of
the Commission.

• Additionally, a performance linked variable increment

system should be introduced for rewarding individual
performance and excellence through grant of upto 5
additional increments. Average/below-average performers
to receive only the normal annual increment. Multiple
increments would ensure a fair growth in salary for
outstanding employees in Government especially when in
Indian MNCs/IT companies, the average increase in the
entry level compensation is 3.4 times in the first five years
and 6.8 times in the first 10 years.

• HRA for all DAE and DoS employees should be paid at

30% irrespective of the place of posting.

589
 • For the higher managerial positions, short-term contracts
should be awarded at the annual rate of Rs.40 lakhs, Rs.50
lakhs & Rs.60 lakhs for candidates with 20 years, 25 years
and 30 years of experience.

Analysis of the 7.50.13 The scheme of contractual appointment for

proposals – Scientists/Engineers at various levels is justified. In fact, the
Contractual Commission has separately recommended recruitment of
appointment appropriate persons on contractual basis. Such contractual
appointees will not be bound by the existing salary structure and
the department/organization concerned will be free to offer an
appropriate package depending on the market conditions. This
scheme has to be implemented in these two Departments so that
they are able to attract the best possible talent. The Commission,
therefore, recommends introduction of the scheme of contractual
appointment for Scientists/Engineers in Dos and DAE. The
broad contours of the scheme would be as under:-

1. Contractual appointment at entry level should be for an

initial period of 3-5 years. This is in accordance with the
suggestion made by DoS & DAE.

2. Remuneration for such appointments shall be governed

by the market forces without being hemmed in by any
budgetary constraints.

3. The contract should provide for an annual increase of 5%

to 20% depending on the performance. A person who
has not got a minimum cumulative increase of 20% in
any two years of contractual appointment would be
liable to have his contract terminated.

4. Outstanding performers, at the end of the contract

period, should be given the option of a new contract or of
permanent absorption at an appropriate stage in the
running pay band with a grade pay corresponding to
what is payable to a regular employee after putting in
that many minimum years of service.

5. Existing employees may also be given the option of

switching over to contractual appointment scheme
provided they resign/take retirement and their normal
age of superannuation would, in the ordinary course,
have exceeded the prescribed duration of contractual
appointment by a minimum of 2 years.

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 6. Contractual appointment may also be resorted to at
higher levels without linking the compensation package
with the years of experience. The expertise and skill of
the suitable candidate as well as the market forces should
govern the package.

7. As a special case, unlike in other

ministries/departments/organizations, the scheme of
contractual appointment for scientists/engineers in DoS
& DAE should be implemented with additional
budgetary support being made available for the same.
This will ensure that these departments are able to
recruit scientists/engineers for various programmes on
contract basis at levels comparable to market driven
salaries.

Analysis of the 7.50.14 Higher pay scales specifically for the employees in DAE
proposals & and DoS are not feasible as all Central Government employees
Recommendations have to be extended the standard pay scales, which, in any case,
– Higher are based on the level of skill, functions discharged, qualifications
emoluments prescribed, etc. The Government has recently, in October, 2007,
increased the rate of annual Professional Update Allowance in DoS
and DAE to Rs.10000 for scientists in pay scale below Rs.14300;
Rs.20000 for scientists in pay scale beginning with Rs.14300 or
higher and Rs.30000 for those in scales beginning with Rs.18400 or
higher. An across the board special allowance is therefore already
available for Scientists and Engineers in these departments.
Any other special allowance that is given across board to all the
employees, irrespective of their performance, will not lead to better
productivity or motivate the employees sufficiently to give their
individual best. Such an allowance will therefore be counter-
productive to efficiency and stoke demands from other quarters for
grant of a similar allowance. It is noted that the proposal sent by
Secretaries, DoS & DAE shows that it is possible to segregate the
performance of different S&T personnel as otherwise the scheme of
multiple increments delineated in their proposal cannot take effect.
The proposed scheme of 5 multiple increments while rewarding
good performance by individual employees during a specific year
however, suffers from the defect that the benefit, once given, will
persist for all times and the employee will continue to draw
substantially higher emoluments as well as annual increment even
in a year when his performance has been average. This, in the long
run, will act as a de-motivating factor for consistently high
performers.

7.50.15 A better course of action would be to reward

individual/group performance in any specific time-period by
grant of performance related incentive. Even in MNCs/IT

591
 Companies, a substantial portion of the annual growth in
compensation is on account of the performance linked portion of
the salary where the compensation can vary every year. On an
average, 30% of the salary in these companies is linked to
performance which could go up, remain unchanged or decrease
depending on the performance of the concerned employee. The
Commission, therefore, recommends immediate introduction of
PRIS in DAE and DoS. Higher increase beyond what is available
on account of increase in DA and normal increment should come
in form of PRIS based on the individual/team based/project
based performance during the reference period. PRIS would
ensure that only the performance during the reference period is
rewarded. Simultaneously, the scheme of variable increments
discussed in Chapter 2.2 of the Report would ensure that a good
performance during a year ensures some amount of permanent
benefit for the succeeding years. The PRI would be based on the
actual performance with out linking it to the savings made as in the
case of other departments. This is necessary because S&T projects
in DoS and DAE have a long gestation period and it will not be
justified to link the amount of PRI payable with the savings already
made.

Analysis of the 7.50.16 HRA is a common allowance paid to all the employees
proposals & not provided with Government accommodation and who are not
Recommendations eligible for CILQ. Rates of HRA depend on the place of posting.
– Higher HRA This is justified as rentals in different cities vary. As such, it may
not be justified to pay HRA at the maximum rates to the employees
in DAE and HRA to all DAE and DoS employees irrespective of the
place of posting. The Commission recommends that DAE and
DoS employees should continue to be paid HRA at normal rates.

Recommendations 7.50.17 The Commission has considered the issue of

– Administrative administrative staff in the field offices and secretariat separately
and S&T Staff in the Report. The general recommendations made there will
apply equally in Department of Atomic Energy and Department
of Space as well. Insofar as the S&T staff in these Departments is
concerned, it is observed that they have already been given a
special dispensation in form of a merit promotion scheme vis-à-vis
S&T staff in other Ministries/Departments. Something more is,
however, needed to attract the brightest technicians to this
Department. This is necessary because success or failure of any
mission depends as much on the precision of every technician
involved in the project as on the scientists who have
conceptualized and operationalised the project. Consequently, the
Commission recommends a special Atomic Energy Allowance
and Space Technology Allowance for all technicians working in
Department of Atomic Energy and Department of Space
respectively. The allowance may be paid annually at the rate of

592
 half the minimum Update Allowance payable to the scientists
working in this department. The allowance shall not be paid to
the technicians who had performed only administrative or other
duties of a routine nature through out the concerned year.

Recommendations 7.50.18 Insofar as grant of enhanced update allowance is

– Update concerned, it is noted that the update allowance was given as a
allowance special package in 1996. A need existed for revising the rate of this
allowance because scientists and engineers have to continuously
update their technological knowledge that can be done by being a
member of various professional bodies for which annual
membership fees needs to be paid. The Government, however, in
October, 2007, increased the rate of annual Professional Update
Allowance to Rs.10000 for scientists in pay scale below Rs.14300;
Rs.20000 for scientists in pay scale beginning with Rs.14300 or
higher and Rs.30000 for those in scales beginning with Rs.18400 or
higher. Any further increase in the rates of this allowance is,
therefore, not necessary at this stage. The Commission, however,
recommends that this allowance be increased by 25% whenever
DA on revised pay band plus grade pay increases by 50%.

593
 Chapter 7.51
Cabinet Secretariat

Introduction 7.51.1 Cabinet Secretariat is responsible for the administration of

the Government of India (Transaction of Business) Rules, 1961 and
the Government of India (Allocation of Business) Rules 1961,
facilitating smooth transaction of business in
Ministries/Departments of the Government by ensuring adherence
to these rules. The Cabinet Secretariat is under the direct charge of
the Prime Minister. The administrative head of the Secretariat is
the Cabinet Secretary who is also the ex-officio Chairman of the
Civil Services Board. Cabinet Secretary is also the head of the civil
services. Presently he is in the pay scale of Rs.30000 (fixed).

Organizational 7.51.2 The Cabinet Secretariat comprises main secretariat,

structure Directorate General of Security, Research and Analysis Wing, Joint
Intelligence Committee and Special Protection Group. The
Directorate General of Security comprises three wings viz.
Secretariat, Special Service Bureau and Aviation Research Wing.
Group-wise strength of personnel in Cabinet Secretariat is as
under:-

Group Sanctioned Strength In Position

A 1670 1499
B 4800 4250
C 10235 9776
D 1409 1344
Total 18114 16869

Recommendations 7.51.3 Posts in Research and Analysis Wing/Directorate General

of Security have been covered in a separate Report. All other
posts in this organisation not belonging to common categories
are covered by the pay bands and grade pay discussed by the
Commission in Chapter 2.2 Common category posts, in any case,
shall be governed by recommendations made in Chapter 3.8 of
the Report.

594
 Chapter 7.52
Prime Minister's Secretariat

Introduction 7.52.1 The Prime Minister’s Office (PMO) is headed by the

Principal Secretary to Prime Minister who is appointed on contract
in the pay scale of Rs.30000. The Prime Minister can also appoint
eligible persons of his choice as personal staff whose tenure is co-
terminus with that of the Prime Minister. The PMO includes the
anti-corruption unit and the public wing dealing with grievances.
The Prime Minister's National Relief Fund (PMNRF) and the
National Defence Fund (NDF) are operated directly from the PMO.

Recommendations 7.52.2 All the existing posts in this organisation, not belonging
to common categories, are covered by the pay bands and grade
pay discussed by this Commission in Chapter 2.2. Common
category posts shall be governed by recommendations made in
Chapter 3.8.

595
 Chapter 7.53
Union Public Service Commission

Introduction 7.53.1 Union Public Service Commission was established under

Article 315 of the Constitution of India. It is entrusted with
recruitment to services & posts under the Union (including All
India Services) through conduct of competitive examinations and
through interviews; advising on the suitability of officers for
appointment on promotion/transfer-on-deputation as well as all
matters relating to methods of Recruitment to various services and
posts. UPSC is also concerned with disciplinary cases against
officials of different civil services.

Organizational 7.53.2 The Commission consists of a Chairman and ten Members

set up whose terms and conditions of service are governed by the Union
Public Service Commission (Members) Regulations, 1969.

7.53.3 The Commission is serviced by a Secretariat headed by a

Secretary with two Additional Secretaries, a number of Joint
Secretaries, Deputy Secretaries and other supporting staff.

Accounts cadre 7.53.4 Accounts cadre staff in UPSC has demanded parity with
staff organized accounts cadre. A special dispensation has been given
to the personnel in organized accounts cadre keeping in view the
complexity of functions performed by them. Accounts related
posts exist in almost all Government Ministries/Departments
outside the organized accounts department and there is a broad
relativity between these posts. The Commission has discussed the
accounts related posts outside organized accounts cadre in Chapter
3.8 relating to common categories. The recommendations
contained therein shall apply to accounts related posts in UPSC as
well.

Vigilance 7.53.5 Posts of Vigilance Assistant exist in UPSC in the pay scale
Assistant Rs.5500-9000. Higher pay scale of Rs.6500-10500 has been sought
for these posts on par with Assistants in CSS. The Commission has
recommended parity between similarly placed posts in field and
secretariat. Even otherwise, the Commission has recommended
the merger of pay scales of Rs.5000-8000, Rs.5500-9000 and

596
 Rs.6500-10500. The post will, therefore, automatically come to lie
in the PB-2 Pay Band of Rs.8700-34800 along with a grade pay of
Rs.4200 corresponding to the pre-revised pay scale of Rs.6500-
10500. This will also be equally applicable to the posts of Estate
Supervisor, Programme Assistant, Program Assistant-cum-Console
Operator, Research Assistant and Library Information Assistant, all
of which are presently in the pay scale of Rs.5500-9000 and for
which higher pay scale of Rs.6500-10500 has been demanded.

Demand of non- 7.53.6 The pay scale of Rs.8000-13500 on completion of four years
functional grade of service has been demanded for various posts like Estate
Manager & Meeting Officer, Jr. Analyst, Jr. Research Officer,
Security Officer, Superintendent (DP), Reception Officer, Assistant
Library & Information Officer, Data Processing & Processing
Assistant and Superintendent (Typing) on the ground that the
dispensation extended to the Section Officers needs to be extended
to this category also. It is seen that none of these posts have any
relativity either functionally or otherwise with the post of Section
Officer in Central Secretariat Service., accordingly, the higher pay
scale of Rs.8000-13500 on completion of 4 years of service cannot be
extended in their case. However, consequent to restructuring of
existing pay scales being recommended by the Commission, the
posts shall be placed in revised pay band PB-2 of Rs.8700-34800
along with higher grade pay of Rs.4600 corresponding to the pre-
revised pay scale of Rs.7450-11500.

LDC (Ex-cadre) 7.53.7 Promotional avenues have been demanded for the post of
LDC ex-cadre existing in UPSC on the ground that no promotional
prospects are available for these posts. Commission has
recommended running pay bands and a modified ACPS to
alleviate the problem of stagnation. This will address the problem
of stagnation in the case of LDC ex-cadre as well. No justification
exists for continued operation of this post. It is, therefore,
recommended that no further recruitment should be made for
this post and it should be phased out with their present duties
being given to regular LDCs.

597
 Chapter 7.54
Central Vigilance Commission

Introduction 7.54.1 CVC is the apex vigilance institution monitoring all

vigilance activity under the Central Government and advising
various authorities in Central Government organizations in
planning, executing, reviewing and reforming their vigilance work.
From 25th August, 1998, Central Vigilance Commission has been
given statutory status. The Commission consists of a Central
Vigilance Commissioner and not more than two Vigilance
Commissioners.

Organizational 7.54.2 The Central Vigilance Commission has its own Secretariat,
structure Chief Technical Examiners' Wing (CTE) and a wing of
Commissioners for Departmental Inquiries (CDI). The strength of
officials in various grades in the Commission is as under:-

Group Sanctioned Strength In Position

A 47 44
B 92 78
C 73 58
D 73 62
Total 285 242

The Central Vigilance Commission has its own Secretariat. The

Central Vigilance Commissioner in the scale of Rs.30000 (fixed)
heads the Commission. The Commissioners of Departmental
Inquiry in the scales of Rs.14300-18300/Rs.12000-16500 function as
Inquiry Officers to conduct Oral inquiries in departmental
proceeding initiated against public servants.

Non-participating 7.54.3 While the CVC secretariat is a non participating office in

office the Central Secretariat Service, the posts of and above the level of
Deputy Secretary are filled on deputation under the Central
Staffing Scheme.

Parity with 7.54.4 The Ministerial staff in CVC has demanded parity with
CSS/CSSS similarly placed posts in Central Secretariat Service and Central
Secretariat Stenographers Service. The Commission has separately

598
 recommended full parity between all such posts whether in field
offices or in secretariat or whether belonging to CSS/CSSS or
otherwise. This will meet the instant demand of ministerial staff in
CVC.

Special allowance 7.54.5 A special allowance has also been demanded for the
and special pay officers posted in CVC in view of the sensitive nature of their work.
It has been further contended that a special allowance already
having been introduced in CBI, a similar benefit needed to be
extended in CVC as it was the controlling office of CBI in certain
respects. As mentioned in Chapter 1.2, the Commission is not in
favour of extending any special allowance to a specific
organisation because the special nature of work should reflect in a
commensurate pay scale. Further, the Commission has
recommended substantial increase in the actual amount of
deputation allowance. All the posts of the level of Deputy
Secretary and above in the organisation are filled on deputation.
Accordingly, the officers in CVC will gain in any case on this
account. No further pecuniary benefit in form of a special
allowance is, therefore, justified for officers in CVC. The special
pay already available to Technical Advisers, Assistant Technical
Advisers and Junior Technical Advisers may, however, be
doubled to Rs.1600, Rs.600 and Rs.400 p.m. respectively. As
earlier recommended by the Fifth Central Pay Commission, the
special pay should be re-designated as special allowance.

599
 Chapter 7.55
Election Commission of India

Introduction 7.55.1 Election Commission of India is a permanent

Constitutional Body. The Election Commission was established in
accordance with the Constitution on 25th January 1950. The
Constitution of India has vested in the Election Commission of
India the superintendence, direction and control of the entire
process for conduct of elections to Parliament and Legislature of
every State and to the offices of President and Vice-President of India.
7.55.2 Originally the Commission had only a Chief Election
Commissioner. It currently consists of Chief Election
Commissioner and two Election Commissioners. The President
appoints the Chief Election Commissioner and Election
Commissioners. They have tenure of six years, or up to the age of
65 years, whichever is earlier. They enjoy the same status and
receive salary and perks as available to Judges of the Supreme
Court of India.
7.55.3 The Commission has a separate Secretariat at New Delhi,
consisting of about 300 officials. Two or three Deputy Election
Commissioners who are the senior most officers in the Secretariat
assist the Commission. They are generally appointed on tenure
basis from various civil services of the country. Deputy Election
Commissioners are supported by Directors, Principal Secretaries,
and Secretaries, Under Secretaries and Deputy Directors. There is
functional and territorial distribution of work in the Commission.
The work is organized in Divisions, Branches and sections with
each of the sections being headed by a Section Officer. The
territorial work is distributed among separate units responsible for
different Zones into which the 35 constituent States and Union
Territories of the country are grouped for convenience of
management.
7.55.4 All the existing posts in this organisation, not belonging
to common categories, are covered by the pay bands and grade
pay discussed by this Commission in Chapter 2.2. Common
category posts shall be governed by recommendations made in
Chapter 3.8.

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 Chapter 7.56
Indian Audit & Accounts Department

Introduction 7.56.1 Indian Audit and Accounts Department assists the

Comptroller and Auditor General of India in carrying out the
various allotted functions. The Department consists of about fifty
thousand employees and is functionally organised into 104
specialized formations throughout the country. Indian Audits and
Accounts Service (IA&AS), an organised Group A Central Service
functions from this Department.

7.56.2 At the apex of the Indian Audit and Accounts Department is

the office of the Comptroller and Auditor General which directs
monitors and controls all activities connected with audit, accounts
and entitlement functions of the Department. Offices of the
Accountants General (Audit) also exist and are responsible for audit
of all receipts and expenditure of the Provincial Governments, and
audit of Provincial Government companies, corporations and
autonomous bodies. Offices of the Principal Directors of Audit are
responsible for audit of the activities of the Central Government,
including Civil Ministries and Departments, Overseas
Establishments, Defence, Indian Railways, etc.

Demands made 7.56.3 Parity with various posts in the secretariat has been
before the demanded with posts of Senior Auditors/Accountants being
Commission equated to the Assistants; higher scale of Rs.7500-12000 being sought
for Section Officers; Assistant Accounts/Audit Officers being placed
on par with the non-functional scale of Rs.8000-13500 for Section
Officers; Senior Accounts/Audit Officers being equated with the
Under Secretaries in Central Secretariat. Parity has also been
demanded for the posts in Stenographer, EDP, Official Language
cadres. Certain other demands relating to dearness allowance,
HRA, TA/DA and other common issues have also been made. The
demands relating to common issues are discussed in the concerned
Chapters relating to these issues. The same are not being separately
considered in this Chapter.

601
Analysis 7.56.4 The existing hierarchical structure of Accounts/Audit posts
in IA&AD is as under:-

Category of post Existing pay scales

Auditor/Accountants Rs.4500-125-7000
Senior Auditor/Accountants (SA) Rs.5500-175-9000
Section Officer (SO) Rs.6500-200-10500
Assistant Accounts/Audit Officer Rs.7450-225-11500
(AAO)
Accounts/Audit Officer (AO) Rs.7500-250-12000
Senior Accounts/Audit Officer (SAO) Rs.8000-275-13500

7.56.5 Senior Auditors/Accountants (SA) have always claimed

parity with Assistants in Central Secretariat Service (CSS).
Numerous court judgments and the Board of Arbitration under the
scheme of Joint Consultative Machinery have recommended such
parity. Fifth CPC had recommended the lower scale of Rs.5000-8000
for SAs, however their pay scale was subsequently revised to
Rs.5500-9000 by the Government in a separate and unrelated
development arising out of implementation of recommendations of
Fifth CPC. The genesis of this upgradation was that the Fifth CPC
had upgraded the pay scales of some Ministerial categories in
Railways. This affected the established relativities of these posts vis-
à-vis the accounts staff in Railways whose pay scales had
traditionally been higher as under:-

(a) Prior to Fifth CPC the post of Accounts Assistant in Railways

was in the scale of Rs.1400-2600 (Revised: Rs.5000-8000)
whereas that of Head Clerk in the lower scale of Rs.1400-2300
(Revised: Rs.4500-7000). However, after Fifth CPC the posts of
Accounts Assistant and Head Clerk were placed in the
identical scale of Rs.5000-8000;
(b) Prior to Fifth CPC, the post of Section Officer/Inspector of
Accounts was in a higher pay scale of Rs.1640-2900 (Revised:
Rs.5500-9000) vis-à-vis that of Office Supdt. Gr.II which was
in the scale of Rs.1600-2660 (Revised: Rs.5000-8000). Fifth
CPC, placed these posts in an identical pay scale of Rs.5500-
9000.

(c) Junior Accounts Assistants and Senior Clerk were in the same
Fourth CPC pay scale of Rs.1200-2040 (Revised: Rs.4000-6000).
Fifth CPC placed the post of Senior Clerks in the scale of
Rs.4500-7000 whereas Junior Accounts Assistants remained in
the lower scale of Rs.4000-6000.

602
7.56.6 Higher pay scales were, therefore, extended to the Accounts
staff of Railways notionally w.e.f. 1.1.1996 being the date on which
the higher pay scales were extended in respect of the ministerial
posts in Railways subsequent to implementation of
recommendations of Fifth CPC. Thereafter, vide O.M. dated
28.2.2003, such higher pay scales were extended notionally w.e.f.
1.1.1996 with actual payments being made prospectively to the
analogous posts in all the organized Accounts cadres so as to
maintain the traditional relativity which had always existed between
these cadres. As a result of these orders, the posts of Senior
Accountants/Senior Auditors in IA&AD came to be placed in the
scale of Rs.5500-9000 identical to the then existing pay scale of
Assistants in CSS. This, however, did not mean that the
Government had conceded parity between the posts of Assistants in
CSS and Senior Auditors/Senior Accountants in organized
Accounts departments and the actual fact was that these posts
happened to come to the identical scale on account of a totally
unrelated development.

7.56.7 The demand for parity between these posts was

subsequently considered in arbitration proceedings before the Board
of Arbitration who observed that identical pay scales having already
been given by the Government, the demand for parity between SAs
and Assistants in CSS had to be conceded.

7.56.8 It is, therefore, observed that the Government has never

conceded the principle of parity between Assistants of CSS and the
Senior Auditors/Accountants in various organized Account
Department including IA&AD. The demand for parity has again
been raised because the pay scale of Assistants in CSS was
subsequently revised to Rs.6500-10500. This has led to a similar
dispensation being demanded by SAs in all organized accounts
department including IA&AD. The Commission does not consider
it necessary to go into the merit of the demand of parity between
SAs and Assistants of CSS because it is recommending merger of the
pre-revised pay scales of Rs.5500-9000 and Rs.6500-10500 which will
automatically place Assistants in CSS and SAs in an identical
revised pay band and grade pay.

7.56.9 Insofar as other posts are concerned, it is observed that a

clear cut parity of these posts vis-à-vis those existing in the Central
Secretariat Service has never been established in past and it is
difficult to establish any parity even now. The proposed
upgradations for the posts of SAO, AO will, therefore, have to be
considered on merits. It is observed that the post of SAO constitutes
a feeder cadre for induction into IA&AS. The entry grade for
IA&AS is presently Rs.8000-13500 which is identical to the scale of

603
 SAOs. Upgrading their pay scale any further will place them in a
higher level than the entry grade of IA&AS which is a promotion
post. This will be anomalous. The existing pay scale of SAO will,
therefore, need to be maintained. Merger of the Fifth CPC pay
scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500 will place the
posts of Senior Auditor/Accountant and Section Officer in an
identical pay band and grade pay even though the former are a
feeder grade for promotion to the latter. The post of Section
Officer would, therefore, also need to be upgraded. The post will
consequently be placed in the next higher grade carrying grade
pay of Rs.4800 in pay band PB-2 of Rs.8700-34800 that corresponds
to the pre-revised pay scale of Rs.7500-12000. This upgradation
will place the posts of Section Officer and Assistant Accounts/Audit
Officer in an identical pay scale, thus necessitating the upgradation
of the latter category. The posts of Assistant Accounts/Audit
Officer and Accounts/Audit Officer should, therefore, be merged
in the pay band PB-2 of Rs.8700-34800 along with grade pay of
Rs.4800 that corresponds to the pre-revised pay scale of Rs.7500-
12000. The post of Senior Accounts/Audit Officer shall be placed
in the corresponding revised pay band PB-2 of Rs.8700-34800
along with a grade pay of Rs.5400. The existing parity between
posts in various organized cadres shall be maintained.
Accordingly, the aforesaid structure being recommended in
IA&AD will be extended in case of other organized accounts
cadres like Controller General of Accounts, Controller General of
Defence Accounts, Railways Accounts, Postal Accounts, Telecom
Accounts.

Other posts in 7.56.10 The Commission has separately recommended parity

IA&AD between Secretariat and non-Secretariat organisations in Chapter
3.1 of the Report. Recommendations have also been made for
various common categories posts in Chapter 3.8. These
recommendations will also extend to the posts in IA&AD. The
Group D posts in this department shall be governed by the
recommendations made in Chapter 3.7 of the Report. All Central
Group A services have been considered in Chapter 3.3 of the
Report. The recommendations made therein shall also extend to
officers in IA&AS.

Divisional 7.56.11 Divisional Accountants/Divisional Accounts Officers

Accountants constitute a separate cadre in 13 States under the administrative
control of IAAD. They discharge the role of Financial Advisers to
the Executive Engineers and ensure a measure of proficiency in the
accounting of public works transactions besides serving the needs of
internal audit. The existing structure is as follows:-

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 Categories of Post Existing Pay Scale (Rs.)
Divisional Accountant 5500-175-9000
Divisional Accounts Officer Grade-II 6500-200-10500
Divisional Accounts Officer Grade-I 7450-225-11500
(Group B gazetted)
Sr. Divisional Accounts Officer 7500-300-12000

Demands 7.56.12 Federations of Divisional Accountants have demanded

entry pay scale of Rs.7500-12000 along with provisions of
appropriate higher grades. They have also demanded better rate for
allowance like traveling allowance and an appropriate Assured
Career Progression Scheme on par with that available to the
employees in IA&AD.

Analysis 7.56.13 The existing structure of Divisional Accountants cadre has

an established parity with that of auditor/accountants in IA&AD
with the post of Divisional Accountant being placed in an identical
scale as that of Senior Auditor/Accountant. The other posts in the
hierarchy of Divisional Accountants also follow an identical patter
as that obtaining in the accountants cadre in IA&AD. This parity
will need to be maintained. The Commission consequently
recommends the following revised pay structure for the cadre of
Divisional Accountants:-
(in Rs.)
Corresponding
Recommen- Pay Band &
Present pay
Designation ded pay Grade Pay
scale
scale Pay Grade
Band Pay
Divisional 5500-9000 6500-10500 PB-2 4200
Accountant
Divisional 6500-10500 7450-11500 PB-2 4600
Accounts Officer
Grade-II
Divisional 7450-11500 7500-12000 PB-2 4800
Accounts Officer
Grade-I (Group
B gazetted)
Sr. Divisional 7500-12000 8000-13500 PB-3 5400
Accounts Officer

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7.56.14 The Commission has recommended Modified Assured
Career Progression for all Central Government employees. These
recommendations shall also extend to the cadre of Divisional
Accountants. Recommendations relating to revision of rates of
various allowances shall also apply to the cadre of Divisional
Accountants. No separate recommendations are, therefore,
necessary in their case.

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 Chapter 7.57
Union Territories

Introduction 7.57.1 There are seven Union territories, namely:

i. Andaman and Nicobar Islands

ii. Chandigarh
iii. Dadra and Nagar Haveli
iv. Daman and Diu
v. Lakshadweep
vi. National Capital Territory of Delhi
vii. Puducherry

7.57.2 Out of the above seven Union territories, National Capital

Territory of Delhi and Puducherry have legislatures, Council of
Ministers and Consolidated Funds. The rest of the Union territories
are without legislature.

7.57.3 The total area covered by the seven Union territories is 10,973
sq. km. and their population, as per the 2001 census, is 1,64,53,676.

7.57.4 The Union Territories are specified in Schedule I, Part II of

the Constitution. These territories are administered in accordance
with the provisions of articles 239 to 241 of the Constitution. Under
the Government of India (Allocation of Business) Rules 1961,
Ministry of Home Affairs is the nodal Ministry for all matters of
Union territories relating to Legislation, Finance and Budget,
Services and appointment of Lt. Governors /Administrators. Every
Union Territory is administered by an Administrator appointed by
the President under Article 239 of the Constitution. In Delhi,
Puducherry and Andaman & Nicobar Islands, the Lt. Governors are
designated as Administrators. In Chandigarh the Governor of
Punjab is appointed as the Administrator. In the other Union
territories, senior officers of the AGMUT cadre of IAS are appointed
as Administrators.

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 Common Categories
Secretariat Staff 7.57.5 The Commission has recommended parity between Central
Secretariat and field staff in all Central Government organizations.
This parity justifiably has to be extended to the Secretariat staff of
the UTs whose pay scales are generally on par with those in the field
organizations of the Central Government. The Commission,
accordingly, recommends pay scales on par with those existing in
the Central Secretariat for the Secretariat staff of various UTs.
Police 7.57.6 Delhi Police is under the administrative control of Ministry
of Home Affairs. All issues relating to Delhi Police are discussed in
the Chapter on Ministry of Home Affairs. Presently, pay scales in
other UTs vary. The job profile of police personnel in all UTs other
than Delhi is similar. The Commission, therefore, recommends the
following pay structure for police personnel in UTs other than
Delhi:-

(in Rs.)
Corresponding
Recommen- Pay Band &
Present pay
Designation ded pay Grade Pay
scale
scale Pay Grade
Band Pay
Constable 3050-4590 3200-4900 PB-1 2000*
Head Constable 3200-4900 4000-6000 PB-1 2400
Assistant Sub 4000-6000 4500-7000 PB-1 2800
Inspector
Sub Inspector 5500-9000 6500-10500 PB-2 4200
Inspector 6500-10500 7450-11500 PB-2 4600

* Constables presently in a pay scale lower than Rs.3050-4590

shall be placed in the revised pay band PB-1 of 4860-20200
along with grade pay of Rs.1800.

Forest Staff 7.57.7 The Fifth CPC had established parity between following
posts of the Forest Staff and Police :-

Post in Forest Department Comparable post in

Police
Forest Guard/Forest Protection Force Constable
Head Forest Guard Head Constable
Forester/analogous posts Assistant Sub Inspector
Range Officer/Senior Forest Ranger Sub Inspector

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 This parity shall need to be maintained. Keeping in view the
upgradations recommended for various posts in Police, the
Commission recommends following pay scales for comparable
posts in the Forest Departments in various UTs :-

(in Rs.)
Corresponding
Recommen- Pay Band &
Designation ded pay Grade Pay
scale Pay Grade
Band Pay
Forest Guard/Forest 3200-4900 PB-1 2000*
Protection Force
Head Forest Guard 4000-6000 PB-1 2400
Forester/analogous posts 4500-7000 PB-1 2800
Range Officer/Senior Forest 6500-10500* PB-2 4200
Ranger
* On account of merger of the pay scales.

Teaching Staff 7.57.8 The Commission has made recommendations for Teaching
staff in the Chapter on Common Categories. The recommendations
contained therein shall equally apply to similarly placed Teachers
in various UTs.
Nursing & Para 7.57.9 The Commission has made recommendations for Nursing
Medical Staff staff in the Chapter on Common Categories and Para Medical Staff.
The recommendations contained therein shall equally apply to
similarly placed Nurses and para medical staff in various UTs.
Fire staff 7.57.10 The Commission has made specific recommendations about
the common category of Fire Staff in Chapter 3.8 on Common
Categories wherein the existing parities of the post of Fire Staff vis-
à-vis Police have been maintained. These recommendations shall
equally apply to the Fire Staff of different Union Territories. The
existing structure in some UTs where Fire Brigade forms a part of
the Police Department shall continue.
Tehsildars, Deputy 7.57.11 Tehsildars and Deputy Tehsildars in various UTs have an
Tehsildars and established relativity with the posts of Inspector and Sub Inspector
allied staff of Police. Fifth CPC had also recommended identical pay scales for
these posts. This parity may need to be maintained. Since Inspectors
and Sub Inspectors of Police are being placed in the respective scales
of Rs.7450-11500 and Rs.6500-10500, a similar dispensation may
need to be extended to Tehsildars and Deputy Tehsildars. The
Commission, accordingly, recommends the scale of Rs.7450-11500
corresponding to the revised pay band PB-2 of Rs.8700-34800 along
with grade pay of Rs.4600 for Tehsildars and of Rs.6500-10500
corresponding to the revised pay band PB-2 of Rs.8700-34800 along

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 with grade pay of Rs.4200 for Deputy Tehsildars. Extension
Officers have an established parity with the post of Deputy
Tehsildars. Accordingly, these posts will also need to be placed in
the scale of Rs.6500-10500 on par with Deputy Tehsildars.

Other Common 7.57.12 The Commission has made recommendations for other
Categories common categories in Chapter 3.8. The recommendations contained
therein shall also apply for similarly placed other common
categories in various UTs.

Chandigarh 7.57.13 In Chandigarh administration, all posts are filled on

deputation with the senior posts being manned by the IAS and IPS
officers of the AGMUT cadre. No recommendation specific to the
posts in Chandigarh administration is, therefore, required.

Union Territory of Delhi

Prison 7.57.14 Employees in the Prison Department have demanded parity

Department with various posts in Delhi Police. It has been mentioned that upto
Third Pay Commission the posts in the Prison Department and
Police Departments had similar pay scales and in some cases the pay
scales of posts in Prison Department were higher but since then the
parity has been disturbed because of unilateral upgradation of pay
scales of various posts in Delhi Police and that the parity needs to be
restored. It is seen that the functions of Delhi Police are distinct
from those of the Prison staff. The police are basically concerned
with maintaining law and order whereas prison staff are involved in
reformation and detention of convicts, under trials and other
persons sent to judicial custody. Hence, no comparison can be
drawn between various posts in these two cadres. Accordingly,
only the corresponding revised running pay bands and grade pay
shall be extended to the various posts in the Prison Department.
A specific allowance for dealing with criminals has also been
demanded for the Prison staff. No justification exists for grant of
this allowance.

Archaeological 7.57.15 A higher pay scale for the post of Archaeological Engineer in
Engineer Department of Archaeology has been demanded on the ground that
the entry level qualification for this post is Bachelor of Engineering
and the Engineers in the Archaeological Survey of India are
recruited in the pay scale of Rs.8000-13500. It is observed that the
pay scale of Rs.8000-13500 is the entry level pay scale for Group A
posts. For other posts requiring minimum qualification of
Bachelor’s Degree in Engineering, the pay scale of Rs.6500-10500 is
prescribed generally. The Commission, as a general policy, has
recommended the scale of Rs.7450-11500 for all posts requiring entry
level qualification of Bachelor of Engineering in groups other than

610
 A. The post shall also be placed in the scale of Rs.7450-11500
corresponding to the revised pay band PB 2 of Rs.8700-34800 along
with grade pay of Rs.4600.

Horticulture 7.57.16 Higher pay scales have been sought for the posts of
Assistant, Horticulture Assistant, Conservation Assistant and Surveyor in
Conservation Department of Archaeology in Government of Delhi that are
Assistant and presently in the pre-revised pay scale of Rs.4500-7000. The
Surveyor minimum qualification prescribed for the post of Conservation
Assistant is Diploma in Engineering. The posts should, therefore,
be placed in the Pay Band PB-2 of Rs.8700-34800 along with a
grade pay of Rs.4200. The post of Horticulture Assistant that has
relativity with the posts of Conservation Assistant will also need
to be similarly upgraded.

Departments of 7.57.17 Presently, posts of Village Level Worker and Senior Village
Revenue & Level Worker exist in the respective pay scales of Rs.3200-4900 and
Development Rs.4000-6000. Their functions are same. It is also mentioned that
minimum qualifications prescribed for the post of Village Level
Worker/Gramin Level Worker is a diploma in Agriculture for which
minimum qualification is a graduate degree. It may, therefore, be
appropriate to merge these posts. The posts shall, therefore, stand
merged. This will also be in consonance with the policy of
delayering. The next higher posts of Horticulture Assistant,
Technical Assistant, Plant Protection Assistant have an established
parity with the post of Extension officer. These posts may, therefore,
need to be placed in an identical scale as that of Extension Officer.
The Commission, accordingly, recommends the scale of Rs.6500-
10500 corresponding to the revised pay band PB-2 of Rs.8700-34800
along with grade pay of Rs.4200 for the posts of Horticulture
Assistant, Technical Assistant and Plant Protection Assistant.

Craft Instructors 7.57.18 Craft Instructors in the Government ITI have demanded the
higher pay scale of Rs.5500-9000. They are presently in the pay scale
of Rs.5000-8000. The pay scales of Rs.5000-8000 and Rs.5500-9000
are, in any case, being merged. As such no specific recommendation
is needed for this demand.

Principal in ITI 7.57.19 A higher pay scale has been sought for the post of Principal
in ITI. Delhi Government has clarified that the pay scale of
Principals of ITI under Delhi Government and the neighboring
States are same at present. No anomaly exists in the existing pay
scale of this post. Accordingly, higher pay scale cannot be
recommended for this post.

Teachers 7.57.20 Demands have been received for increasing pay scales of
various grades of Teachers in the Education Department of
Government of NCT of Delhi. The Commission has given specific

611
 recommendations for the common category of Teachers in Chapter
3.8 of the Report. Recommendations contained therein shall apply
in respect of Teachers in UT of Delhi.

Librarians and the 7.57.21 Recommendations made in Chapter 3.8 in respect of

Library staff Librarians and the Library staff shall also be extended to the
similarly placed posts in UT of Delhi.

Operation Wing, 7.57.22 Higher pay scales have been sought for various posts in the
Pollution Wing Operation Wing, Pollution Wing and Enforcement Wing of the
and Enforcement Transport Department in Government of NCT of Delhi. It is seen
Wing that no anomalies exist in the present pay scales attached to these
posts. Therefore, only corresponding running pay bands and
grade pay shall apply in respect of these posts.

Accounts cadre 7.57.23 The organized Accounts cadre in Government of NCT of

Delhi has demanded restructuring of their cadre. The Commission,
as a matter of policy, is not considering restructuring of any
individual cadres/services. Hence, no recommendation can be
made in this regard. It is, however, observed that the accounts cadre
in Delhi Government has been structured in consonance with the
organized Accounts Cadre in Central Government. The
recommendations made in respect of organized Accounts Cadre in
the Central Government shall, therefore, apply in case of
organized Accounts Cadre in Government of Delhi also.

Superintendent 7.57.24 An anomaly has been pointed out in the pay scales of
and Deputy Superintendent and Deputy Director (Technical) in Department of
Director Social Welfare in Delhi Government. It is mentioned that the posts
(Technical) of Superintendent and Deputy Director (Technical) were earlier in
the Fourth CPC pay scales of Rs.3000-4500 and Rs.3000-5000
respectively but came to be placed in the Fifth CPC revised pay scale
of Rs.10000-15200 on account of merger of these two pre-revised pay
scales by the Fifth CPC. It is, however, observed that the posts of
Superintendent and Deputy Director (Technical) were merged once
they came to lie in an identical pay scale. Hence no anomaly exists at
present. Insofar as the issue of providing a suitable promotional
avenue for the post of Deputy Director (Technical) is concerned,
Government of Delhi have informed that a proposal for creation of a
post of Joint Director (Programme) in the pay scale of Rs.12000-
16500 is already under consideration. It is clarified that the
Commission is not in favor of creating additional grades merely to
provide promotional avenues to the employees. Posts in any grade
should be created strictly on functional considerations. The
scheme of running pay bands and modified Assured Career
Progression recommended elsewhere in the Report will ameliorate
the problem of stagnation.

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Assistant Project 7.57.25 Higher pay scale on par with Assistants of Central Secretariat
Officer & Project Service has been sought for the post of Assistant Project Officer that
Officer is presently in the pay scale of Rs.5500-9000. The post will
automatically be placed in the higher revised running PB-2 Pay
Band of Rs.8700-34800 along with a grade pay of Rs.4200
corresponding to the pre-revised pay scale of Rs.6500-10500 on
account of restructuring of the pay scales being recommended by
the Commission. No separate recommendation is, therefore,
necessary in this case. However, the next higher post of Project
Officer shall now be placed in the scale of Rs.7450-11500
corresponding to the revised pay band PB-2 of Rs.8700-34800 along
with a grade pay of Rs.4600. This will ensure that the promotion
and the feeder posts do not come to lie in an identical grade.

Rehabilitation 7.57.26 Higher pay scales have been sought for various posts in
Centres Rehabilitation Centres. These demands were considered and it is
seen that the present pay scales for these posts are justified.
Accordingly, only the corresponding revised running pay band
and grade pay shall apply in their case.

Inspectorate of 7.57.27 Different posts in Inspectorate of Boilers and Electrical

Boilers and Inspectorate in Labour Department have demanded higher pay
Electrical scales on the ground that pay scales of analogous posts in some of
Inspectorate the other States are higher. It is seen that the present pay scales are
appropriate in view of the minimum qualifications prescribed and
the functions attached to these posts. Comparison with other States
is not really justified because these posts have established relativities
with other posts in Delhi Government itself. As such, only the
corresponding replacement pay bands and grade pay shall apply
to these posts.

Programmers and 7.57.28 Programmers and EDP staff in Department of Information

Electronic Data Technology under Government of Delhi have demanded higher pay
Processing staff scales. The recommendations made by this Commission in
Chapter 3.8 regarding EDP staff shall apply in their case as well.

District Staff 7.57.29 In the Home Guards and Civil Defence organisation under
Officer, Store Government of Delhi, posts of District Staff Officer, Store
Superintendent, Superintendent, Company Commander, Inspecting Officer and
Company Senior Instructor exist in the pay scale of Rs.5500-9000. As a
Commander, consequence of rationalization of pay scales being recommended by
Inspecting Officer the Commission, pre-revised pay scales of Rs.5000-8000, Rs.5500-
and Senior 9000 and Rs.6500-10500 will carry an identical grade pay of Rs.4200
Instructor in the pay band PB-2 of Rs.8700-34800. Accordingly, the next
higher post of Junior Staff Officer shall be upgraded and placed in
the PB-2 Pay Band of Rs.8700-34800 along with a grade pay of

613
 Rs.4600. Higher pay scales have also been sought for Junior
Instructors and Instructors in this organisation. The Commission is
of the view that the duties and qualifications attached to the posts
do not justify a higher pay scale. Corresponding replacement pay
bands and grade pay shall also apply for other posts, not belonging
to common categories, in these organisations. Common category
posts, in any case, shall be governed by recommendations made in
Chapter 3.8 of the Report. The posts presently in Group D shall be
dealt in accordance with the recommendations made by this
Commission in Chapter 3.7 of the Report.

Public Prosecutor 7.57.30 Higher pay scales have been demanded for the cadre of
Public Prosecutor in Directorate of Prosecution on the ground that
minimum qualifications for these posts is a degree in Law and,
therefore, these should be treated on par with Doctors. The parity
with medical Doctors is not justified. The Commission, as a general
policy, has recommended the scale of Rs.7450-11500 for all posts
other than in Group A carrying minimum qualification of a degree
in law. This will need to be extended here as well. The post of
Public Prosecutor shall, therefore, be placed in the entry scale of
Rs.7450-11500 corresponding to the revised pay band PB-2 of
Rs.8700-34800 along with grade pay of Rs.4600.

Delhi Fire Service 7.57.31 Special allowance and a higher risk pay has been demanded
for various posts in Delhi Fire Service. A higher uniform and kit
maintenance allowance has also been demanded for these
personnel. It is observed that presently Delhi Fire Service are given
a Special Compensation at various rates ranging from Rs.600 to
Rs.1000 per month. The administrative Department has stated that
this Special Allowance needs to be linked to the basic pay. Linking
this allowance to the basic pay will, however, give different amounts
of this allowance to personnel in the same grade. This may not be
appropriate. The Commission recommends that the existing rates
of this allowance be doubled. The existing rates of washing
allowance should also be doubled. The risk pay presently being
given to these employees shall now be substituted and instead
these employees will be extended free of cost risk insurance in
consonance with the recommendations made by this Commission in
Chapter 4.2 of the Report. These personnel belong to uniformed
forces. They will, accordingly, be paid Uniform Allowance and
Kit Maintenance Allowance on par with the rates recommended
for analogous posts in CPMFs/Delhi Police

Veterinary 7.57.32 Time bound promotions on completion of 4, 9 and 13 years

Assistant have been demanded for Veterinary Assistant Surgeons in
Surgeons Development Department of NCT of Delhi. The Commission has
recommended a modified ACPS for all employees in Central
Government. The scheme will also encompass the Veterinary

614
 Assistant Surgeons. No separate recommendation is, therefore,
necessary in their case.

DANICS and 7.57.33 The demands raised by DANICS and DANIPS officers have
DANIPS officers been dealt with by the Commission in Chapter 7.19 of the Report.
These demands are, therefore, not being discussed in this Chapter.

Lakshadweep

Electricity 7.57.34 Posts of Engine Driver, Lineman, Helper for Lineman and
Department Oilman in the Electricity Department of Lakshadweep have
demanded higher pay scales. All these are Group D posts and will
be regulated by the recommendations given in Chapter 3.7 of the
Report.

Lab Technician 7.57.35 Higher pay scale has been demanded for the post of
Laboratory Technician in Medical and Health Department of
Lakshadweep. The category of Laboratory Technicians has been
covered in Chapter 3.8. The recommendations contained therein
shall apply in respect of this post as well.

Crew in sea going 7.57.36 Higher pay scale has been demanded for the posts of
vessels General Purpose Crew working in Sea-going vessels on the ground
that their work is more onerous and technical then that of LDCs
even though their pay scales are similar. It is observed that no
relativity can be established between the LDCs and the General
Purpose Crew. There is no case to state that duties of one category
are more onerous and technical then that of the other because the
jobs are totally unrelated. Only corresponding revised pay bands
and grade pay shall, therefore, apply to these posts.

Teachers 7.57.37 Higher pay scales have been demanded for Post Graduate
Teachers (PGTs) in Lakshadweep. The recommendations contained
in Chapter 3.8 regarding Common Category of Teachers will apply
in this case as well. It is also observed that some Lecturers in junior
Colleges which were later reclassified as Senior Secondary Schools
have been continuing in the pay scale of Rs.8000-13500 as personal
to them. It is clarified that these Lecturers shall be placed in the
PB-3 Pay Band of Rs.15600-39100 along with grade pay of Rs.5400
as personal to them. For other category of teachers, the pay scales
recommended in Chapter 3.8 shall apply.

Para medical staff 7.57.38 Higher pay scales have been demanded for the various
categories of para medical staff. As mentioned earlier in this
Chapter in respect of para medical staff in UT of Delhi, the pay
scales recommended for the Common Category of para medical staff
in Chapter 3.6 shall apply here as well.

615
Dive Instructor 7.57.39 Higher pay scale has been demanded for the post of Dive (the
term should correctly be Diving) Instructor in Scuba Diving Centre in
Lakshadweep. It is stated that the job involves lot of risk as scuba
diving is an adventurous job that is inherently dangerous. Whether
any risk is involved in this job is a matter to be assessed by the
appropriate authority. In any case, the Commission has
recommended grant of appropriate risk insurance in respect of all
posts whose duties involve an inherent element of risk. Keeping
in view the functions attached to the post, it is further
recommended that the post should henceforth be filled only on
contractual basis.

House Rent 7.57.40 Higher HRA has been demanded for Kavaratti Island on the
Allowance (HRA) ground that this island is very inaccessible and cut off from other
for Kavaratti islands in the Union Territory of Lakshadweep. Higher rates of
HRA have already been prescribed for cities other than A1. This
will benefit employees in Kavaratti as well.

Facility of air 7.57.41 Presently, officers drawing a pay of Rs.8550 and above or
travel DANICS/DANIPS officers drawing pay of Rs.6500 and above
(being their minimum basic pay) are eligible for air journeys
between islands or between island and main land while on tours or
transfers. It has been demanded that similar facility of air travel
should be provided to other employees and they should be allowed
to travel by air between islands and between mainland and island if
their basic pay is Rs.6500 and above. There is merit in this demand.
The employees do face difficulties during their official tours on
account of lack of this facility. The Commission, accordingly,
recommends that all employees in the running pay band PB-2
during their posting in Lakshadweep should be allowed to travel
by air between islands or between islands and mainland while on
tour or transfer.

Special Duty 7.57.42 Special Duty Allowance at the prescribed rate has been
Allowance demanded for all categories of officers coming on
deputation/transfer to these islands. Presently, the allowance is
admissible only to the All India Service officers and other officers
who have an all India transfer liability and are posted to these
islands on deputation/transfer. The Commission has considered
this issue in Chapter 4.2 in respect of Special Allowance payable
in North Eastern Region. The recommendations contained therein
shall also apply in respect of the Special Duty Allowance payable
in these islands as well as in Andaman & Nicobar islands.

Assured Career 7.57.43 In the Andaman Lakshadweep Harbour Works, merger of

Progression posts of Junior Engineer and Inspector of Works has been demanded

616
Scheme in on the ground that existence of intermediate grade (that of Junior
Andaman Engineer) is creating problems in proper career progression under
Lakshadweep Assured Career Progression Scheme (ACPS). The Commission has
Harbour Works separately recommended a modified ACPS which will rectify the
extant problem. In any case, as a consequence of rationalization of
pay scales being recommended by the Commission, pre-revised
pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500 will
carry an identical grade pay of Rs.4200 in the pay band PB-2 of
Rs.8700-34800.

Publication 7.57.44 Higher pay scale of Rs.6500-10500 has been demanded for
Officer the post of Publication Officer. The post is already in the pay scale
of Rs.5500-9000 and shall be placed in the revised running PB-2 Pay
Band of Rs.8700-34800 along with a grade pay of Rs.4200 on account
of restructuring of pay scales being recommended by this
Commission. No special recommendation is, therefore, necessary
for this post.

DACP for India 7.57.45 Dynamic Assured Career Progression Scheme has been
System of demanded for ISM Doctors. The recommendations made by the
Medicine (ISM) Commission in Chapter 3.6 relating to medical and para medical
Doctors services shall apply in respect of these cadres also. No other
recommendations are necessary.

Fireman 7.57.46 Higher pay scales have been demanded for the post of
Fireman. The post is presently in the pay scale of Rs.2610-4000. It
will be placed in the scale of Rs.3050-4590 corresponding to the
revised pay band PB-1 of Rs.4860-20200 along with grade pay of
Rs.1900 in consonance with the recommendations made for the
common category of Fireman.

Posts in Fisheries 7.57.47 Higher pay scales have been sought for various posts in
Department Department of Fisheries and Fishermen Welfare. It is seen that the
posts of Inspector and Sub-Inspector in this Department are
presently in the same pay scale of Rs.5000-8000 even though the post
if Sub-Inspector of Fisheries is a feeder post to that of Inspector
Fisheries. The duties attached to these posts are not very different.
The Commission, in any case, is recommending merger of the scales
of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500. This will place the
next higher post in the hierarchy, that of Assistant Director of
Fisheries, also in the same revised pay band and grade pay. This will
necessitate some restructuring of these posts. The Commission,
accordingly, recommends merger of the posts of Sub Inspector of
Fisheries and Inspector of Fisheries in the revised pay band PB-2
of Rs.8700-34800 along with grade pay of Rs.4200. Simultaneously,
the next higher post of Assistant Director of Fisheries shall be
merged with that of Deputy Director of Fisheries and the post so
merged should be placed in the running Pay Band PB-2 of

617
 Rs.8700-34800 along with the grade pay of Rs.4600 corresponding
to the pre-revised pay scale of Rs.7450-11500. Risk Allowance has
been sought for Technical staff in Department of Fisheries and
Fishermen Welfare on the ground that sea faring duties performed
by them are inherently risky. In consonance with the general
policy in this regard, no risk allowance shall be payable. Instead
eligible categories shall be extended appropriate insurance cover
at Government’s expense.

Dadra and Nagar Haveli

Food Inspectors 7.57.48 Higher pay scale has been sought for the post of Food
Inspector. The post is presently in the pay scale of Rs.4500-7000.
The minimum qualification attached to the post is a graduate
degree. The functions attached to the post cannot be stated to be on
par with that of Food Inspectors in Directorate of Prevention of Food
Adulteration Division in Delhi who are in the higher pay scale of
Rs.5000-8000. The duties attached to this post in Delhi are much
higher and no equation can be drawn between the two posts. As
such, a higher pay scale is not justified for this post.

Technical 7.57.49 Technical Assistants in Dadra & Nagar Haveli have

Assistants demanded parity with Draughtsman in CPWD. It is seen that
functions as well as the hierarchical pattern of these posts is not
similar as that existing for Draughtsman in CPWD. No apparent
anomaly exists in the existing pay scale. Accordingly, the post shall
be extended the normal revised pay band and grade pay.

Andaman & Nicobar Islands

Introduction 7.57.50 The Union Territory of Andaman & Nicobar Islands is

administered by Lt. Governor appointed by the President of India
under Article 239 (i) of the Constitution of India. Administrative set
up for the territory consists of Secretariat, headed by Chief Secretary
in the grade of Rs.22400-525-24500, 3 Districts, 6 Sub Divisions, 5 CD
Blocks and 9 Tehsils. Total number of regular employees in
Andaman and Nicobar Administration as on 31.12.06 is 26624
consisting of 650 Group “A” 729 Group “B”, 16656 Group “C” and
8589 Group “D” employees. Nine cadre posts of Indian
Administrative Service (IAS), Six cadre posts of Indian Police
Service (IPS) and Eighteen cadre posts of Indian Forest Service (IFS)
have been allocated to this territory. Twenty two posts in the
Administration have been notified for Delhi, Andaman and Nicobar
Islands Civil Service (DANICS).

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Extension of Rent 7.57.51 Continuation of the benefit of rent-free unfurnished
Free accommodation has been demanded for categories of employees
Accommodation who are presently getting it. Commission recommends
continuance of status-quo.

Extension of 7.57.52 At present free sea passage concession to such employees of

Annual Free Sea Administration as are domiciles of mainland is allowed once in a
Passage calendar year for their journey from Port Blair to
Chennai/Kolkata/Vishakapatanam and back. The domiciles of this
UT are, however, not given such facility. They are allowed to avail
the facility of visiting any place in India once in a period of four
years under the Leave Travel Concession. Andaman & Nicobar
Administration has favoured extending the facility of Annual Free
Sea Passage to all categories of employees irrespective of their
domicile. The demand is without justification. However, they may
be allowed the facility of travel to their home island within
Andaman & Nicobar islands whenever they are posted to an
island other than their home island.

Extension of 7.57.53 Emergency Passage Concession is granted in addition to the

Emergency normal LTC facility to Home Town. Government employees and
Passage families when posted in this Region/UT are entitled to LTC on two
Concession additional occasions during their entire service career as
“Emergency Passage Concession”. This is intended to enable them
and their families to travel to their Home Town or station of posting
in an emergency. Andaman & Nicobar Administration has
recommended that the Emergency Passage Concession may be
extended to the Government employees serving in this UT and
domiciled in the mainland as they are also similarly situated.

7.57.54 The proposal of Andaman & Nicobar administration is

partly justified. Andaman & Nicobar islands residents, while being
posted in the main land, can also have an emergency necessitating a
visit to their home island and for this the Emergency Passage
Concession would equally be needed by them. The Commission,
accordingly, recommends extending the Emergency Passage
Concession to the Government employees who are domiciles of
the islands during their posting in the mainland. This
dispensation should also be extended to the Government
employees who are domiciles of Lakshadweep during their
posting in mainland.

Allowances 7.57.55 Special Compensatory Allowance, Hard Area Allowance,

HRA and Remote Locality Allowance at higher rates have been
demanded. All these issues are covered in Chapter 4.2 on
“Allowances other than DA”.

619
Parity with 7.57.56 Parity with Central Secretariat has been demanded for
Central various posts in the Andaman & Nicobar administration. The
Secretariat Commission is recommending parity between Secretariat and
field offices. This issue will be addressed automatically.

Various posts in 7.57.57 Higher pay scales have been demanded for various posts in
Cooperative Cooperative Department. No anomaly exists in the existing scales.
Department It is recommended that the posts be extended the replacement pay
bands and grade pay.

Veterinary Officer 7.57.58 Higher pay scales have been demanded for the post of
Veterinary Officer on the ground that the feeder post of Veterinary
Assistant Surgeon is also in an identical scale of Rs.8000-13500. The
post of Veterinary Assistant Surgeon was upgraded because Fifth
CPC had recommended the scale of Rs.8000-13500 for all posts
requiring minimum qualification of B.V.Sc. and Medical Practice.
The post of Veterinary Officer in other UTs is also in the scale of
Rs.8000-13500. The Commission, accordingly, recommends merger
of the posts of Veterinary Assistant Surgeon and Veterinary
Officer in the revised pay band PB-3 of Rs.15600-39100 along with
grade pay of Rs.5400.

Para-Veterinary 7.57.59 Upgradation for various posts of Para-Veterinary staff has

staff been demanded. Most of these posts are Group D posts and will be
governed by recommendations for Group D posts in Chapter 3.7.
No special dispensation is, therefore, necessary.

Nurses, 7.57.60 Higher pay scales have also been sought for various
Laboratory Staff, Common Category posts like Nurses, Laboratory Staff,
Radiographers, Radiographers, Pharmacists. These will be governed by the
Pharmacists proposals made in Chapter 3.8 on Common Categories.

Patwari 7.57.61 Higher pay scale has been demanded for the post of Patwari
who is presently in the scale of Rs.3050-4590. The minimum
qualifications for this post are 10+2. The Commission is
recommending higher scale for Constables who too presently are in
the scale of Rs.3050-4590. A similar dispensation would need to be
extended to the post of Patwari to maintain existing parities.
Commission, accordingly, recommends that the post of Patwari in
different UTs, irrespective of the designation it carries, may be
extended the higher scale of Rs.3200-4900 corresponding to the
revised pay band PB-1 of Rs.4860-20200 along with grade pay of
Rs.2000.

Junior 7.57.62 Higher pay scales have been sought for the posts of Junior
Investigator and Investigator and Senior Investigator in Department of Economics
Senior and Statistics. The Common Category of Statistical Posts has been
Investigator covered in Chapter 3.8 relating to Common Categories of the Report.

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 The recommendations contained therein will apply in this case as
well.

Puducherry

Ministerial Posts 7.57.63 Higher scale on par with that existing in CSS has been
demanded for the post of Assistant. The Commission is conceding
parity between field and secretariat staff which will cover this
issue. Posts of SAO and JAO in the Accounts stream have
demanded higher pay scales on par with those in organised
accounts cadres. The Commission is not conceding parity between
organised accounts and other accounts cadres. The parity can not,
therefore, be conceded in this case.

Attender 7.57.64 Higher scale has been sought for the post of Attender. This
is a Group D post in the scale of Rs.2610-4000 and will
automatically be upgraded to Rs.2750-4400 on account of
recommendations being given regarding all Group D posts. No
specific recommendation is, therefore, be necessary.

Law Department 7.57.65 Higher pay scale has been sought for the post of
Translator on the ground that the post has not been upgraded
despite a clear recommendation of the Fifth CPC. The Fifth CPC
had recommended that all posts of Junior Translators should be
accorded the scale of Rs.5000-8000. This was accepted by the
Government (OM dated 8/11/2000 issued by Department of Official
Languages). However, the post in Puducherry remains in the lower
scale of Rs.4500-7000. In accordance with the accepted
recommendation of Fifth CPC, the Commission recommends the
scale of Rs.5000-8000 for the post. As a consequence of
rationalization of pay scales being recommended by the
Commission, this post will be placed in the grade pay of Rs.4200
in the pay band PB-2 of Rs.8700-34800.

Information 7.57.66 Higher scales have been sought for the posts of Public
Department Relation Assistant, Sub Editor and Reporter. The post of Sub Editor
carries minimum qualification of Graduate degree and as such the
scale of Rs.4500-7000 is appropriate. The post of Reporter also
carries identical minimum qualifications. The Fifth CPC had
recommended the minimum scale of Rs.4500-7000 for posts carrying
minimum qualification of a degree. The post, therefore, needs to be
upgraded from the present scale of Rs.4000-6000. This however will
create an imbalance in the hierarchy as it will then come to lie in an
identical scale as that of Sub Editor. The Commission, accordingly,
recommends merger of the post of Reporter with that of Sub
Editor in the scale of Rs.4500-7000 corresponding to the revised
pay band PB-1 of Rs.4860-20200 along with grade pay of Rs.2800.

621
Planning & 7.57.67 Higher pay scales have been sought for various posts in this
Research Department. No anomaly exists in the existing pay scales of Deputy
Department Director & Joint Director. The posts of Data Entry Operator and
Investigator are common category posts and will be governed by the
recommendations given for these common categories.

Local 7.57.68 A higher scale has been sought for the post of Overseer
Administration Grade I / Draughtsman Grade II (Rs.4500-7000). The posts carry
Department minimum qualifications of Diploma in Engineering. Draughtsman
in other departments has been placed in the scale of Rs.5000-8000.
The higher scale of Rs.5000-8000 corresponding to the revised pay
band PB-2 of Rs.8700-34800 and grade pay of Rs.4200 is, therefore,
recommended for the posts of Overseer Grade I/Draughtsman
Grade II.

Agriculture 7.57.69 Higher pay scales on par with other departments/State of

Department Tamil Nadu have been sought for various posts. No apparent
anomaly exists. The posts may, therefore, only be placed in the
corresponding replacement pay band. The Group D posts like
that of Demonstration Assistant and Lab Attendant will, in any
case, be governed by the general recommendations given for this
Group.

Industries 7.57.70 Higher pay scale has been sought for the post of Assistant
Department Director on the ground that it is a feeder post for PCS and other
feeder posts like Tehsildar and Superintendent are in an higher scale
of Rs.6500-10500. As a consequence of rationalization of pay scales
being recommended by the Commission, pre-revised pay scales of
Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500 will carry an identical
grade pay of Rs.4200 in the pay band PB-2 of Rs.8700-34800. No
specific recommendation is necessary in this case. The same
dispensation will also apply to the post of Technical Officer.

Legislative 7.57.71 Higher scale has been demanded for the post of Editor of
Assembly Debates on the ground that the feeder post of Reporter carries an
identical scale of Rs.6500-10500. Feeder and promotion posts should
not, as far as possible, be in an identical scale. Justification exists for
placing the post of Editor of Debates in the higher scale of Rs.7450-
11500. The Commission, accordingly, recommends that the post of
Editor of Debates be placed in the scale of Rs.7450-11500
corresponding to the revised pay band PB-2 of Rs.8700-34800 along
with grade pay of Rs.4600.

Cooperation 7.57.72 Higher scale on par with that existing in Tamil Nadu
Department Government has been demanded for the post of Deputy Registrar.
The post is presently in the pay scale of Rs.6500-10500. No
comparison can be drawn with the posts in the State Government.
As such, only the replacement pay band and grade pay may apply
in this case.

622
Agriculture 7.57.73 Upgradations have been sought for various posts like
Engineering Helper, Junior Mechanic, Welder, Turner, Electrician, etc. The posts
Workshop are those of workshop staff and will need to be governed by the
recommendations given for this common category/Group D staff.

Health 7.57.74 Higher pay scale has been sought for the post of Technical
Department Assistant on the ground that the post is in the same pay scale as that
of its feeder grade of Laboratory Technician. While feeder and
promotion posts should not be in an identical scale, in this case not
much difference exists in the functions attached to the two posts.
The posts of Technical Assistant and Laboratory Technician may,
therefore, be merged. Higher pay scale has been sought for various
other posts. No anomaly exists in the extant pay scales.
Accordingly, only the corresponding replacement pay bands and
grade pay will apply.

Social Welfare 7.57.75 Higher scale on par with Jail Warden has been sought for
Department the post of Guards. The post is presently in the scale of Rs.2610-3540
and will be upgraded in consonance with the recommendations on
various Group D posts. No further recommendation is necessary.

Fisheries 7.57.76 Higher pay scales have been sought for various posts on par
Department with those existing in Tamil Nadu Government. Comparison with
the posts in Tamil Nadu Government is not appropriate. As such,
any upgradation on this ground alone may not be appropriate.
However, as a consequence of rationalization of pay scales being
recommended by the Commission, pre-revised pay scales of
Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500, will carry the
identical grade pay of Rs.4200 in the pay band PB-2 of Rs.8700-
34800. The post of Chief Supervisor will also, therefore, carry the
grade pay of Rs.4200 in the pay band PB-2. The post of Assistant
Engineer (Marine) will be placed in the scale of Rs.7450-11500
corresponding to the revised pay band PB-2 of Rs.8700-34800 along
with grade pay of Rs.4600 as it carries qualifications of a degree in
Engineering. Various Group D posts shall be upgraded as per the
common recommendations for all Group D posts.

Public Works 7.57.77 Higher pay scales have been sought for the posts of Bio-
Department Chemist, Sewage Analyst, Overseer and Works Assistant which are
presently in the scales of Rs.6500-10500, Rs.5500-9000, Rs.4000-6000
and Rs.3050-4590. The post of Overseer carries minimum direct
recruitment qualification of Diploma in Civil Engineering. The
post should, accordingly, be placed in the higher scale of Rs.5000-
8000 as all posts carrying minimum qualification of diploma in
engineering have been extended this scale. However, as a
consequence of rationalization of pay scales being recommended by
the Commission, pre-revised pay scales of Rs.5000-8000, Rs.5500-

623
 9000 and Rs.6500-10500, will carry the identical grade pay of Rs.4200
in the pay band PB-2 of Rs.8700-34800. The posts of Sewage
Analyst and Bio-Chemist may, therefore, be merged and placed in
the next higher grade carrying grade pay of Rs.4600 in the pay
band PB-2 which corresponds to the pre-revised pay scale of
Rs.7450-11500. Other posts may be placed in the corresponding
replacement pay bands and grade pay.

Government 7.57.78 Higher pay scales have been sought for various posts of
Automobile Junior Engineer, Mechanic, Electrician, etc. No apparent anomaly
Workshop exists in the existing pay scales of any of these posts. The posts
belonging to Workshop categories will be governed by the
recommendations made for these common categories. No specific
recommendations are, therefore, necessary.

Animal 7.57.79 Higher pay scale has been sought for the posts of Fieldman
Husbandry and Attendant. Fieldman are in the scale of Rs.3200-4900. Fieldman
Department in Department of Agriculture under Puducherry Administration are
in the higher scale of Rs.4000-6000. Government of Puducherry has
clarified that both these posts have similar minimum qualifications
and level of duties. As such, the post of Fieldman in Animal
Husbandry Department may also need to be placed in the higher
scale of Rs.4000-6000 corresponding to the revised pay band PB-1
of Rs.4860-20200 along with grade pay of Rs.2400 on par with
Fieldman in Department of Agriculture. Post of Attendant is a
Group D post and will be governed by the recommendations
given for the Common Category.

Town & Country 7.57.80 Higher pay scale has been sought for the post of Assistant
Planning Ferro Printer and Helper. Both are Group D posts and will be
Department governed by general recommendations given for posts belonging
to this group.

Survey 7.57.81 Higher scale has been sought for the post of Sub Inspector of
Department Survey. The post presently exists in the pay scale of Rs.5000-8000
and carries minimum qualification of graduate degree. Fifth CPC
had upgraded this post from Rs.4500-7000 to Rs.5000-8000 on
account of minimum qualifications prescribed. No rationale exists
for further upgrading this post. However, as a consequence of
rationalization of pay scales being recommended by the
Commission, pre-revised pay scales of Rs.5000-8000, Rs.5500-9000
and Rs.6500-10500, will carry the identical grade pay of Rs.4200 in
the pay band PB-2 of Rs.8700-34800.

Port Department 7.57.82 Higher pay scales have been sought for various Group C
and one Group D post (Greaser). No anomaly exists in the extant
pay scales of these posts. The Group D posts will, in any case, be

624
 governed by the common recommendations for this category. No
other upgradations are necessary.

Department of 7.57.83 Higher pay scales have been sought for Technical
Science & Assistants, Junior Lab Assistants, Junior Engineer, Junior Scientific
Technology Assistant and Lab Attendants. Posts which are common category
posts shall be governed by recommendations made in Chapter 3.8
of the Report. Further, as a consequence of rationalization of pay
scales being recommended by the Commission, posts in the pre-
revised pay scales of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500,
will stand merged and carry the identical grade pay of Rs.4200 in
the pay band PB-2 of Rs.8700-34800.

7.57.84 Junior Lab Assistants are in the scale of Rs.3050-4590.

They have sought parity with the posts of Field Supervisor etc. in
Revenue Department. Puducherry Administration has clarified that
these posts are not comparable. Even otherwise, the pay scale of
Rs.3050-4590 is appropriate for this post. No upgradation can,
therefore, be recommended. Lab Attendants belong to Group D
and will be governed by the general recommendation for this
group.

Tourism 7.57.85 Higher pay scales on par with those available to similarly
Department designated posts in Department of Tourism have been sought for
Tourism Information Assistants. The posts are presently in the
scales of Rs.4000-6000 and Rs.4500-7000. Puducherry
Administration has clarified that their job content is similar to the
posts existing in Department of Tourism in the Centre. However,
the posts can only be extended the corresponding replacement pay
bands and grade pay since the variety of work and areas of
operations/responsibilities at the Centre is much higher.

Electricity 7.57.87 Higher pay scales have been sought for the posts of
Department Assistant Executive Engineer, Executive Engineer and
Superintending Engineer. The posts are presently in the scales of
Rs.8000-13500, Rs.10000-15200 and Rs.12000-16500. Higher scales
have been sought on account of dispensation extended to organized
Engineering cadres where scale of Rs.12000-16500 was made non-
functional for Executive Engineers and Superintending Engineers
were placed in the scale of Rs.14300-18300. Engineers in Electricity
Department do not, however, belong to an organized service. As
such their existing structure may prevail.

7.57.88 Higher scale has been sought for the post of Tracer which
carries qualification of ITI. The post is presently in the scale of
Rs.3200-4900 which is appropriate for the qualifications prescribed.
No other anomaly exists. The post may, therefore, be given the
corresponding replacement pay band and grade pay.

625
Department of 7.57.90 Higher pay scales have been sought for various posts. No
Rural anomaly exists in the extant pay scales of these posts. Post of Joint
Development Block Development Officer will, in any case, be placed in the pay
band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200 on
account of rationalization of pay scales being recommended. No
other upgradations are recommended.

Labour 7.57.89 Higher pay scales have been sought for the posts of
Department Inspector of Factories, Inspector of Labour and Common Category
posts of Compounder and Physical Education Teacher. No apparent
anomaly exists in the extant pay scales. Comparison with posts in
Tamil Nadu is not tenable. The common category posts will be
governed by the general recommendations given for these
categories. No other specific upgradation is warranted.

Election 7.57.90 Higher pay scale of Rs.6500-10500 has been sought for the
Department post of Tehsildar in Election Department on par with Tehsildar in
Department of Revenue. The post is presently in the scale of
Rs.5500-9000 and will automatically be placed in the pay band PB-2
of Rs.8700-34800 along with grade pay of Rs.4200 on account of
restructuring of pay scales. No specific recommendation is,
therefore, necessary.

626
 Chapter 8.1
Pay scales, allowances & conditions
of service of Members in Regulatory Bodies

Terms of Reference 8.1.1 The Sixth Central Pay Commission is the first Pay
Commission with the mandate to make recommendations on the
structure of emoluments in regulatory bodies. Although the
original terms of reference of the Commission on regulatory
bodies covered the examination of the principles that should
govern the structure of pay, allowances and other benefits,
whether in cash or in kind, granted to the officers and employees
of Regulatory Bodies set up under Acts of Parliament, this was
subsequently modified vide Resolution dated 7th December, 2006
to cover only the Members of the Regulatory Bodies (excluding
the RBI) set up under Acts of Parliament. The Commission’s
recommendations are confined to the package of benefits of
Members (which includes Chairpersons) only.

Methodology 8.1.2 The Commission called for the details of regulating bodies
set up by various Ministries/Departments and the pay and
allowances, etc. admissible to the Chairpersons and Members of
these regulatory bodies. Memoranda were also requested to be
submitted in response, information was received in respect of 36
regulatory bodies set up under Acts of Parliament. Memoranda
were received from a few regulatory bodies and some made oral
submissions before the Commission.

Information 8.1.3 The information received has revealed that regulatory

received bodies have been set up by the Government for carrying out
diverse functions ranging from development of areas, like Khadi,
regulation of construction and operation of aquaculture farms,
implementation of provisions of Acts, regulation of areas like
education, health etc. to the regulation of the infrastructure and
economic sectors. Bodies like the Telecom Regulatory Authority of
India, IRDA, CERC etc. have been set up for regulating areas such
as insurance, power, petroleum, telecommunication, etc. as part of
the Government’s efforts to restructure the administrative
machinery consistent with economic reforms.

627
 8.1.4 The existing structure of pay and allowances of Members
of regulatory bodies is similar to that prevailing in the central
Government. On pay and allowances, the guidelines provide that
the Chairperson of a regulatory body would be eligible for grant of
pay not exceeding Rs.26000 per month (fixed) (equal to that of a
Secretary) and Members to a pay scale not exceeding Rs.22400-525-
24500 (equal to that of an Addl. Secretary). In the case of retired
Government employees, pay would be fixed in accordance with
the prevalent orders i.e. minus pension. Guidelines for grant of
allowances, transport facilities, etc. also have been laid down in
these guidelines. In some regulatory bodies, only fee and
allowances are paid. The list of regulatory bodies on which the
Commission received information and functions performed by
these bodies is indicated in Annex 8.1.1. From the Annex, it will be
observed that these guidelines are not followed uniformly and
many regulatory bodies have pay scales not consistent with the
prescribed guidelines.

Demands made 8.1.5 In the main demands made in regard to regulatory bodies
are summarized as under:-

(i) Remuneration package of the Chairperson/Members

needs to be delinked from those prevailing in
Government. Appointment of Chairperson/Members
is purely contractual and, therefore, calls for
negotiated remuneration packages rather than fixed
ones.

(ii) The Commission could stipulate only a standard pay

scale with compensation by way of Dearness
Allowance on the pattern of the Government of India
towards changes in the cost of living. The prescription
of all other allowances could then be left to the
Regulatory Authorities.

(iii) The compensation package should be comparable with

the area of responsibility and area of specialization.
Since the pay package of the experts working in
private sector is considerably higher than that
available to the officials of the Government, the salary
and allowances payable to the Chairperson and
Member should be such that it can attract the best
talent available in the sector.

(iv) Pension should not be deducted from the pay of

members who are retired Central Government

628
 employees as a similar provision cannot be applied for
members from the private sector.

(v) Restrictions in regard to re-employment of Chairman

and Members should be removed.

(vi) Regulatory bodies should be granted full functional,

financial and administrative autonomy and should
have powers to determine the salaries of their
employees.

(vii) Rates of house rent allowance should be enhanced

substantially and Members allowed to retain
Government accommodation.

(viii) The salary, perks and allowances of Chairpersons and

members should not be less than those of employees in
the body.

8.1.6 The two issues which confront the Commission while

addressing the terms of reference related to regulatory bodies are :-

(1) of an appropriate definition of regulatory bodies;

and

(2) of whether the same treatment was required for

all regulatory bodies in the matter of pay and
allowances.

The Commission finds that the term regulatory body has neither
been defined in the terms of reference nor is a definition available
in any of the extant instructions issued by the Government. In
various texts, however, regulatory bodies have been defined as
under:-

(i) Bodies created to design requirements that are placed

on the privatized industries to comply with controls on
prices and standards of service;

(ii) Professional or regulatory bodies set up to safeguard

the public interest; to represent the interest of
professional practitioners and to represent their own
self-interest.

(iii) Professional body, which is not a membership

organization and whose primary activity is to protect

629
 the public. Unlike professional bodies, these are
established on the basis of legal mandate.

The Commission examined the context in which various regulatory

bodies have been set up and the complexity of functions assigned
to them under the respective Acts. A number of bodies have been
set up to perform mainly the task of development and promotion
of the sector without a clearly defined regulatory role. Also, a
number of bodies exist for performing very specific functions, such
as regulation of payments, recognition of qualifications, etc. As
against this, there are certain regulatory bodies which have
complex functions encompassing development, licensing, resource
generation, apart from other regulatory functions. The question of
treatment of various regulatory bodies was examined in the
context of their role.

The Commission, therefore, after going through the textual

definitions and the role assigned to various bodies, concludes
that for the purpose of making its recommendations, there may
be a need to classify regulatory bodies into two groups:-

1. The first group consisting of professional bodies like

Medical Council of India, Veterinary Council etc. and
developmental bodies like KVIC; and

2. The second group consisting of sector regulators with an

economic or financial role regulating both prices and
standards of service.

For the first group, the practice of linking salaries to those existing
in the Government could continue. A case, however, exists for
separate treatment of regulatory bodies falling in the second group.
These bodies have generally been established in the wake of the
New Economic policy, and have a mandate which has an impact
on the over-all economic development in the country as well as the
alignment of the Indian economy with the global economy.
Regulatory bodies covered under this category include Insurance
Regulatory Development Authority, Telecom Regulatory
Authority of India, Central Electricity Regulatory Commission,
Competition Commission of India and SEBI, which have a multi-
dimensional role and clear regulatory functions including the
authority to prescribe punitive measures in the form of fines, etc. In
the Commission’s opinion, for these bodies, a separate
dispensation for selection and appointment of Members and in the
compensation package is necessary for the reason that these
regulatory bodies require incorporation of the best practices
followed, both within and outside the Government. Members of
these bodies should, therefore, be professionals or experts who not

630
 only have comprehensive knowledge and understanding of the
sector but also practical experience. During the course of oral
submissions, it was brought out before the Commission that the
application of the pay structure prevailing within the Government
restricts the appointment of people from outside the Government
with expertise in the field. As such, most of these appointments are
presently held by retired Government employees, barring a few
exceptions where posts are held by serving Government
employees. There is, therefore, a need to ensure comparability with
the package available outside the market to attract professionals
from the private sector.

Recommendations 8.1.7 Keeping in view the approach outlined in the preceding

paragraphs, the Commission makes the following
recommendations on the pay and allowances of full-time
Members of regulatory bodies set up under Acts of Parliament:-

(a) Normal replacement pay bands and grade pay

recommended elsewhere may be granted in general to the
existing Members of regulatory bodies. Further, the rates
of allowances which are presently admissible may be
revised on par with those recommended for corresponding
categories of Government employees. No other change is
envisaged in the existing terms and conditions of
employment.

(b) However, in the case of full-time members appointed to

TRAI, CERC, IRDA, SEBI, and the Competition
Commission of India, in order to attract expertise available
outside the Government, the following are recommended:-

(i) Recruitment of Members: - The present recruitment

procedure should be modified and applications invited
for appointment to the posts of Members through
proper advertisements in newspapers, etc. so as to
ensure fair and transparent selection. The selection
should be done by a committee on the lines of Public
Enterprises Selection Board, which should evaluate the
professional competence of the applicants in detail. The
Secretary of the concerned Ministry/Department should,
however, not be part of the selection board as the
Department is also a stakeholder.

(ii) Tenure – Members appointed should have a

contractual tenure of 3 to 5 years as provided in the
concerned Act.

(iii) Salary – The pay and allowances of Members of these

regulatory bodies should be de-linked from

631
 Government salaries and those appointed as Members
through the revised process should be paid a
consolidated salary of Rs.1,50,000 p.m., while the
Chairperson may be paid Rs.2,00,000 p.m. in case a car
and house are provided. In case no car and house is
given, the Chairperson should be paid a consolidated
salary of Rs.3,00,000 p.m. and Members Rs.2,50,000. The
proposed salary is considered adequate for attracting
experts in the field, who, in the Commission’s view are
not looking just at the monetary compensation, but also
at the prestige involved in and the contribution which
can be made by a regulator in the development of the
sector and the economy as a whole. The rates of the
consolidated salary may be taken up for revision
periodically by the Government so as to neutralize the
effect of inflation.

(iv) TA/DA on tour – TA/DA may be regulated by the

concerned authority themselves keeping in view all
relevant considerations.

(v) Medical facilities – The existing provisions in regard to

medical facilities may be continued.

(vi) Restriction on re-employment – On demitting office, a

Member should not be permitted to seek re-employment
in the same sector for a period of two years.

(vii) Appointment of Government employees as Members -

If a serving Government employee is appointed as
Member, his link with Government will have to be
severed i.e. he would be deemed to have retired, and he
can be granted the same package provided he/she has
been selected through the same process. Retired
Government employees can also be given the same
package, if selected through the same process.
Government employees may be considered for grant of
the higher package provided they have not worked in
the concerned sector during the preceding two years.
Any serving Chairman/Member desirous of being paid
the higher package will have to resign from the post. In
such cases, if the erstwhile Chairperson/Member is re-
selected under the revised selection process, then he/she
will be eligible for the higher package. The cooling off
period of two years will, however, not apply in this case.

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 Chapter 9.1
Pay scales, allowances and service
conditions of employees and
Court Officers of the Supreme Court

Introduction 9.1.1 The original Terms of Reference of the Commission did not
cover Supreme Court employees. Through a subsequent
Resolution No.5/2/2006-E.III.(A) dated 8th August, 2007, the
terms of reference were enlarged to include the officers and
employees of the Supreme Court.

Status of Supreme 9.1.2 Supreme Court employees are not Central Government
Court employees employees. They are employees of the Supreme Court. Article 146
of the Constitution confers power on the Chief Justice of India not
only in the matter of appointments but also in prescribing the
conditions of service of officers and servants of the Court. This
Article provides that conditions of service of officers and servants
of the Supreme Court shall be as prescribed under the rules made
by the Chief Justice of India or any other Judge/Officer authorized
by him. The rules are, however, subject to the provisions of any
law made by the Parliament. The rules relating to salaries,
allowances, leave and pension also need to be approved by the
President.

Fourth Central 9.1.3 The Terms of Reference of Fourth & Fifth Central Pay
Pay Commission Commissions also included the employees of the Supreme Court of
& Subsequent India. Fourth Central Pay Commission had recommended pay
Developments scales for Supreme Court employees that were lower than those
granted by the Supreme Court vide their interim order dated
25/7/1986 in W.P. No.801/86. The Supreme Court vide their
subsequent judgment dated 24/7/1989 directed that higher pay
scales given in the interim order should be maintained and a
Committee of Judges be constituted to look into this issue. The
Committee of Judges was subsequently constituted under the
Chairmanship of Hon’ble Justice S. Ratnavel Pandian. It submitted
the Report on 25/8/1993 wherein the view was taken that pay
scales of Supreme Court employees were independent of pay
scales of the employees of High Courts or the Central Government.
They recommended higher pay scales for Supreme Court
employees.

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Fifth Central Pay 9.1.4 The Fifth CPC refrained from making any
Commission & recommendations on the issue of pay scales for officers and
Subsequent employees of the Supreme Court of India and instead observed
Developments that this issue had to be decided in the manner laid down in
Constitution of India as interpreted by various judgments of the
Supreme Court. They, however, noted that in case higher pay
scales were extended to the Supreme Court employees, then the
Court could, if it so desired, consider modifying their designations
so as to avoid any confusion in the future. Subsequently, vide
Office Order No. 33/2007 dated 2/2/2007, the designations of
various posts of Supreme Court employees were modified and
presently these are totally distinct from the designations prevailing
in the Central Government.

Extant Position 9.1.5 The present position is that Supreme Court Registry has
posts of Branch Officer in pay scale of Rs.10000-15200; Personal
Secretary in pay scale Rs.7450-11500; etc. Generally, the pay scales
for different posts of employees of the Supreme Court are on the
Central Government pattern. However, apart from the pay scales, a
one to one parity cannot be established between the posts in the
Supreme Court and those in the Central Government. The posts
in Supreme Court, therefore, need to be treated as a separate
category with which no relativity for posts existing in the Central
Government can be established.

Demands 9.1.6 In the memorandum from the various associations of

Supreme Court employees, the following main demands were
projected:-

• A general increase of 3.5 times in the existing pay scales.

• Two additional increments for all the posts in Supreme

Court.

• Longer pay scales to alleviate the problem of stagnation.

• Upgradations for various posts in the Librarian cadre in

the Supreme Court Judges Library. Cadre review of
Librarians.

• Higher pay scale for the posts of Jr. Court Assistant and
Court Assistant.

• Grant of the scale of Rs.8000-13500 on completion of 4

years of service to all posts like Sr. Judicial Assistants, Sr.
Personal Assistants, Readers, Senior Judicial Translators

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 and Court Officers which are presently in the pay scale of
Rs.6500-10500. This demand is made on the ground that
the Delhi High Court has already granted this benefit to its
employees.

Analysis & 9.1.7 As stated earlier, all the posts in Supreme Court presently
Proposals carry distinct designations. Their nature of work and duties are
also different. Hence, no relativity can be established between
theses posts vis-à-vis those existing in the Central Government.
The present pay scales for these posts are, therefore, appropriate
and only the corresponding pay bands and grade pay may need to
be provided. The same scheme of running pay bands and grade
pay as being recommended for Central Government employees
is recommended for Supreme Court employees. This will also
meet the demand for pay scales with a longer span and will
alleviate stagnation. The Commission is not undertaking any
individual cadre reviews. This policy will also need to be persisted
with in case of Supreme Court employees. However, wherever the
hierarchy has feeder and promotion posts in the respective scales
of Rs.5000-8000, Rs.5500-9000 and Rs.6500-10500, the promotion
posts in the scale of Rs.6500-10500 will need to be upgraded to
Rs.7450-11500. The post in the scales of Rs.5000-8000 and Rs.5500-
9000 may need to be merged. It is, accordingly, recommended that
all posts in the Supreme Court that are presently in the scale of
Rs.6500-10500 and constitute promotion posts for feeder cadre in
the scale of Rs.5500-9000 should be upgraded and placed in the
scale of Rs.7450-11500 corresponding to the revised pay band PB-
2 of Rs.8700-34800 along with grade pay of Rs.4600. The posts in
the pre-revised scales of Rs.5000-8000 and Rs.5500-9000 may be
merged and placed in the revised pay band PB-2 of Rs.8700-34800
along with grade pay of Rs.4200.

Additional 9.1.8 The posts of Additional Registrar and Joint Registrar

Registrar and presently are in an identical pay scale of Rs.18400-22400. A higher
Joint Registrar pay scale for the post of Additional Registrar may not be feasible as
the post of Registrar is in the next higher pay scale of Rs.22400-
24500. Even otherwise, functions attached to these posts are
similar. Therefore, the posts of Additional Registrar and Joint
Registrar may be merged in the scale of Rs.18400-22400
corresponding to the revised pay band PB-4 of Rs.39200-67000
along with grade pay of Rs.9000.

Principal Private 9.1.9 The posts of PPS to the Hon’ble Chief Justice, Chief
Secretary (PPS) Librarian and Assistant Editor are in an intermediate pay scale of
Rs.11000-16040. This pay scale does not exist in the Central
Government. It may, therefore, be appropriate to merge these
posts with those of Senior PPS in the pay scale of Rs.12000-16500
corresponding to the revised pay band PB-3 of Rs.15600-39100

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 along with grade pay of Rs.6600. This will ensure that all pay
scales in the Supreme Court Registry correspond to the regular pay
scales in the Central Government.

Scale of Rs.8000- 9.1.10 The demand for grant of the scale of Rs.8000-13500 on
13500 on completion of 4 years of service to all posts like Senior Judicial
completion of 4 Assistants, Senior Personal Assistants, Readers, Senior Judicial
years service Translators and Court Officers which are presently in the pay scale
of Rs.6500-10500 has been made on the ground that the Delhi High
Court has already granted this benefit to its employees. The
employees of the Supreme Court have to be given at least a similar
dispensation. The Commission recommends that the posts of
Senior Judicial Assistants, Senior Personal Assistants, Readers,
Senior Judicial Translators, Court Officers and other analogous
posts which are presently in the pay scale of Rs.6500-10500 may
be extended the scale of Rs.8000-13500 corresponding to the
revised pay band PB-2 of Rs.8700-34800 along with grade pay of
Rs.5400 on completion of four years service in the scale of
Rs.6500-10500. After the implementation of the
recommendations made by this Commission, the grade pay of
Rs.5400 may be extended only on completion of four years
service carrying the grade pay of Rs.4600. This is because after the
implementation of recommendations of the Commission, all the
posts in the scale of Rs.6500-10500 corresponding to the revised
pay band PB-2 of Rs.8700-34800 along with grade pay of Rs.4200
shall come to be placed in the scale of Rs.7450-11500 corresponding
to the revised pay band PB-2 of Rs.8700-34800 along with grade
pay of Rs.4600.

Librarians 9.1.11 Librarians working in the Supreme Court have demanded

higher pay scale on the ground that their post deserves to be in a
higher scale as per recommendations of the Chattopadhyaya
Committee. This Committee was appointed by the Central
Government for a comprehensive study of the various matters
concerning Libraries and Librarians in the Central Government.
As a separate Committee has not been constituted for Supreme
Court and the Supreme Court Library, the recommendations made
in the Report of the Chattopadhyaya Committee should apply for
Supreme Court library as well. This demand is, therefore, justified.
It is also observed that classification of the Supreme Court library
in consonance with recommendations of Chattopadhyaya
Committee has already been carried out. As per this classification,
the post of Library Chief would need to be placed in the scale of
Rs.18400-22400. However, as per the recommendations of
Chattopadhyaya Committee, upgradation by one grade can only
be given with a review being conducted after three years. The post
of Library Chief (Director) that is presently in the scale of
Rs.12000-16500 may, therefore, be upgraded by one grade and

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 placed in the scale of Rs.14300-18300 corresponding to the revised
pay band PB-3 of Rs.15600-39100 along with grade pay of Rs.7600.
In consonance with the recommendations of the Chattopadhyaya
Committee, the position may be reviewed after three years. To
maintain the existing parity, a similar higher pay scale may need
to be extended to the post of Editor (Supreme Court Reports)
which also presently exists in the scale of Rs.12000-16500. Other
posts of Librarians may also be extended the pay scales in
consonance with the recommendations of the Chattopadhyaya
Committee.

Analysis of 9.1.12 Presently, canteen staff in the Departmental Canteen of

Canteen Staff Supreme Court is in the same pay scales as existing for canteen
staff in the Departmental Canteens of the Central Government. In
Central Government, upgradation of all Group D posts has been
proposed with the existing Group D employees being upgraded
and placed in the lowest Group C pay scale subsequent to their
retraining and multiskilling. The need for better skilled employees
holds equally valid in respect of canteen staff in Supreme Court as
well. A similar dispensation may, therefore, be extended for
Group D employees in the Departmental Canteen of Supreme
Court.

Allowances 9.1.13 Presently, Supreme Court employees are given allowances

on par with those existing in the Central Government. The extant
position in respect of various allowances may be retained.

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 Chapter 10.1
Financial implications of
the recommendations

Introduction 10.1.1 Recommendations of the Commission relating to pay scales

and revision of pension are proposed to take effect retrospectively
from 1.1.2006. Other recommendations will be effective
prospectively. The Government, therefore, will have to pay arrears
accruing on account of retrospective revision of the pay scales and
pension. The financial implications have, accordingly, been
computed taking in account the likely expenditure on payment of
arrears on this account. The annual implications have been
indicated with reference to the year 2008-09 when the
recommendations are likely to be implemented. These will vary
proportionately for ensuing years.

Revised pay bands 10.1.2 Total cost of implementing the revised pay bands is
expected to be Rs.5468 crore p.a. This includes the annual
expenditure of Rs.3828 crore on revised pay bands for civilian
employees and expenditure of Rs.1640 crore p.a. for revised pay
bands in the Defence Forces.

Pension 10.1.3 The Commission is recommending a 40% increase in the

pension/family pension. This increase subsumes the increase on
account of merger of dearness relief equal to 50% of pension as
dearness pay that was given w.e.f. 1/4/2004. This will result in an
additional expenditure of Rs.1365 crore p.a. in the year 2008-09. The
annual additional expenditure of Rs.1365 crore covers pensioners of
Defence Forces as well.

Gratuity 10.1.4 Existing expenditure on Gratuity is estimated at Rs.2515

crore p.a. Increased payments of gratuity on account of the increase
in pay scales will result in an additional annual expenditure of
Rs.360 crore approximately. There will also be additional
expenditure due to the proposed increase in the limit of gratuity.
The additional expenditure on this account is expected to be Rs.50
crore p.a. Total additional financial implications due to
recommendations made relating to payment of Gratuity will,
therefore, be Rs.410 crore p.a.

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Leave encashment 10.1.5 Expenditure on leave encashment will also increase on
account of proposed increase in the pay scales. The additional
expenditure on this account will approximately be Rs.172 crore p.a.
The Commission has also recommended encashment of leave upto
60 days while in service which will not be deducted from the
maximum number of leave encashable at the time of retirement.
This will result in an additional expenditure of Rs.8 crore p.a. Total
additional financial implications on account of the recommendations
made in respect of leave encashment will, therefore, be Rs.180 crore
p.a. approximately.

Military Service 10.1.6 In the case of Defence Forces, there will be an additional
Pay annual expenditure of Rs.1996 crore on payment of Military Service
Pay (MSP). This will be over and above the annual expenditure of
Rs.1640 crore on account of fitment in the revised pay bands. No
arrears on account of MSP are payable. Hence, during the year 2008,
the expenditure on this account is likely to be Rs.1497 crore.

Allowances for 10.1.7 Annual financial implications on account of increased

Defence Forces allowances for Defence Forces are expected to be of the order of
Rs.1750 crore. This includes additional expenditure of Rs.250 crore
towards the new Housing Allowance being recommended for the
first time for PBORs who are not eligible for CILQ or family
accommodation.

Transport 10.1.8 Total annual implications on this account are expected to be

Allowance Rs.650 crore. This includes implications of Rs.5 crore on increasing
the amount for Group A posts; implications of Rs.50 crore on
increasing the amount for Group B posts; and implications of Rs.595
crore on increasing the amount for Group C posts. There will be no
implication for Group D posts as these will be merged with Group C
posts. Along with increase in the rate of Transport Allowance, the
CCA will be withdrawn. This will result in a saving of Rs.409 crore
p.a. Hence, the net additional expenditure on the proposed increase
in Transport Allowance will be Rs.241 crore.

HRA 10.1.9 Additional annual expenditure on payment of HRA on

account of the increase in the revised pay scales is expected to be
Rs.838 crore. To this, additional expenditure of Rs.182 crore on
account of higher rates of HRA being recommended for cities
presently classified as B & C would also need to be added. An
additional expenditure of Rs.80 crore would be incurrable on
account of revised classification of some cities. Thus, the total
expenditure on this account is expected to be Rs.1100 crore p.a.

Other allowances 10.1.10 Additional expenditure on revision of allowances is

expected to be as follows :-

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 Allowance Additional
annual
expenditure
TA/DA/Transfer Allowance/Conveyance Rs.100
Allowance crore.
Various compensatory allowances other than Rs. 50 crore
Dearness Allowance
Uniform/related Allowances Rs.50 crore
Housing allowance for CPMF personnel not given Rs.200 crore
Rent Free Accommodation/Family
Accommodation
Total Rs.400 crore
Other 10.1.11 The Commission has recommended upgradation of
recommendations different posts. This will also result in an additional expenditure of
Rs.100 crore p.a. including additional implication of Rs.50 crore p.a.
on account of the proposed upgradation of common categories posts
of Teachers, Police, Nurses and additional implication of Rs.50 crore
on account of the proposed upgradation of specific individual posts.
Proposed increase in the rate of individual allowances specific to
certain categories is expected to cost an additional amount of Rs.50
crore p.a. The total implication on account of other
recommendations will, therefore, be Rs..150 crore p.a.
Total gross 10.1.12 Total gross implications of the various
implications recommendations made by the Commission are tabulated as
follows:-

Sl. Head Implications

No. (Rs. in crore
per annum)
1. Revised pay scales for civilians 3828
2. Revised pay scales for Defence Forces 1640
3. Military Service Pay for Defence Forces 1497
4. Transport Allowance (civilians and 241
Defence Forces)
5. HRA (civilians and Defence Forces) 1100
6. Pension (civilians and Defence Forces) 1365
7. Gratuity (civilians and Defence Forces) 410
8. Leave encashment (civilians and Defence 180
Forces)
9. Defence Forces allowances 1750
10. Other allowances 400
11. Miscellaneous (upgradations of individual 150
posts, individual allowances etc.)
Total 12561

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Projected savings 10.1.13 The gross financial implication on account of the
on account of recommendations made in this Report will need to be reduced by
proposed the savings that will accrue on account of various recommendations
recommendations made in the Report. These savings are on account of the following:-

Recommendation Projected
savings p.a.
Rectification of commutation of pension Rs.1000 crore
formula
Revised scheme for payment of pension Rs.1344 crore
commutation
Revised scheme for payment of advances Rs.442 crore
Lateral movement of Defence Forces personnel Rs.1800 crore
in CPMFs
[Rs.600 crore (on pension) + Rs.1100 crore (on
commutation of pension) + Rs.100 crore (on
training & recruitment)]
Total Rs.4586 crore

Net Financial 10.1.14 The net additional financial implication on account of

implications implementation of various recommendations of this Commission
will, therefore, be Rs.7975 crore p.a.

Implications in 10.1.15 In the year when recommendations are implemented, no

Budgets of the savings may accrue. Consequently, the additional expenditure for
Central that year will be Rs.12561 crore. Out of this, Rs.9242 crore will go
Government and towards the Budget of the Central Government and Rs.3319 crore
Railways will go in the Railway Budget. Since the recommendations relating
to revision of pay scales and pension are recommended for being
implemented retrospectively w.e.f.1.1.2006, the Government will
have to pay arrears on this account. Arrears will need to be paid for
the years 2006 and 2007 in case the recommendations are
implemented in 2008. The Government will, therefore, have to bear
one time expenditure on payment of arrears on this account. This
one time expenditure will be approximately Rs.18060 crore. Out of
this, an expenditure of Rs.12642 crore will have to be borne in the
Budget of the Central Government with the remaining amount of
Rs.5418 crore going to the Budget of Indian Railways. The
Government may pay the arrears in two installments in different
years which will mean that the expenditure on this account will be
of Rs.6321 crore in Central Budget and Rs.2709 crore in Railway
Budget for each of the two years. Including the expenditure on
payment of arrears, the additional expenditure for the year 2008 for
the Government, excluding Railways which has a separate budget,

641
will be Rs.15,563 crore in case arrears are paid over a period of two
years with the remaining expenditure of Rs.6028 crore being borne
by the Railways in their Budget.

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 Chapter 11
Summary of main recommendations

Date of 11.1 Implementation of the revised pay scales to be done

implementation retrospectively from January 1, 2006. Recommendations relating
to allowances to be implemented prospectively.

Running Pay Bands 11.2 Introduction of running pay bands for all posts in the
Government presently existing in scales below that of Rs.26,000
(fixed). Four distinct running pay bands being recommended -
one running band each for all categories of employees in groups
‘B’ and ‘C’ (posts in the scale of Rs.5000-8000 have, as a result of
delayering and elongation of certain scales, been placed in Group
‘B’) with 2 running pay bands for Group A posts. All posts
presently in Group D, after retraining and multiskilling of the
present incumbents, to be upgraded and placed in the lowest
grade of pay band PB-1. The posts of Secretary to Government of
India/equivalent and Cabinet Secretary/equivalent to be kept in
distinct pay scales. A separate running pay band, designated as
-1S scale, is not to be counted for any purpose as no future
recruitment is to be made in this grade and all the present Group
D employees not possessing the prescribed qualifications are to be
retrained and thereafter upgraded and placed in the Group ‘C’
running pay band once they are suitably retrained.

Minimum and 11.3 Minimum salary at the entry level of PB-1 pay band to be
maximum salary Rs.6660 (Rs.4860 as pay in the pay band plus Rs.1800 as grade
pay). Maximum salary at the level of Secretary/equivalent to be
Rs.80000. The minimum: maximum ratio 1:12.

Grade Pay and 11.4 All the employees belonging to Groups ‘A’, ‘B’ , ‘C’ & ‘D’
Promotions in to be placed in distinct running pay bands. Every post, barring
Running Pay Bands that of Secretary/equivalent and Cabinet Secretary/equivalent to
have a distinct grade pay attached to it. Grade pay (being a fixed
amount attached to each post in the hierarchy) to determine the
status of a post with (apart from the two apex scales of
Secretary/equivalent and Cabinet Secretary/equivalent that do
not carry any grade pay) a senior post being given higher grade

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 pay. The total number of grades reduced to 20 spread across four
distinct running pay bands; one Apex Scale and another grade for
the post of Cabinet Secretary/equivalent as against 35 standard
pay scales existing earlier. At the time of promotion from one
post to another in the same running pay band, the grade pay
attached to posts in different levels within the same running pay
band to change. Additionally, increase in form of one increment
to be given at the time of promotion. A person stagnating at the
maximum of any pay band for more than one year continuously
to be placed in the immediate next higher pay band without any
change in the grade pay.

Annual increment 11.5 Annual increments to be paid in form of two and half
percent of the total of pay in the Pay Band and the corresponding
grade pay. The date of annual increments, in all cases, to be first
of July. Employees completing six months and above in the scale
as on July 1 to be eligible.

Variable increments 11.6 Another form of differential increments for Group A Pay
Band PB-3, where annual increments in the band will vary
depending upon the performance. Eighty percent or more
employees in the grade to be allowed normal increment at the rate
of 2.5% with the high performers (not exceeding 20 percent)
during the year being allowed increment at the higher rate of
3.5%. Government advised to extend the scheme of variable
increments in running pay bands PB 1 and PB 2.

Pay scales of 11.7 Introduction of running pay bands on par with those
defence forces recommended for civilians in respect of the Defence Forces.

11.8 DG (AFMS) placed in the Apex grade of Rs. 80,000(fixed).

Only two trade groups to be retained for Personnel Below Officer
Ranks with the earlier trade groups Y and Z being merged. The
personnel in trade group X to have a separate X Group Pay.

Military Service 11.9 Military Service Pay for all personnel of Defence Forces
Pay till the level of Brigadier/equivalent. The Military Service Pay to
count for all purposes excluding increments.

Holistic nature of 11.10 All the recommendations to be treated as an organic

recommendations whole as partial implementation will bring in several anomalies
and inconsistencies.

Selection for higher 11.11 Certain posts in Senior Administrative Grade (SAG) and
posts in future Higher Administrative Grade (HAG) requiring technical or
specialized expertise and not encadred in any of the services to be
opened up for being filled by suitable officers within the

644
 Government as well as by outsiders on contract. Shift from career
based to post based selection in the higher echelons of
Government in order to get the best domain based expertise.

Creation of posts in 11.12 Creation of additional posts in Senior Administrative

SAG & HAG Grade/equivalent/ higher grades in future to be strictly on
functional considerations with such posts invariably being created
outside the cadre to be filled by method of open selection.

Performance 11.13 Introduction of PRIS in the Government under which

Related Incentive employees to be eligible for pecuniary remuneration over and
Scheme (PRIS) above the pay. PRIS to replace ad-hoc bonus scheme immediately
and eventually replace PLB. PRIS to be budget neutral.

Special incentive 11.14 System put in place for giving market driven compensation
for scientists, etc. package to young scientists and posts requiring special expertise
and professional skills.

Ministerial posts in 11.15 Parity established between Field and Secretariat Offices.
Field Offices and The Secretariat and Stenographers cadres to stand merged in
Secretariat future.

11.16 Introduction of a new grade (designated as Principal Staff

Officer) in the scale of Rs.14300-18300 (revised pay band PB-3
along with grade pay of Rs.7600) for CSSS / all other analogous
Stenographers cadres.

11.17 All future recruitment to CSS/CSSS/analogous

Secretariat and Stenographers cadres in non participating
Ministries/Organizations in the scale of Rs.6500-10500 to be made
as Executive Assistants with minimum qualifications of
Graduation and one year Diploma in Computers. Executive
Assistants to discharge the functions presently being carried out
by Assistants as well as the Personal Assistants. The cadres of
CSS/CSSS and analogous cadres in other non-participating
Ministries/Organizations to be merged. Present incumbents of
CSS/CSSS and analogous cadres in other non-participating
Ministries/Organizations to continue as distinct cadres till the
time the Administrative Ministry concerned evolves a procedure
for their job enlargement/enrichment, retraining and re-
deployment.

All India Services 11.18 Existing edge for IAS in the three grades viz. Senior Time
and organized Scale, Junior Administrative Grade and Non-Functional Selection
Group ‘A’ Services. Grade to be retained. Grades of DIG and Conservator to be
retained in IPS and Indian Forest Service respectively. Posts of
Director General in the five Central Para Military Forces i.e. BSF,

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 CRPF, ITBP, CISF & SSB to be at par and placed in the scale of
Rs.26,000 (fixed) corresponding to the revised pay scale of
Rs.80,000 (fixed). The post of Director, Indira Gandhi National
Forest Academy to be upgraded to the scale of Rs.26,000 (fixed)
corresponding to the revised pay scale of Rs.80,000 (fixed).

11.19 Existing parity between IAS & Indian Foreign Service to

be maintained. Modified batch-wise parity proposed between
respective batches of IAS and other organised Group A services
for empanelment and/or posting at Centre with the gap being
restricted to two years.

11.20 Twenty per cent of additional posts in SAG/HAG in all

organised Group A services to be operated on non-functional
basis provided matching number of posts are decadred for open
selection.

11.21 Some recommendations relating to individual Services

like IA&AS, IC&CES, IDAS, IPoS and IRS.

Central Staffing 11.22 Opening up of Central Staffing Scheme. All posts under
Scheme this scheme as well as SAG/HAG posts not already encadred in
any service to be filled by transparent, web-based procedure.
Changes recommended in eligibility norms so as to enable officers
with domain expertise to apply, irrespective of their service.

Dearness allowance 11.23 Base year of the Consumer Price Index (CPI) to be revised
as frequently as feasible. Formulation of a separate index for
Government employees suggested. National Statistical
Commission to carry out this exercise.

Recommendations 11.24 Existing rates of most of the allowances to be doubled

relating to both in case of Defence Forces as well as civilian employees.
Allowances
11.25 Existing rates of HRA to be retained for A-1 cities with A,
B-1 & B-2 cities being given this allowance at the rate of 20% and
C/Unclassified cities being given the allowance at the rate of 10%.

11.26 CCA to be subsumed in Transport Allowance and the

rates of this allowance to be increased by 4 times.

11.27 Travel entitlements to be paid on actuals.

11.28 Rates of Education allowance reimbursement to be raised

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

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 11.29 Risk allowance to be replaced by risk insurance.

11.30 All the fixed allowances made inflation proof with

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

11.31 Encashment of Earned Leave in case of Defence Forces

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

Medical facilities 11.32 A new medical insurance scheme recommended for

Government employees. The scheme to be optional for existing
Central Government employees and pensioners. New
Government employees and pensioners to be compulsorily
covered by the scheme.

Pension 11.33 Fitment formula recommended for serving employees to

be extended in case of existing pensioners/family pensioners.

11.34 Rates of Constant Attendant Allowance to be increased by

five times to Rs.3000 p.m.

11.35 Pension to be paid at 50% of the average emoluments/last

pay drawn (whichever is more beneficial) without linking it to 33
years of qualifying service for grant of full pension.

11.36 A liberal severance package for employees leaving service

between 15 to 20 years of service.

11.37 Higher rates of pension for retirees and family pensioners

on attaining the age of 80, 85, 90, 95 and 100 years.

11.38 Revision of the commutation table suggested for

commutation of pension.

11.39 Framing of an appropriate insurance scheme suggested

for meeting the OPD needs of pensioners in non-CGHS areas.

Advances 11.40 A new mechanism for grant of advances under which an

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

647
Public holidays 11.41 Continuation of five day week. Government offices to
remain closed only on the three national holidays. All other
gazetted holidays to be abolished and compensated by increasing
the number of restricted holidays from two to eight days in a
year.

Women employees 11.42 Benefits like staggered working hours, special leave for
child care, enhanced maternity leave of 180 days, better
accommodation facilities in the form of working women’s hostels,
etc. specifically for women employees.

Persons with 11.43 Government employees with disabilities recommended

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

Lateral entry of 11.44 Lateral movement of all Defence Forces personnel (both
Defence Forces Personnel Below Officer Ranks & Short Service Commission
personnel Officers) at appropriate levels in CPOs/CPMFs as well as in the
various posts of defence civilians in Ministry of Defence.

Rationalization of 11.45 Steps leading to improvement in the existing delivery

the existing mechanisms by more delegation, delayering and an emphasis to
processes achieve quantifiable and concrete end results.

11.46 Greater emphasis on field offices/organisation at the

cutting edge of delivery. Parity between posts in field offices and
the secretariat.

11.47 Enhanced pay scales for Nurses, Teachers and

Constabulary with whom the common citizen has most frequent
interaction. Postmen have also been upgraded.

11.48 Delayering of administrative offices to cut down

hierarchical levels.

11.49 Emphasis on training academies and training processes

within the Government.

Regulatory Bodies 11.50 Normal replacement pay bands, grade pay and
allowances for the existing Members of regulatory bodies. A
revised method of selection with a higher pay package to those

648
 recruited through the revised process of selection in selected
organisations.

Employees and 11.51 No relativity established between employees and court

Court Officers of officers of the Supreme Court vis-à-vis those working in the
the Supreme Court Central Government.

Financial 11.52 The recommendations contained in the Report to cost

implications Rs.12561 crore in the year 2008-09. Savings of Rs.4586 crore likely
to accrue on account of various measures suggested in the Report.
The net financial implications of the recommendations contained
in the Report estimated to be Rs.7975 crore for the year 2008-09.
An additional, one-time burden of Rs.18060 crore on payment of
arrears.

649
 Chapter 12
Acknowledgements

The Commission would like to thank all employees and members of public who
replied to the questionnaire prepared by the Commission or separately gave their
suggestions by their memoranda. The Commission is grateful to the representatives of the
Staff Side of the National Council, the representatives of various associations, the Officers
of the Defence Pay Commission Cell and Railway Pay Commission Cell and various
eminent persons including the Cabinet Secretary, Service Chiefs, Secretaries of various
Ministries/Departments and heads of various organisations from whose views the
Commission benefited. These provided invaluable inputs in formulating the
recommendations contained in the Report. The Commission also acknowledges the very
productive discussions with the Administrative Reforms Commission and the Second
Pay Revision Committee for Executives of Central Public Sector Enterprises. The
Commission acknowledges with thanks the valuable assistance rendered by each and
every one of the 17 officers of the Secretariat of the Commission in the preparation of the
Report. The present form of the Report has evolved as a result of contributions of all
these interactions and valuable contributions.

Sd./-
(Justice B. N. Srikrishna)
Chairman

Sd./- Sd./-
(Professor Ravindra Dholakia) (Sushama Nath)
Member Member Secretary

650
 INDEX

Annex Content Page

No.

1.1.1 Unions/Federations/Associations/Eminent persons heard by the

Commission 1

2.1.1 Pay & Pension Structure in Public Sector Undertakings 11

2.5.1 Central Public Sector Enterprises – Performance Linked Incentive

Schemes, Employees Stock Option Scheme and Enterprise specific
implementation models 44

2.5.2 Experience of Private Organisations in India with Performance

Related Incentives 50

2.5.3 International Experience of PRIS 54

2.5.4 PRIS Implementation 67

2.5.5 Introduction of High Performance Work Practices through

Performance Related Incentive Schemes (PRIS) 78

2.5.6 Public Service (citizen/stakeholder) Accountability and the Sevottam

Model 80

4.4.1 Illustrative formula for computing PLB in Railways 85

4.8.1 Guidelines contained in National Policy of persons with disabilities 86

5.1.1 Fixation of the pension of the existing pensioners 88

5.1.2 Proposed revised commutation table 256

6.3.1 E-Governance and Best Practices 257

8.1.1 List of Regulatory Bodies 271

A-1 Analysis of Responses to Questionnaire 284

Unions/Federations/Associations/ Annex 1.1.1
Eminent persons heard by the Commission

Mumbai

16th January 2007

Secretary, Department of Atomic Energy, All India Railwaymen’s Federation (AIRF),
President, Income Tax Appellate Tribunal (ITAT), National Federation of Indian
Railwaymen (NFIR) and the following Department of Atomic Energy (DAE)
Unions/Associations namely, the Bhabha Atomic Research Officers Association
(BARCOA), Atomic Energy Accounts Cadre Officers Association (AEACOA), Atomic
Energy Retirees’ Welfare Association (AERWA), National Federation of Atomic Energy
Employees (NFAEE) and the Atomic Energy Workers & Staff Union.

17th January 2007

Bharatiya Railway Mazdoor Sangh, All India Railway Employee’s Confederation
(AIREC), Bombay Mint Staff Union, Bombay Mint Security Staff Association, All India
Naval Clerks Association (Ministerial Staff), Indian Navy Civilian Officers Association,
State Government, Indian Forest Service Association Maharashtra State, Indian Bureau of
Mines Scientific Officers Association, Mining Diploma Engineers Association Indian
Bureau of Mines (IBM), Indian Bureau of Mines (IBM) Employees Association, Civil
Accounts Employees Association, Gazetted Officers Association Office of the Textile
Commissioner.

18th January 2007

Indian Administrative Service (IAS) Officers’ Association, Madhya Pradesh, Indian Naval
Employees’ Union, Income Tax Gazetted Officers Association, Indian Revenue Services
(IRS) Association Mumbai, Director, All India Institute of Physical Medicine and
Rehabilitation (AIIPMR), All India Central Government Canteen Employees’ & Workers’
Association, Income-Tax Appellate Tribunal (ITAT) Bar Association, Central Government
Pensioners Association, Central Water and Power Research Station (CWPRS) Kamgar
Sabha (2 groups), Central Water and Power Research Station (CWPRS) Officers’
Association, 512 Sena Workshop Mazdoor Sangh, Bharatiya Samrakshan Kamgar Sangh
and Marine Surveyors Association.

1
New Delhi
23rd January 2007
National Federation of Postal Employees, Federation of National Postal Organizations,
Bharatiya Postal Employees Federation, Scientific Advisor to Raksha Mantri, Director
General, Central Reserve Police Force, Director General, Border Security Force, Director
General, Central Industrial Security Force, Director, Directorate of Coordination (Police
Wireless), Director General, Narcotics Control Bureau, All India Tourist Officers’
Association and All India Archeological Survey of India Officers Association.
24th January 2007
Class III Service Association, Survey of India, Secretary Department of Science and
Technology, Defence Research and Development Organisation (DRDO) Technical
Officers Association, Trained Nurses’ Association of India, Delhi Nurses Union, Central
Health Employees Federation, Joint Council of Health Employees’ Organisations, All
India General Duty Medical Officers (GDMO) Association, Indian Speech, Language and
Hearing Association, Delhi Branch, Joint Action Council of Service Doctor Organization,
Central Government Hospitals Radiographers Welfare Association, Association of
Radiotherapy Technicians, Safdarjung Hospital, Delhi Dietetic Association,
Physiotherapy Forum, Indian Physiotherapy Association, Confederation of Central
Government Gazetted Officers Organization, Delhi Andaman & Nicobar Civil Services
(DANICS)Officers Association and Indo-Tibetan Border Police (ITBP).
25th January 2007
Director Intelligence Bureau (IB), All India Audit and Accounts Association, Joint Action
Committee of Accounts and Audit Employees and Officers Organizations, Confederation
of Central Government Employees and Workers, Bharatiya Pratiraksha Mazdoor Sangh,
Government Employees National Confederation, Baharatiya Currency And Coins
Karmchari Mahasangh, All India Association of Pay and Accounts Officers (Civil), Grade
I Officers Association, Government of Delhi, Government of National Capital Territory
Employees Welfare Association, Delhi Administration Food Inspectors Welfare
Association, Chief Secretary, Government of National Capital Territory of Delhi, All India
land and Revenue Employees Welfare Association, Transport Department Technical
Executive Officers Association, Delhi Veterinary Association, All India Forest Officers
Federation and Officers of Delhi Andaman and Nicobar Police Service (DANIPS).
15th March 2007
All India Federation of Central Excise Executive Officers (Nagpur), All India Federation
of Central Excise Executive Officers (Delhi), National Audit Federation, All India
Accounts and Audit Officers Federation, Co-ordinating Committee of Organizations in
Department of Revenue, Income Tax Employees Federation, Postal Officers’ Association,
Railway Track Machine Employees Association, Technical Employees Association of
Railways, All India Station Masters Association, All India Civil Accounts Employees
Association, Delhi Patwari Kanungo Welfare Association, Principal, Delhi College of
Engineering, Federation of Educational Associations of Delhi Government, Delhi

2
Government Statistical Employees Association, Central Pollution Control Board
Employees Welfare Union, Rashtriya Bharatiya Khani Vibhag Karmachari Sangh, Indian
Bureau of Mines (IBM) Officers Association, Technical Staff Association of Forest
Research Institute (FRI), Employees Association All India Institute of Physical
Rehabilitation, CIT&C Workers Union, Forum For Excellence – Former Military
Engineering Service (MES) Officers, Technical Officers Association (Ministry of
Agriculture), Central Public Works Department (CPWD) Junior Engineers Association,
Central Water Commission (Group B) Association, Deputy Director General, Military
Survey.

16th March 2007

Advisor (Finance) Accounts Establishments , Department of Telecom (DoT); DoT
Engineering Officers Association; All India Naval Technical Supervisory Staff
Association; All India Dental Hygienist Association; All India Central Government
Canteen Employees Association; Armed Forces Headquarters Canteen Employees
Association; All India Canteen Store Depot Officers Association; Civilian Scientific Staff
Quartermaster General’s Branch; All India Ordnance Factories Para-Medical Staff
Association; Delhi Dietetic Association; All India Central Government Health Scheme
Ayurvedic Physicians Association; Homoeopathic Doctors Welfare Association, Delhi
Administration; Karmachari Sewa Sangh, Ministry of External Affairs (MEA); Ministry of
External Affairs (MEA) Indian Foreign Service `B’ (IFS) CCB Association; All India
Passport Employees Association; IFS (B) Stenographers Association; National
Coordination Committee of Pensioners; Association for Securing Economic Justice to
Contributory Provident Fund / Special Railway Provident Fund Retirees; Disabled War
Veterans; National Ex-servicemen Coordination Committee; War Wounded Foundation;
Technical Gazetted Officers Association, Ministry of Industry; Indian Optometric
Association; All India Central Excise Inspectors’ Association; Central Soil and Material
Research Station Group ‘B’ R&D Professionals’ Association; All India CPWD Engineers
Association.

2nd April 2007

Indian Police Service (IPS) Association, Indian Forest Service (IFS) Association,
Federation of Railway Officers Association (FROA), Indian Railway Personnel Service
(IRPS), Indian Defence Estate Officers Service (IDES) Association, Indian Ordnance
Factories Service (IOFS) Association, Indian Defence Accounts Service (IDAS)
Association, Atomic Energy Regulatory Board (AERB), Indian Defence Service of
Engineers (IDSE) Association, Director General, Border Roads, Indian Revenue Service
(IRS) (Custom & Central Excise) Association, Central Secretariat Official Language (OL)
Service Federation.

3rd April 2007

Director, Lal Bahadur Shastri National Academy of Administration (LBSNAA), Indian
Information Service (IIS) Association, Central Labour Service (CLS) Association, Indian
Statistical Service (ISS) Association, Central Engineering Service (CES) Class I Direct

3
Recruit [DR] Central Public Works Department (CPWD) Civil, Electrical and Mechanical
Engineers Association, Central Water and Power Engineering Service Group A(CWES&
CPES) Association, Indian Civil and Administrative Service (IC&AS) Association, Central
Secretariat Service (CSS) Forum, Central Secretariat Clerical Service (CSCS) Association,
Central Secretariat Stenographers Service (CSSS) Association, Federation of
Stenographers of Central Secretariat (CS) & Allied Offices, Central Secretariat
Stenographers Gazetted Officers Association, Central Secretariat (CS) Principal Private
Secretaries (PPS) & Senior Principal Private Secretaries (Sr. PPS) Association, Armed
Forces Headquarters (AFHQ) Inter Services Organisations Section Officers’ (ISOs/ SOs)
Departmental Promotion (DP) Association, Direct Recruit Gazetted (DRG) Officers
Association; Civilian Officers Association, Armed Forces Headquarters (AFHQ)
Assistants Direct Recruit (DR) Association; Armed Forces Headquarters (AFHQ)
Employees Association, Armed Forces Headquarters (AFHQ) Group D Association,
Armed Forces Headquarters (AFHQ) Stenographers Association, Railway Board
Secretariat Stenographers Service (RBSSS) Association.

4th April 2007

Insurance Regulatory and Development Authority (IRDA), Director, Sardar Vallabhbhai
Patel (SVP) National Police Academy, Director, Indira Gandhi (IG) National Forest
Academy, Director General, National Academy of Direct Taxes, Director General,
Railway Staff College, Director General, National Academy of Audit & Accounts, Indian
Trade Service (ITS) Association, Indian Revenue Service (IRS) (Income Tax) Association,
Indian Railway Medical Service Association.

5th April 2007

Shri KS Dhillon, Director General of Police (DGP) (Retd.), Dr. Amit Mitra, Secretary
General, Federation of Indian Chamber of Commerce and Industry (FICCI) and the
Indian Postal Officers Service (IPoS) Association.

16th April 2007

Shri M. N. Buch, IAS (Retd.), Chairman, Telecom Regulatory Authority of India (TRAI),
Joint Consultative Machinery (JCM) of the Standing Committee of the National Council -
Shri M. Raghavaiah, Leader JCM, Staff Side, Umraomal Purohit, Secretary, Staff Side, and
Members - Shri J. P. Chaube, Shri Rakhal Das Gupta, Shri Shanker Rao, Shri K. K. N
Kutty, Shri S. K. Vyas, Shri K. S. Murthy, Shri Guman Singh, Shri R. P. Bhatanagar, Shri S.
N. Pathak, Shri C. Srikumar and Shri Srinwasan.

17th April 2007

Chairman, Securities and Exchange Board of India (SEBI), Indian Audit & Accounts
Service Association, Joint Consultative Machinery (JCM) of the Standing Committee of
the National Council - Shri M. Raghavaiah, Leader JCM, Staff Side, Umraomal Purohit,
Secretary, Staff Side, and Members - Shri J. P. Chaube, Shri Rakhal Das Gupta, Shri
Shanker Rao, Shri K. K. N Kutty, Shri S. K. Vyas, Shri K. S. Murthy, Shri Guman Singh,
Shri R. P. Bhatanagar, Shri S. N. Pathak, Shri C. Srikumar, and Shri Srinwasan.

4
18th April 2007
Indian Institutes of Management Graduates Group (IIMG), Commissioner, Delhi Police,
Director, Central Bureau of Investigation (CBI), Director, Sashastra Seema Bal (SSB), Joint
Consultative Machinery (JCM) of the Standing Committee of the National Council - Shri
M. Raghavaiah, Leader JCM, Staff Side, Umraomal Purohit, Secretary, Staff Side, and
Members - Shri J. P. Chaube, Shri Rakhal Das Gupta, Shri Shanker Rao, Shri K. K. N
Kutty, Shri S. K. Vyas, Shri K. S. Murthy, Shri Guman Singh, Shri R. P. Bhatanagar, Shri C.
Srikumar and Shri Srinwasan.

19th April 2007

Consultation with the Armed Forces : Chiefs of Staff Committee (COSC) - General J J
Singh, Chief of Army Staff (COAS) and Chairman COSC, Admiral Sureesh Mehta, Chief
of Naval Staff, Air Chief Marshal FH Major, Chief of Air Staff, Shri Shekhar Dutt, Defence
Secretary, Shri V K Mishra, Secretary (Defence Finance), Shri Akhil Jain, Special Secretary,
Ministry of Defence, Lt. Gen H S Lidder, Principal Personnel Officers and PARC and Pay
Cell, Civilians of the three Services, Military Engineering Service (MES), DG Defence
Estates, Border Roads Organisation, Director General Quality Assurance (DGQA),
Director General Aeronautical Quality Assurance (DGAQA), Shri M. Natarajan, Scientific
Adviser to Raksha Mantri and Secretary, Department of Defence Research and
Development.

27th June 2007

Second Pay Revision Committee for Executives of Central Public Sector Enterprises,
Secretary Department of Revenue, Secretary Department of Posts, Secretary Department
of Women & Child Development, Secretary Department of Urban Development, Member
Staff Railway Board, Director General India Meteorological Department and Chief
Economic Advisor.

28th June 2007

Secretary Personnel & Training, Chief Statistician of India, Foreign Secretary, Secretary
Department of Expenditure, Secretary Department of Economic Affairs and Secretary
Health & Family Welfare.

29th June 2007

Cabinet Secretary, Comptroller & Auditor General of India and Chief Vigilance
Commissioner.

11th July 2007

Secretary (R) Cabinet Secretariat, Surveyor General of India and Home Secretary.

26th September 2007

Presentation on behalf of Secretary General Supreme Court of India, Supreme Court Class
IV Employees Welfare Association, Supreme Court Employees Welfare Association,
Supreme Court Shorthand Knowing Staff Members’ Welfare Association, Executive
Director Railway Pay Commission Cell and Editorial Cadre of Supreme Court Reporter.

5
24th December 2007
Shri A. K. Antony, Raksha Mantri, Government of India

Kolkata

5th February 2007

Chairman of Ordnance Factory Board, Director General Ordnance Factories (DGOF) Civil
Service Gazetted Officers Association, Calcutta Mint Accounts Offices Staff Association,
Staff Association of Central Drug Laboratory, Hygiene Institute staff Association,
National Atlas and Thematic Mapping organisation (NATMO) Gazetted Officers
Association, Zoological Survey of India (ZSI) Employees Association, Botanical Survey
Employees (C&D) Association, Botanical Survey Employees Association, National
Library Employees’ Association, The Association of Pensioners of National Library,
National Library Staff Association, National Federation of Printing Stationary and
Publication Employees, All India Defence Accounts Employees Association.

6th February 2007

Director General of Geological Survey of India, Geodesy [Geological Survey of India
(GSI) Surveyors Organisation], Geological Survey of India (GSI) Employees Association,
GSI Mechanical Engineers Association, National Atlas and Thematic Mapping
Organisation Employees Association, Loco and Traffic Running Staff All India
Railwaymens Federation (AIRF), Technicians of various departments All India
Railwaymens Federation (AIRF), Accounts Electronic Data Processor (EDP) Cashiers etc.
National Federation of Indian Railwaymens (NFIR), Stores Depot Printing Press Staff
National Federation of Indian Railwaymens (NFIR), Health and Medical Staff National
Federation of Indian Railwaymens (NFIR), Indian National Defence Workers Federation,
All India Defence Employees Federation, All India Association of Non-Gazetted Officers
of Ordnance Factories, Ordnance Factories Board (OFB) Employees Democratic
Association, Director General Ordnance Factories (DGOF) Employees’ Association,
Ordnance Factories Board (OFB) Group ‘D’ Employees Association, Company Law
Administration Employees Association.

7th February 2007

Ministerial Staff Stenographers Official Language Publicity Inspectors etc. National
Federation of Indian Railwaymen (NFIR), Stationary Office Mazdoor Union, Legal School
Canteen Staff Research Designs and Standards Organisation (RDSO) Etc. National
Federation of Indian Railwaymens (NFIR), Signals Telecom Electrical and Mechanical
Staff All India Railwaymens Federation (AIRF), Technical Supervisors etc. All India
Railwaymens Federation (AIRF), Transportation (Operating) Staff All India Railwaymens
Federation (AIRF), Joint Platform for Action, Commercial Intelligence & Statistical
Employees Association, Commercial Intelligence Union, Indian Administrative Service
(IAS) Association West Bengal, Indian Police Service (IPS) Association West Bengal,
Indian Forest Service (IFS) Association West Bengal.

6
Port Blair

19th February 2007

Union Territories Administration, Inspector-General (IG) Police, Government Employees
Federation, Andaman and Nicobar Government Employees & Workers Federation,
Andaman Dock Workers Department, Rashtriya Government Employees/Workers
Federation, Non-Gazetted Government Officers’ Association, Central Government
Employees Welfare Coordination Committee, Amalgamated Clerical Cadre Employees
Association, Andaman and Nicobar Cooperative Department Executive Employees
Association, Andaman and Nicobar Group D Employees Association, Tourism
Employees Welfare Association, Director of Fisheries, Industries Employees Union,
Gramin Vikas Karmachari Sangh, Panchayat Secretaries Association, Trained Nurses
Association of India, Indian Veterinary Association, Agriculture Soil Sector Employees
Association Andaman and Nicobar Cooperative Employees Welfare Association,
Amalgamated Statistical Employees Association, Agriculture Graduates Association
(Andaman and Nicobar Islands).

21st February 2007

Andaman and Nicobar Laboratory Assistants Association, Staff Association, Department
of Light Houses & Light Ships, Andaman and Nicobar Port Management Workers
Employees Association, Stevedoring Unit General Employees Association, Delhi
Andaman and Nicobar Civil Service (DANICS) Officers Association – Andaman and
Nicobar Islands, Port & Dock Workers Union, Port Signalers Association, Marine
Workers Employees’ Union, Andaman and Nicobar Marine Seamen Union, Bharatiya
Mazdoor Sangh (Andaman and Nicobar Islands), Andaman and Nicobar Islands State
Forest Service Association, Andaman and Nicobar Forest Employees Association, Forest
Labour Union, Mill Division, Andaman and Nicobar Wild Life Workers Union, Forest
Veterinary Staff Association, Regional Medical Research Centre (RMRC) Employees
Union, State Transport Employees Union, Government Motor Transport Drivers’ Union
and Staff Car Drivers Association.

Chennai

5th March 2007

All India Customs Preventive Service Federation, All India Central Excise and Customs
Gazetted Ministerial Officers’ Federation, All India Central Excise and Customs and
Allied Drivers Federation, The Indian Association of Physiotherapists, All India Railway
Mail Service (RMS) Assistant Superintendents and Inspectors Association, Central
Leprosy Teaching and Research Institute Employees Association, Confederation of All
India Central Government Stenographers’ Associations, All India Salt Department
Employees Union, All India Director General of Quality Assurance (DGQA) Clerical
Association, Draughtsmen Association Director General of Quality Assurance (DGQA),
National Federation of Railwaymen Loco and Traffic Running Staff, National Federation
of Indian Railwaymen (NFIR) Technicians of Various Departments, National Federation

7
of Indian Railwaymen (NFIR) Signal and Telecom, Electrical and Mechanical
Departments Staff, National Federation of Indian Railwaymen (NFIR) Technical
Supervisors, National Federation of Indian Railwaymen (NFIR) Transportation
(Operating) Staff.

6th March 2007

Director, Directorate of Tobacco Development, SHAR Officers Association, SHAR
Employees Association, SHAR Employees Trade Union, Bhabha Atomic Research Centre
(BARC) Facilities Employees Association, Tamil Nadu Atomic Power Employees Union,
Central Cattle Breeding Farm and Regional Station for Forage Production and
Demonstration Employees Association, All India Federation of Pensioners’ Association,
Chennai, Armed Forces Veteran Officers’ Association, All India Railwaymen’s Federation
Accounts Electronic Data Processor (EDP), Cashiers Union, All India Railwaymens
Federation (AIRF) Stores and Printing Press Staff Union, All India Railwaymens
Federation (AIRF) Trackman, Trollyman, Petrolman, Gangman, Keyman Staff Union, All
India Railwaymens Federation (AIRF) Production Units, Workshop and Scientific Staff
Union, All India Railwaymens Federation (AIRF) Works Bridge Track Machines Staff
Union, All India Postal Employees Union Group C, National Union of Postal Employees
Group C, All India Postal Employees Union Postmen and Group D, National Union of
Postal Employees Postmen and Group D, All India Railway Mail Service (RMS) and
Railway Mail Service (MMS) Employees Unions Group C, National Union of Railway
Mail Service (RMS) and Railway Mail Service (MMS) Employees Group C, All India
Postal Employees Union Mailguards and Group D, National Union of Postal Employees
Mailguards and Group D, All India Postal Administrative Offices Employees Union
Group C and D, National Union of Postal Administrative Offices Employees Union
Group C and D, All India Postal Accounts Employees Association, All India Postal
Officers’ Association, Tamil Nadu Circle, National Union of Postal Accounts Employees
Association.

Puducherry

7th March 2007

Chief Secretary, Union Territory Administration, Confederation of Pondicherry State
Government Employees Associations, Pondicherry Ministerial Staff Association,
Federation of Revenue and Disaster Management Department Staff Association,
Puducherry, Revenue Employees Federation Karaikal, Ministerial Employees Association
Karaikal, Pondicherry Primary School Teachers Association, Teachers’ Association,
Puducherry, Pondicherry Agriculture Department Demonstrators Union, Pondicherry
State Jail Warders Association, Pondicherry State Government Driver’s and
Municipalities, Commune, UT Drivers Association, JIPMER Employees Union, JIPMER
Radiology Technical Staff Association, JIPMER Medical Records Staff Association,
JIPMER Sanitary Inspectors Welfare Association, JIPMER Dressers’ Association,
Association for Biochemists Welfare (ABW) Association, Pondicherry State Government
Employees’ Association, The Pondicherry State Commercial Tax Officers Association,

8
Pondicherry University Officers Association, Pondicherry Accounts Officers Association,
Federation of Puducherry Government Employees Association, Pondicherry Information
and Publicity Department Association for Technical Staff, Power Engineers Association,
Electricity Department, Pondicherry State Government Employees Central Federation,
Lady Health Visitors Association, W L W Officer Employees Federation, Pondicherry
Head Nurse Association, Senior Laboratory Technicians Association, Technical Assistants
Association, Assistant Veterinarian Welfare Association, ASPOGAT, Pondicherry State
Cooperative Welfare Association, Government Press Employees Union, Pondicherry
Scientific Technical and Environment Association, Pondicherry Law Officers Association,
Pondicherry Health Inspectors Association, Pondicherry Industries Department Technical
Officers Association, Trained Graduate Teachers (TGT) Association Federation,
Pondicherry State Statistical Employees Federation, Pondicherry State health Laboratory
Assistant Grade II Association, Pondicherry Health Department, Health and Sanitary
Assistant Association, Pondicherry Animal Husbandry Attendant Association,
Pondicherry State Fisheries Technical Staff Association, Pondicherry Animal Husbandry
Field Man Association, G A W Technical Staff Association, Public Works Graduates Civil
Engineering Association, Public Works All Association Joint Struggle Committee, Public
Work Gr. D Employees Association, IT Association.
Guwahati
19th March 2007
Indian Forest Service (IFS) Association Tripura Cadre, State Government of Assam,
Indian Administrative Service (IAS) Association, Assam Cadre, Indian Police Service
(IPS) Association, Assam Cadre, Indian Forest Service (IFS) Association, Assam &
Meghalaya Cadre.
20th March 2007
Director, Indian Institute of Technology (IIT), Guwahati, All India Train Controllers
Association (AITCA), Navi Mumbai, Assam Rifles (Civil) Employees, Shillong, NF
Railway Pensioners’ Association, Central Government Pensioners’ Association, All India
Services Pensioners Cell, Income Tax Employees Federation, Director General Assam
Rifles.
Gujarat
25th April 2007
Shri Nalin Thakor, Central Government Pensioners’ Association Ahmedabad, Federation
of Associations of Central Government Pensioners Gujarat, Retired Indian Space Research
Organisation (ISRO) Officers Association Ahmedabad, Posts & Telegraphs and Other
Central Government Pensioners Association Ahmedabad, IIM Director and faculty – Prof
Bakul Dholakia, Prof Prem Pangotra, Prof Sebastian Morris and Prof P.R. Shukla,
Gandhinagar Central Government Employees Welfare Committee, Indian Police Service
Association Gujarat Cadre, Indian Forest Service Association Gujarat Cadre, Indian
Administrative Service Association Gujarat Cadre, Prof. Y.K. Alagh, State Government of
Gujarat.

9
Bangalore

8th May 2007

Secretary, Department of Space, Space Engineers Association, Coordination of Space
(Technical), Confederation of Defence Recognized Associations, Coordination Committee
of Central Government Pensioners’ Association, All India Railwaymen’s Federation
Accounts (AIRF) (Five Groups)

9th May 2007

Director, Directorate of Cashew nut & Cocoa Development, All India Coconut
Development Board Staff Association, Coconut Development Board Employees
Association, The Central Government Fishing Seamen’s Association, Director, Central
Institute of Fisheries, National Engineering & Training (CIFNET), Central Institute of
Fisheries, National Engineering & Training (CIFNET) Employees Association, All India
Association of Central Excise Gazetted Executive Officers, All India Customs & Central
Excise Group D Officers Federation & All India Customs Group D Federation, Southern
Naval Command Civilian Employees Organization, All India Naval Aviation Technical
Supervisory Staff Association. Visit to ISRO Satellite Centre Bangalore.

10th May 2007

Chairman Hindustan Aeronautics Limited, National Federation of Indian Railwaymen
(NFIR) (Five Groups), Indian Institute of Science.

11th May 2007

Director IIM Bangalore, State Government of Karnataka, Indian Administrative Service
(IAS) Association Karnataka Cadre, Indian Police Service (IPS) Association Karnataka
Cadre, Indian Forest Service (IFS) Association Karnataka Cadre and Tamil Nadu Cadre.
Visit to HAL Factory, Bangalore.

Jammu & Kashmir

19th May 2007

State Government of Jammu & Kashmir at Srinagar.

20th May 2007

Chairman and Members, Kargil Autonomous Hill Development Council.

22nd May 2007

Briefing by Air Force and Army at Leh.

23rd May 2007

Shri Thupstan Chhewang, Member of Parliament, Lok Sabha, Chief Executive Councillor,
Ladakh Autonomous Hill Development Council, All Ladakh Central Government
Employees’ Association and other Central Government Employees, and Shri Nawang
Rigzin Zora Minister of Power, Jammu and Kashmir. Visit to DRDO Laboratory.

10
Pay & Pension structure in Annex 2.1.1
Public Sector Undertakings

Pay Scales in Petroleum and Power sector PSUs

Name of PSU Executives Workmen

(Rs) (Rs)

Indian Oil Below Board level Workmen

Corporation I - 23750-28550 VIII - 7400-14750 (AI 3% of
H - 20500-26500 BP)
G - 19500-25600 VII - 6700-13700 (AI 3% of
F - 19000-24750 BP)
E - 18500-23900 VI - 6300-13000 (AI 3% of BP)
D - 17500-22300 V - 5800-11800 (AI 3.5% of
C - 16000-20800 BP)
B - Rs.13750-18700 IV - 5400-10850 (AI 3.5% of
A - 12000-17500 BP)
[Annual Increment (AI) 4% of III - 5000-9800 (AI 4% of BP)
BP) II - 4800-8900 (AI 4% of BP)

ONGC Executives Workmen

E9 - 23750-28550 W I: 4300
E7/E8 - 20500-26500 W II: 4500
E6 - 19500-25600 W III/ A-I: 4700
E5 - 18500-23900 W IV/ A-II: 5100
E4 - 17500-22300 W V/ A-III: 5800
E3 - 16000-20800 W VI/ A-IV: 6500
E2 - 13750-18700 W VII: 10220
E1 - 12000-17500
E0 - 10750-16750
S level employees
S I: 10220
S II: 11400
S III: 13070
S IV: 15200

11
IBP Co. Ltd. Officers Workmen
H - 20500-26500 VI - 7400-14750
G - 19500-25600 V - 6300-13200
F - 19000-24750 IV - 5800-11500
E - 18500-23900 III - 5400-10500
D - 17500-22300 II - 5000-9400
C - 16000-20800 I - 4600-8400
B - 13750-18700\
A - 12000-17500
02 - 10750-16750
01 - 6550-11350

Bharat Petroleum Management Staff Non Management Staff

Corporation Limited I - 23750-28550 The scales are open ended
H - 20500-26500 and there is no maximum for
G - 19500-25600 any grade.
F - 19000-24750 Gr.XI: 6000-15000
E - 18500-23900 Gr.X: 5800-14300
D - 17500-22300 Gr.IX: 5600-13700
C - 16000-20800 Gr.VIII: 5400-13100
B - 13750-18700 Gr.VII: 5250-11600
A - 12000-17500 Gr.VI: 5100-11100
(Annual Increment – 4% of the Gr.V: 4950-10600
Basic Pay. Gr.IV: 4800-10100
Promotional Increment-6% of Gr.III: 4650-9600
Basic Pay.) Gr.II: 4500-9300
Gr.I: 4350-9000
Annual Increment – 4% of the
Basic Pay.
Promotional Increment-5.5%
of Basic Pay.)

Oil India Limited Executives

H - 20500-26500
G - 19500-25600
F - 18500-23900
E - 17500-22300
D - 16000-20800
C/C1 - 13750-18700
B - 12000-17500
A - 10750-16750

12
Engineers India Officers at levels 12 & above
Limited Level 20 - 23750-28550
Level 19 - 20500-26500
Level 18 - 19500-25600
Level 17 - 19000-24750
Level 16 - 18500-23900
Level 15 - 17500-22300
Level 14 - 16000-20800
Level 13 - 13750-18700
Level 12 - 12000-17500
Bongaingon Refinery Officers
& Petro Chemicals Gr. H - 20500-26500
Ltd. Gr. G - 19500-25600
Gr. F - 19000-24750
Gr. E1 - 18500-23900
Gr.E - 17500-22300
Gr.D - 16000-20800
Gr.C - 13750-18700
Gr.B - 12000-17500
Gr.A - 8600-14600
Annual Increment 4% of Basic
Pay
On promotion, 6% of Basic Pay
Chennai Petroleum Supervisory Employees
H/1 - 20500-26500
G - 19500-25600
F - 19000-24750
E - 18500-23900
D - 17500-22300
C - 16000-20800
B - 13750-18700
A1 - 2000-17500
Annual Increment 4% of BP
Promotional Increment 6% of
BP
Balmer Lawrie & Co. Executives
Ltd. H - 20500-26500
G - 19500-26500
F - 19000-24750
E - 18500-23900
D - 17500-22300
Employees at levels 1-9
Level 9 - 7400-14750
Level 8 - 6700-13700
Level 7 - 6300-13000
Level 6 - 5800-11800
Level 5 - 5400-10850
Level 4 - 5000-9800
Level 3 - 4800-8900
Level 2 - 4600-8400
Level1 - 4300-7500
Workmen
SSG - 7600-14750
SG - 7400-14500
‘e’ - 7000-13700
‘d’ - Rs.6300-12500
‘c’ - 5800-11500
‘b’ - 5400-10500
‘a’ - 4600-8400
Annual increment - SSG, SG,
‘e’ & ‘d’:
4%, ‘c’ : 3.5%, ‘b’ & ‘a’: 3%
Non Supervisory Employees
V - 8400-15300
IV - 6900-12900
III - 5800-11100
II - 5100-9500
I - 4700-8500
IA - 4500-6800
Annual Increment
IA & I - 3%, II & III - 3.5%, IV
& V - 4%
Non Supervisory
S2 - 6400-10000 AI: Rs.180
S1 - 6000-9200 AI: Rs.160
13
 C - 16000-20800
B - 13750-18700
A - 12000-17500
O2 - 8600-14600
Annual Increment: 4% of
minimum of the basic pay of
the grade.

Biecco Lawrie Ltd. Officers Workers

H - 20500-26500 Gr.I - 2486-4416
G - 18500-23900 Gr.II - 2498-4436
F - 17500-22300 Gr.III - 2531-4497
E - 16000-20800 Gr.IV - 2565-4555
D - 14500-18700 Gr.V - 2668-4739
C - 13000-18250
B - 10750-16750
A - 8600-14600
02 - 6550-11350
Clerical Staff
Gr.I - 2559-6707
Gr.II - 2614-6850
Gr.III - 2669-6994
Gr.IV - 2724-7136
Gr.V - 2779-7283

Mangalore Refinery Executive Workmen

& Petro Chemicals Gr.M2 - Rs.28100 JM1 - Rs.10150 (Minimum
Ltd. (minimum basic) basic)
Gr.M3 - Rs.24200 JM2 - Rs.8930 (Minimum
(minimum basic) basic)
Gr.M4 - Rs.22900 JM3 - Rs.7680 (Minimum
(minimum basic) basic)
Gr.M5 - Rs.21300 JM4 - Rs.6560 (Minimum
(minimum basic) basic)
Gr.M6 - Rs.18500 JM5 - Rs.5290 (Minimum
(minimum basic) basic)
Gr.M7 - Rs.16200 JM6 - Rs.4570 (Minimum
(minimum basic) basic)
Gr.M8 - Rs.1440028100
(minimum basic)
Gr.M9 - Rs.12100
(minimum basic)

14
Rural Electrification Executives Non Executives
Corporation Ltd., Executive Director - 23750- Sr. Asstt./Acctt/Sr.PA and
28550 equiv. -
General Manager - 20500-26500 10000-16000
Chief and Equivalent - 19000- Asstt./Asstt.(Acctts)/Liaison
24750 Asstt. and equiv. - 8600-14920
Jt. Chief and Equiv. - 18500- UDC/Acctts
23900 Clerk/Computer Operator
Dy. Chief/FE-I and Equiv.- and equiv. - 7300-12660
17500-22300 LDC/SCD/Electrician/AC
DPE/DD/ACAO/FE-II and Mechanic/DMO (SG) - 5800-
Equiv. - 10790
13750-18700 Peon (SG)(Class-IV) - 5000-
APE/AD/Sr.AO/FE-III and 9590
Equiv. - Peon (Class-IV) - 4400-8430
11225-17250
AO/SO/PS and Equiv. -
10750-16750

NTPC E9 - 23750-28550 SG - 10000-16000

E8 - 20500-26500 W11/S4 - 9300-15590
E7A - 19500-25600 W10/S3 - 8600-14920
E7 - 19000-24750 W9/S2 - 7900-13700
E6 - 18500-23900 W8/S1- 7300-12660
E5 - 17500-22300 W7 - 6700-11750
E4 - 16000-20800 W6 - 6200-11200
E3 - 13750-18700 W5 - 5800-10790
E2A - 12000-17500 W4 - 5400-10350
E-2 - 11225-17250 W3 - 5000-9590
E-1 - 10750-16750 W2 - 4700-9010
W1- 4400-8430
W0 - 3750-5450

NHPC Executives Workmen

E-1 8000-13400 W-0 3750-5450
E-2 8600-14600 W-1 4400-8430
E-2A 10750-16750 W-2 4700-9010
E-3 13750-18700 W-3 5000-9590
E-4 16000-20800 W-4 5800-10790
E-5 17500-22300 W-5 6700-12500
E-6 18500-23900 W-6 7200-13100
E-7 19500-25600 W-7 7900-13700
E-8 20500-26500 W-8 8550-14850

15
 E-9 23750-28550 W-9 9000-15100
Supervisors
S-1 7900-13700
S-2 8600-14920
S-3 9300-15550
Special Grade 10000-16000

Satluj Jal Vidyut W11 9300-15590

Nigam Ltd. W10 8600-14920
W9 7900-13700
W8 7300-12660
W7 6700-11750
W6 6200-11200
W5 5800-10790
W4 5400-10350
W3 5000-9580
W2 4700-9010
W1 4400-8430

S-4 9300-15590
S-3 6600-14920
S-2 7900-13700
S-1 7300-12660
Annual Increment
W1-W7 3%
W8-W11 3.5%
S-1, S-2, S-3, S-4 3.5%

16
House Rent Allowance in Petroleum and Power sector PSUs

Name of PSU Executives Workmen

(Rs) (Rs)

Indian Oil Corporation Company owned accommodation is provided wherever

townships are located. Type of quarter depends upon the
grade and seniority. Employees who reside in own house
may avail self-lease facility within prescribed rental ceilings.
Monthly recovery is made for company owned and leased
accommodation, which depends upon the carpet area and the
location. Employees who stay in rented accommodation are
paid HRA as per classification of city as notified by
Government.

ONGC HRA varies from 15-30%.

IBP Co. Ltd. Officers & Workmen

30% of basic pay, if posted in Mumbai, Delhi, Kolkata and
Chennai ,25% of basic pay, if post in other ‘A’ class cities. 22-
1/2% of basic pay, if post in B-1 class cities. 17-1/2% of basic
pay, if post in B-2 class cities. 15% of basic pay, if posted in C
and unclassified cities.
Bharat Petroleum Management staff & Non Management Staff
Corporation Ltd. HRA:
Metro Cities: 30% of Basic Pay (BP), A Class: 25% of BP, B-1
Class: 22.5% of BP, B-2 Class: 17.5% of BP, C & others: 15% of
BP.
Self Lease Rent:
For staff whose house is taken on lease under the Scheme,
rent payable is limited to the HRA rate applicable to the
location where the resident is situated.
Maintenance Expenses under self lease for reimbursement:
On self certification, maintenance expenses will be
reimbursed. The maximum maintenance charges permissible
at Metro cities ranges between Rs.17880 and Rs.24840 p.a.
(Rs.7302 and Rs.13571 in case of Non-Management Staff)
depending on the grade of the staff.
Above rates will vary depending on the classification of city.
For other cities, the maint. Charges ranges between 88% and
63% of above.

17
 Accommodation:
Company provides accommodation to staff where it owns it
or takes it on lease. Type of accommodation varies based on
the grade and seniority. Employees who reside in own house
can avail self lease facility within the prescribed rental
ceilings. Monthly recovery in the form of Standard Rent
Recovery is made which depends on the Carpet Area of the
flat. However, in case of self lease, SRR is based on the Grade.
Oil India Ltd.
Engineers India Ltd. Officers at levels 12-20 Employees at levels 1-9

1. HRA @ 15% to 30% of BP 1. HRA @ 15% to 30% of

depending upon class of city.
2. For minor repairs: 2 months’
rentals per annum.
BP depending upon class
of city.
2. For minor repairs: 2
months’ rentals per
annum.

Bongaingon Refinery & Officers & Workmen

Petro Chemicals Ltd. HRA
30/25/22.5/17.5/15 % of BP
(Metro/A/B1/B2/C/Unclassified)
Chennai Petroleum Supervisory Employees Non Supervisory
HRA – Nil Employees
Self lease (Rental) HRA – Nil
Self lease (Rental)
For maximum of pay scale
For maximum of pay scale
A: Rs.6315
B: Rs.6795 IA: Rs2425
C: Rs.7530 I: Rs.3030
D: Rs.8055 II: Rs.3385
E: Rs.8595 III: Rs.3950
F: Rs.8880 IV: Rs.4580
G: Rs.9145 V: Rs.5435
H: Rs.9505

Self Lease (Maintenance) Self Lease (Maintenance)

A: Rs.1490 IA: Rs.517

B: Rs.1697 I: Rs.578
C: Rs.1728 II: Rs.637
D: Rs.1782 III: Rs.706

18
 E: Rs.1809 IV: Rs.793
F: Rs.1854 V: Rs.1035
G: Rs.1890
H: Rs.2070

Balmer Lawrie & Co. HRA As in the Central HRA As in the Central
Ltd. Government. Government.

Biecco Lawrie Ltd. Officers Staff & Workers

HRA - 25% of Basic (max. of
Rs.1500) 25% of basic pay (max. of
Rs.1500)
Co Leased/Self Lease Rent per
month
H: Rs.3300, G: Rs.3090, F:
Rs.2930, E: Rs.2750, D: Rs.2716,
C: Rs.2360, B: Rs.2188, A:
Rs.1950

Co Leased/Self Lease
maintenance
Per month
H: Rs.825, G: Rs.808, F: Rs.794,
E: Rs.688, D: Rs.685, C: Rs.488,
B: Rs.474,
A: Rs.454

Mangalore Refinery & Executives Workmen

Petro Chemicals Ltd. HRA - Metros: 30% BP, A-
Class: 25% BP,
B-1 Class: 22.5% BP, B-2
class:17.5% BP,
C&Unclassified: 15% BP
HRA - Metros: 30% BP, A-
Class: 25% BP,
B-1 Class: 22.5% BP, B-2
class: 17.5% BP, C&
Unclassified: 15% BP

Rural Electrification House Rent Recovery Non-Executives

Corporation Ltd. City based Township W8/S1-W11/S4 & SG
(incl.BTPS) A type quarter
A type quarter - Rs.280/- pm Cities Rs.220/-
B type quarter - Rs.710/- pm pm
C type quarter - Rs.870/- pm Project Stn. Rs.110/-
D type quarter - Rs.1080/- pm pm

Project / Stn. Townships B type quarter

A type quarter - Rs.140/- pm Cities Rs.570/-

19
 B type quarter - Rs.355/- pm pm
C type quarter - Rs.435/- pm Project Stn. Rs.285/-
D type quarter - Rs.540/- pm

W7 & below
A type quarter Rs.160/-
pm
B type quarter Rs.220/-
pm

NTPC A1 30% of Pay

A-B-1, B-2 15% of Pay
C 7.5% of Pay
Unclassified 5% of Pay
NHPC A-1 30% of Pay
A 25% of Pay
B-1, B-2 & C 15% of Pay
Other Unclassified 10% of Pay

Satluj Jal Vidyut Nigam A-1 30% of Pay

Limited A 25% of Pay
B-1, B-2 & C 15% of Pay
Other Unclassified 10% of Pay

20
Conveyance Allowance/reimbursement/advance
in Petroleum and Power sector PSUs

Name of PSU Executives Workmen

(Rs) (Rs)

Indian Oil Corporation Conveyance Reimbursement

Officers who own a car and utilize the same for official duties
are reimbursed expenses within the annual km. ceiling
prescribed for each grade at the current per km rate of Rs.7.41.
The monthly claim may vary but the annual claim should not
exceed the ceiling.

Similarly officers who use 2-wheeler are reimbursed Rs.1327

p.m. for scooter and Rs.715 p.m. for Moped. Workmen are
reimbursed depending upon grade, Rs.990/887 p.m. for scooter
and Rs.543/485 p.m. for Moped.

Officers who have not availed conveyance advance and also do

not claim reimbursement of conveyance running &
maintenance exprenses are entitled to transport assistance in the
range of Rs.1000 to Rs.2000 p.m. depending upon the grade.
Similar benefit to workmen is given as Transport Subsidy @
Rs.715 in metro cities and Rs.500 in other cities.
ONGC Executives Workmen
Conveyance Reimbursements Conveyance
E0: Rs.2915, E1/E2: Min.Rs.2915 Reimbursements
Max. Rs.4740, E3 to E9: Rs.4740
S level employees @ Rs. 1510 p.m
Conveyance Reimbursements
S I & S II: Rs.1510, S III & S IV:
Rs.2915

IBP Co. Ltd. Officers Workmen

Rs.500 for Officers in Gr.01 & 02
Rs.700 for officers in Gr. A
Rs.1000 for officers in Gr. B & C.
Rs.1400 for officers in Gr. D & E.
Rs.1400 for officers in Gr. F &
above.
Gr.I to V : Rs.448 for
Moped.
Rs.819 for Scooter/Motor
Cycle.
Gr.VI : Rs.501 for Moped.
Rs.914 for Scooter/Motor

21
 Rs.1400 for Moped for all Grades.
Rs.1400 for Scooter/Motor Cycle
grades
Cycle.
Transport Assistance - who
are not receiving
conveyance running
expenses are paid @ Rs.500
(all Metros) for Moped and
Rs.350 for others.

Bharat Petroleum Management staff

Corporation Limited Conveyance Reimbursements

Granted only to officers who own

vehicle for KMs traveled for
official use. The entitlement
ranges between 4000 KMs to 9500
KMs depending on the grades.
Rates of reimbursement:
Cars-Rs.7.41 per KM.

Granted only to officers who are

not availing company transport
or conveyance reimbursement.
The payment ranges between
Rs.700 to Rs.1400 p.m. depending
on the grade of the staff.

Management staff

Conveyance/Transport
Allowance in respect of those
who do not have a vehicle
Metros & A class Cities: Rs.620
p.m.
In other cities: Rs.470 p.m.
Those who own 2 wheeler or 4
wheeler:
Rs.900 p.m.

Oil India Limited Executives -

Conveyance Allowance @ Rs.800
p.m

22
Engineers India Officers at levels 12 & above Employees at levels 1-9
Limited Level 12: Rs.3090, Level 13: Conveyance Allowance
Rs.3780, Levels 1 to 6 : @ Rs.650
Level 14: Rs.3780, Level 15: p.m.
Rs.4460, Level 7: Rs.900, Level 8:
Level 16: Rs.4460, Level 17: Rs.1080
Rs.5150, Level 9: Rs.1270
Level 18: Rs.5150, Level 19: N/A,
Level 20: N/A

Bongaingon Refinery Officers Workmen

& Petro Chemicals Ltd. Conveyance Allowance for Conveyance allowance for
Scooter Scooter
A grade: Rs.990 p.m.
B grade & above: Rs.1327 p.m. a,b,c & d grade:
(6500 km annual entitlement @ Rs.887 p.m.
Rs.2.45/km)
d & SG: Rs.990 p.m.
Conveyance Allowance for Car
Mileage @ Rs.7.41 km SSG: Rs.990
B grade: Rs.2779 p.m. (4500 km
p.a.) Transport
C grade: Rs.4323 p.m. (7000 km Subsidy/Allowance
p.a.)
D grade: Rs.4384 p.m. (7100 km Rs.500 at Headquarter and
p.a.) Rs.715 at Metro payable to
E grade: Rs.5311 p.m. (8600 km those not drawing
p.a.) conveyance allowance and
E1 grade: 5434 p.m. (8800 km p.a.) not availing company
F grade: Rs.6484 p.m. (10500 km arranged transport.
p.a.)
G&H: Rs.6793 p.m.(11000 km
p.a.)

Transport Subsidy/Allowance
(Payable to those not drawing
conveyance allowance not
availing company arranged
transport)

A Grade: Rs.800 p.m.

B Grade: Rs.1000 p.m.
C Grade: Rs.1200 p.m.

23
 D Grade: Rs.1300 p.m.
E Grade: Rs.1700 p.m.
E1 grade: Rs.1800 p.m.
F Grade: Rs.1900 p.m.
G & above: Rs.2000 p.m.
Chennai Petroleum Supervisory Employees Non Supervisory
Conveyance Employees
For maximum of the scale
A: Rs.1670, B: Rs.3214, C: Rs.3214, Conveyance
D: Rs.4140, E: Rs.4140, F: Rs.5066, For maximum of the scale
G: Rs5066, H: -
IA to IV :
Transport Allowance Rs.405 p.m.
@ Rs.800 p.m. V: Rs.1229 p.m.

Provision of Car for GM Transport Allowance

Rs.22820
@ Rs.500 p.m.
Balmer Lawrie & Co. Executives Non Supervisory
Ltd. Conveyance Reimbursements:
H - Company car with 500 km per S2
month for personal use Rs.450
G - 12200 km/annum @ 6.71 per
km S1
F - 6200 km/annum @ Rs.6.71 per Rs.450
km
E & D - Max.5400 km/annum @
Rs.6.71 per km
C & B - Rs.1000, A - Rs.700, O2 -
Rs.500
Biecco Lawrie Ltd. Officers Workers
Transport Subsidy per month
Gr. D to Gr H - Rs.540, Gr.B & C - @Rs.182 p.m.
Rs.410
Gr.A - Rs.275, Gr.02 - Rs.210
Reimbursement – Scooter per
month
All grades: Rs.529
Reimbursement – Car:
H - Rs.8934, G - Rs.7362, F -
Rs.2217,
E - Rs.1931, D - Rs.1931, C -
Rs.1645,

24
 B - Rs.1645
Staff
Transport Subsidy @ Rs.300 p.m.
Mangalore Refinery & Executives Workmen
Petro Chemicals Ltd. Conveyance
M2: Company Car JM1:Rs.1200
M3 - Rs.5700, M4 - Rs.5500, M5- JM2 to JM6 : Rs.800
Rs.5400
M6 - Rs.4700, M7 - Rs.3700, M8 -
Rs.3200, M9 - Rs.2300
Rural Electrification Tpt. Subsidy
Corporation Ltd., All Executives - Rs.570/- p.m. , All Non-executives - Rs.350/-
p.m.
Conv.Reimburse.(Car) - Chief & above - Rs.3950/- p.m.
Dy.Chief, Jt.Chief & equiv. - Rs.3610/- p.m., AD/DD & equiv. -
Rs. 3250 pm
Scooter/M-Cycle - All Executives - Rs.1230/- pm,
All NE-3 to NE-6 (LDC to Sr.Asstt.) - Rs.800/- p.m.
Peon, Peon(SG) & equiv. - Rs.700/- p.m.
Moped
All Executives - Rs.570/- p.m., All Non-executives - Rs.350/-
p.m.
Tpt.Sub. For Blind & Orthopaedically - Double the entitlement
of Tpt. Subsidy.
NTPC Tpt. Allowance (pm) Car
E7 & above Rs.800/-, E5-E6 Rs.800/-, E2A-E4 Rs.800/-
E1-E2 Rs.800/-
Scooter / Motor-Cycle
Executives Rs.800/-, Selection Gr. Rs.800/- , W8-
W11/S1-S4- Rs.800/-
W1-W7 Rs.585/-
Moped
All Executives - Rs.645/-, Selection Grade - Rs.510/-, W8-
W11/S1-S4- Rs.480/-
W0-W7 - Rs.400/-
Not owning any vehicle
Executives & SG Rs.500/- pm, W8-W11 & S1-S4 Rs.400/- pm
W0-W7 - Rs.325/- pm
Tpt. Allow to blind orthopadically handicapped employees
Exec. & SG - Rs.1000/- pm, W8 to W11 / S1 to S4 - Rs.800/- pm,
W0 to W7 - Rs.650/- pm
Conv. Reimbursement (pm) Car
E7 & above Rs.3035/-, E5-E6 Rs.2690/-, E2A-E4

25
 Rs.2350/-
E1-E2 Rs.1640/-
Scooter / Motor Cycle
Executives Rs.385/-, Selection Grade Rs.385/-, W8-W11 /
S1-S4 Rs.80/-
Conveyance Advance
Car, Scooter, Motorcycle, Moped - 90% of the cost

NHPC Tpt. Allowance

Car/Scooter/Motor Cycle - Rs.800/- , Moped - Rs.645/-
Spl. Gr.(S-4)
Scooter/M.Cycle Rs.800/-, Moped Rs.510/-,
S-1 to S-3
Scooter/M.Cycle Rs.800/-, Moped Rs.400/-
W-6 to W-9
Scooter/M.Cycle Rs.800/- , Moped Rs.400/-
W-1 to W-5
Scooter/M.Cycle Rs.585/- , Moped Rs.400/-
Conveyance reimbursement (official) Car
E-1 & E-2 Rs.1640/-, E-2A to E-4 Rs.2350/-, E-5 & E-6
Rs.2690/-
E-7 & above Rs.3035/-
Scooter / Motorcycle
All Executives Rs.385/-, S-1 to S-3 Rs. 80/-, Spl. Gr.(S-4)
Rs.385/-
W-6 to W-9 Rs. 80/-
Moped
W-1 to W-5 Rs.235/-, W-6 & above Rs.280/-
Employees not maintaining own vehicle
All Executives Rs.500/-, S-1 to S-3 Rs.400/-, Spl. Grade
Rs.500/-
W-1 to W-5 Rs.325/-, W-6 & above Rs.400/-

Satluj Jal Vidyut Conveyance Reimburse. Car

Nigam Ltd. E7 & above 3452/-, E5 & E6 3147/-, E2 to E4
2836/-
Scooter / Motor Cycle
All Executives 1065/-, Supervisors 776/-, Workmen
528/-
Moped
All Executives 573/-, Supervisors 431/-, Workmen
359/-

26
Children Education Allowance in Petroleum and Power sector PSUs

Name of PSU Executives Workmen

(Rs) (Rs)

Indian Oil Corporation Paid to employees at Rs.200 p.m. if child is studying upto
class-Xth; and beyond class Xth, it is Rs.250 p.m. Hostel
subsidy is paid at Rs.625 p.m. The benefit is limited to only 2
children.
ONGC Executives S level employees &
E0 to E3: Rs.1800 p.m. Workmen
E4 to E9: Rs.2400 p.m. Rs.1800 p.m.
Besides, eligible employees are Besides, eligible
also entitled to Merit employees are also
scholarship, transport subsidy entitled to Merit
for children, hostel subsidy, scholarship, transport
subject to fulfillment of certain subsidy for children,
laid down terms and conditions. hostel subsity, subject to
fulfillment of certain laid
down terms and
conditions.
IBP Co. Ltd. Officers & Workmen
Rs.200 per month per eligible child upto class X . Rs.250 per
month beyond Class X .
Hostel Subsidy is also paid to an officer @ Rs.625 per month
whose children are staying in a hostel and pursuing
professional/non-professional course.
Bharat Petroleum Management staff & Non Management Staff
Corporation Limited Rs.150 per child upto Std. X
Rs.200 per child from Stad. XI onwards upto graduation/PG.
Max. 2 children at any given time.
Oil India Limited Executives
Children Education
Reimbursement is made @
Rs.750 p.m.
Engineers India Limited Officers at levels 12-20 Employees at levels 1-9
Children Education Allowance Children Education
@ Rs.150 per child subject to a Allowance @ Rs.150 per
maximum of 2 children. child subject to a
maximum of 2 children.
Bongaingon Refinery & Officers & Workmen
Petro Chemicals Ltd. Rs.200 p.m. per child – up to Matriculation. Rs.250 per child

27
 above Matriculation
Hostel Subsidy Rs.625 p.m. per child if studying in Boarding
School/ College/ Institution.
Children Merit award
Rs.2000 (80%) marks, Rs.4500 for professional degree, Gold
coin 10 gms for rank holders.

Chennai Petroleum Supervisory Employees & Non Supervisory Employees

@ Rs.400 p.m.
Balmer Lawrie & Co. Executives Non Supervisory
Ltd. Rs.150 per child upto Class X Rs.125 per child upto
and Rs.200 for XI and above. Class X and Rs.150 for
Class XI and above.
Biecco Lawrie Ltd. Officers
Children Education Allowance
per month
Rs.100 per child (max 2
children)
Mangalore Refinery & Executives Workmen
Petro Chemicals Ltd. M2:Rs.1000, M3-Rs.800, M4- JM1- Rs.350, JM2- Rs.270,
Rs.700 JM3- Rs.270
M5- Rs.700, M6- Rs.450, M7- JM4- Rs.270, JM5- Rs.270,
Rs.400 JM6- Rs.270
M8- Rs.400, M9- Rs.400
Rural Electrification @ Rs.40/- p.m.per child from I to X, Rs.50/- p.m. per child
Corporation Ltd., from Xi and XII plus Rs.10/- p.m. per child as Science fee
(upto 2 children) from IX to XII.
For physically handicapped and mentally retarded children
@ Rs.100/- p.m. upto XII.
Hostel Subsidy @ Rs.300/- p.m. per child from I to XII (upto 2
children)
NTPC Over and above Rs.75/- pm per child reimbursement
(Rs.225/- pm per child where CCA is not payable).
Over and above Rs.75/- pm per child reimbursement
(Rs.340/- pm per child where CCA is payable).
Hostel subsidy @ Rs.675/- pm per child
NHPC Rs. 250/- p.m. per child
Hostel subsidy @ Rs.1500/- p.m. per child
Satluj Jal Vidyut Nigam Tuition Fee (where CCA is not payable) Rs.225/- pm per
Ltd. child
Tuition Fee (where CCA is payable) Rs.340/- pm per child
Hostel Subsidy @ Rs.675/- pm per child

28
Leave Travel Concession in Petroleum and Power sector PSUs

Name of PSU Executives Workmen

(Rs) (Rs)
Indian Oil Employees are entitled to travel to home town or anywhere in
Corporation India, in lieu of home town, once in a block of 2 years. The
journey is performed as per normal travel entitlement. During
visit to a place other than home town and if guest
house/holiday home facility is not availed, then DA at
applicable rate is reimbursed for a maximum of 10 nights for
hiring accommodation
ONGC Executives Workmen
E0/E1/E2: Min. Rs.720 Max. W I to W V/A-III: @ Rs.233
Rs.7178 p.m.
E3 to E9: Rs.7178 W VI/A-IV & W VII: @
S level employees Rs720 p.m.
@ Rs.720 p.m.
IBP Co. Ltd. Officers Workmen
Leave Travel Assistance is paid Leave Travel Assistance is
once in a block of two years for paid one in a block of two
self and dependent family years for self and dependent
members for visiting any place in family members for visiting
India, as per the entitlement of any place in India, as per
the officer. the entitlement of the
Workmen.
Bharat Petroleum Management Staff Non Management Staff
Corporation Limited Actual travel for self, spouse, Actual travel for self,
dependent children and spouse, dependent children
dependent parents provided and dependent parents
they stay with staff member. staying with the employee.
A to C : 1st class rail/IInd class Workmen with Basic
A/C sleeper, air travel to specific Rs.8700 and above per
locations. month: II AC/I Class by
D & above: 1st class AC train.
rail/Air(economy class) Workmen with Basic
Rs.8699 and below per
month: II Class by Train.
Oil India Limited
Engineers India Employees at levels 1-9 & Officers at levels 12-20
Limited Leave Travel Concession:
i. If availed, then fare for shortest route by the entitled class by

29
 rail for any place in India/home town in a block of two financial
years.
ii. If encashed, then 100%/ 50% fare for 5000 kms by entitled
class by rail in respect of adult/minor dependent member.
iii. Reimbursement in lieu of Holiday Home:
5 days Cash + Lodging Allowance for max. 4 members.

Bongaingon Refinery Officers Workmen

& Petro Chemicals Upto D grade: AC II tier
Ltd. E & Above: By Air/AC 1st class
LTC DA: 10 days maximum. DA
for self+spouse+dependent
children (max 2 for
workmen)+dependant parents.
DA not admissible when stay in
company guest house.
LTC encashment:
Upto D grade: Rs.5118 per
members
E and above: Rs.10556 per
member (except parents)
In case of LTC AC III tier
entitlement allowed for
those eligible in sleeper
class.
Air travel allowed once in
lifetime to Andaman
Nicobar/Lakshwadeep
LTC DA: 10 days
maximum. DA for
self+spouse+dependent
children (max 2 for
workmen)+dependant
parents. DA not admissible
when stay in company
guest house.
LTC encashment:
Those entitled in AC II-
Rs.4110 per member except
parents. DA not admissible
when stay in company
guest house.

Chennai Petroleum LTC benefits as per rules LTC benefits as per rules
Balmer Lawrie & Co. Executives Non Supervisory
Ltd. Leave Travel Allowance
D, E, F, G & H: S1 & S2
Actual once every two years for One month basic + DA
self and dependents by economy every two years
air; option available to encash
Rs.10556 per person.
02, A, B C
Actual once every two years for
self and dependents by AC Two
tier; option available to encash
Rs.5032 per person.

30
Biecco Lawrie Ltd. Officers Workers
(Presently under suspension) LTA per annum @ Rs.600
Once in a block of two years for
self and family.
Staff
LTA per annum @ Rs.700

Mangalore Refinery & Executives & Workmen

Petro Chemicals Ltd. Leave Travel Allowance @ 1.5 months basic.

Rural Electrification (1800 kms/ Encashment 1400 kms)

Corporation Ltd., GM & above (J Class/2 yrs) lumpsum 6000/-
DC to Chief (Y Class/2 yrs) lumpsum 5000/-
SO to DD (2nd AC-Rail/2 yrs) lumpsum 4000/-
UDC to Sr. Asstt. (2nd AC-Rail/2yrs) lumpsum 3500/-
Peon (SG) to LDC (3rd AC-Rail/2yrs) lumpsum 2500/-
Peon (3rd AC-Rail/2 yrs) lumpsum 2000/-

NTPC
NHPC Cash Lump sum (1800 kms)
E1-E3 Rs.4000/-
E4-E6 Rs.5000/-
E7 & above Rs.6000/-
S1-S3 Rs.3500/-
Spl. Grade Rs.3750/-
W1-W2 Rs.2000/-
W3-W5 Rs.2500/-
W6-W7 Rs.3000/-
W8-W9 Rs.3500/-

Satluj Jal Vidyut

Nigam Ltd.

31
Medical benefits in Petroleum and Power sector PSUs

Name of PSU Executives Workmen

(Rs) (Rs)

Indian Oil Corporation At Refinery locations, At Refinery locations,

Corporation maintains own
hospitals at the townships
attached to each refinery,
where medical attendance can
be received. At other places,
expenses are reimbursed as per
rules. For hospitalization,
various hospitals have been
placed on panel.
ONGC Executives
Rs.1500 p.m.
Corporation maintains
own hospitals at the
townships attached to each
refinery, where medical
attendance can be received.
At other places, expenses
are reimbursed as per
rules. For hospitalization,
various hospitals have
been placed on panel
S level employees &
Workmen
Rs.1000 p.m.

IBP Co. Ltd. Officers & Workmen

Employees receive medical attendance from an Authorized
Medical Attendant either under Allopathic or Homeopathic
system. Employees and eligible dependents can obtain
medical attendance both domiciliary and hospitalization in
any Nursing Home/Hospital or from Specialist of their
choice, subject to ceiling on reimbursement. However,
Company has nominated a number of hospitals/nursing
homes at various locations Bed entitlement linked to the
grade of the employees and classification of city have been
prescribed under the Medical Rules. The reimbursement of
expenses incurred on hospitalization is made limited to the
charges for such treatment related to the room entitlement of
the employee.
Bharat Petroleum Management Staff Non Management Staff
Corporation Limited Actuals subject to certain item Medical reimbursement
wise limits prescribed under subject to two times the
the policy for self, spouse, basic pay per year is
dependent children and available for domiciliary
dependent parents. expenses for self, spouse,
dependent children and
dependent parents,

32

Oil India Limited Executives
Preventive Medicine
Reimbursement is made in the
range of Rs.500 (min) to
Rs.800(max).
Engineers India Limited Employees at levels 1-9 & Officers at levels 12-20
Reimbursement towards medical Expenses:
As per Contributory Medical Scheme of the Company.
Bongaingon Refinery & Officers
Petro Chemicals Ltd. BRPL Hospital facility- free for
self+family and dependant
parents
OPD treatment received
outside-limits prescribed for
consultation and
investigations(not on actuals),
Medicines actual.
Referral Cases:
Treatment on actuals.
Bed charges limit prescribed
Rs.500/850 to Rs.1600.
Single AC room for DGM and
above.
Hospitalisation in non-referral
cases:
Reimbursement restricted to
AIIMS/CMRI Kol rate. Referal
hospitals prescribed at
widowed sister, widowed
sister’s children residing
with the employee. The
reimbursement is as per the
schedule of rates in the
medical scheme. Medical
expenses incurred for
hospitalization for major
illnesses/surgeries are
covered under a separate
scheme called “Ex-Gratia
Medical Assistance
Scheme”.
Workmen
BRPL Hospital facility- free
for self+family and
dependant parents
OPD treatment received
outside-limits prescribed
for consultation and
investigations(not on
actuals), Medicines actual.
Referral Cases:
Treatment on actuals.
Bed charges limit
prescribed Rs.225/375 to
Rs.650.
Hospitalisation in non-
referral cases:
Reimbursement restricted
to AIIMS/CMRI Kol rate.
Referal hospitals
prescribed at specified
33
 specified places. places.
Spectacle reimbursement: Spectacle reimbursement:
Rs.4000 max. in a year for Rs.4000 max. in a year for
family. family.

Chennai Petroleum Supervisory Employees & Non Supervisory Employees

Reimbursement of Medical benefits as per rules
Balmer Lawrie & Co. Executives Non Supervisory
Ltd. Actual expenses, subject to 1 month basic + DA per
ceilings for individual annum plus mediclaim
tests/consultation, etc. Insurance Rs.50000 each for
hospitalization.

Biecco Lawrie Ltd. Officers Workers

Limited to prescribed ceiling as Rs.1200 per annum
set out in the Manual of Terms
& Conditions of service for
Officers.
Hospitalisation (Medical
Insurance) up to max.
Gr.02 & Gr.A - Rs.8000
Gr.B to Gr.D - Rs.12000
Gr.E to Gr.H - Rs.16000
Staff
Rs.1400 per annum
Mangalore Refinery & Executives & Workmen
Petro Chemicals Ltd. 1 month’s basic

Rural Electrification
Corporation Ltd.,
NTPC Free treatment in NTPC Hospital / Dispensaries / Company
Hospital / full reimbursement in notified or empanelled
hospitals / in non-empanelled hospitals reimbursement
limited to ceilings notified as per rules.

NHPC Outdoor - One months Basic + DA or Rs.15000/- whichever is

more.
Indoor - Actual expenditure incurred in Govt / empanelled
Hospitals subject to entitlement.
Satluj Jal Vidyut Nigam A Class - 100% of Holy Family Hospital
Ltd. B1 & B2 Class - 80% of Holy Family Hospital
C Class / Unclassified - 60% of Holy Family Hospital

34
Performance Linked Incentive in Petroleum and Power sector PSUs

Name of PSU Executives Workmen

(Rs) (Rs)

Indian Oil Corporation PLI scheme is linked to Corporation’s performance as per MOU
with the Government & profitability; and also linked to
Basic+DA of the employees. For the year 2005-06, PLI has been
distributed @ 9.45% of base pay to employees whose annual
performance was minimum satisfactory. Employees, who are
rated below satisfactory are paid a maximum of Rs.6,000 for full
year.

ONGC ExecutivesI Workmen

Incentive/Reward: Calculated on Incentive/Reward
an average rate of payment of W I: Rs.1505, W II: Rs.1575,
25% of maximum of the scale for W III/ A-I: Rs.1645
last six years. W IV/ A-II: Rs.1785
E0: Rs.4188, E1: Rs.4375, E2: W V/ A-III:Rs.2030
Rs.4675 W VI/ A-IV:Rs.2275
E3: Rs.5200, E4: Rs.5575, E5: W VII:Rs.3577
Rs.5975
E6: Rs.6400, E7/E8:Rs.6625, E9:
Rs.7138
S level employees
Incentive/Reward
Average rate of payment for last
six years is 25%, which is paid on
minimum basic pay raised by a
factor of 40%.
S I: Rs.3577, S II: Rs.3990, S III:
4575
S IV: Rs.5320
IBP Co. Ltd.
Bharat Petroleum Management Staff Non Management Staff
Corporation Limited Performance Linked Incentive Performance Linked
Scheme: Incentive Scheme:
It is calculated @ 20% of It is calculated @ 20% of
minimum of the scale with minimum of the scale with
weightage for seniority. It weightage for seniority. It
includes ex-gradia in leiu of includes ex-gratia in lieu of
Bonus. Max. Rs.6000/- p.a. Bonus. Max. Rs.6000 p.a.

35
 Performance Related Incentive Productivity Incentive
Scheme (PRISM): Scheme:
It considers individual It is calculated @ 15% of
performance and team Basic + DA depending on
performance while effecting the parameters laid down
payment. This scheme was for Marketing and Refinery
introduced from the year 2003-04 separately.
in lieu of Productivity Incentive
Scheme which entailed payments
of incentive upto 15% of salary.
Oil India Limited Executives
i. Performance Linked Incentive
is paid @ Rs.1243 (min) to
Rs.3038(max).
ii. REH @ Rs.500
iii. Performance Related Pay @
Rs.2800 (min) and Rs.7100 (max).
Engineers India
Limited
Bongaingon Refinery & Officers & Workmen
Petro Chemicals Ltd. Performance Linked Incentive Scheme:
Revised to allocable % of distributable profit (as approved by
the BVoard – Maximum 2%) divided by gross base pay = % of
PLI.
Chennai Petroleum Supervisory Employees & Non Supervisory Employees
PLI benefits as per rules
Balmer Lawrie & Co. Executive & Non Supervisory
Ltd. Performance Reward
Those not eligible for bonus are paid performance reward on a
reckonable salary of Rs.2500 subject to achieving MOU Rating
between 1 and 2.49.

Biecco Lawrie Ltd.

Mangalore Refinery & Executives & Workman
Petro Chemicals Ltd. Performance related incentive @ 15% of BP

Rural Electrification
Corporation Ltd.,
NTPC Generation Incentive payable (% of BP)
EAF 70% - Monthly 5.625, Quarterly 1.875, Total 7.50
EAF 90% and above - Monthly 22.500, Quarterly 7.500, Total
30.00

36
NHPC
Satluj Jal Vidyut Generation Incentive
Nigam Ltd. Target 100% - 114%
Operation Staff - 10%
Maintenance Staff - 7%

Target 115% - 129%

Operation Staff - 11%
Maintenance Staff - 8%

Target 130% - 144%

Operation Staff - 12%
Maintenance Staff - 9%

Target 145% - 159%

Operation Staff - 13%
Maintenance Staff - 10%

Target 160% - 174%

Operation Staff - 14%
Maintenance Staff - 10%

Target 175% or more

Operation Staff - 15%
Maintenance Staff - 10%

37
Productivity Incentive Scheme in Petroleum and Power sector PSUs

Name of PSU Executives Workmen

(Rs) (Rs)

Indian Oil Corporation Annual Productivity Incentive admissible to officers is based

on team and individual performance. The ratio may vary
from year to year. Team performance depends upon
achievement against listed parameters. Individual
performance depends upon score achieved against targets
mutually decided in advance with controlling officer. In the
case of workmen, incentive is payable only on team
performance and is restricted to 15% of BP+DA. The total
incentive pay-out in a year inclusive of PLI does not exceed
5% of Distributable profit.

ONGC S level employees Workmen

Productivity Allowance is paid Productivity Allowance is
@ Rs.825 p.m. paid @ Rs.575-675 p.m.
based on pay slabs.
IBP Co. Ltd.
Bharat Petroleum
Corporation Limited
Oil India Limited
Engineers India Limited
Bongaingon Refinery & Officers & Workmen
Petro Chemicals Ltd. Productivity Incentive Scheme:
Maximum 15% of pay on fulfillment of MoU target.

Chennai Petroleum Supervisory Employees & Non Supervisory Employees

PIS benefits as per rules

Balmer Lawrie & Co. Executive & Non Supervisory

Ltd. 1. Productivity Linked Incentive
Maximum of 12% of reckonable salary of Rs.3500 linked to
achieving the required productivity levels.
2. Profit Sharing Incentive
5% of the distributable profit is granted.

38
Retirement benefits in Petroleum and Power sector PSUs

Name of PSU Executives Workmen

(Rs) (Rs)

Indian Oil Corporation Provident Fund (PF) and EPS 95

IOC has its own Provident Fund run by PF Trusts.
Employees are required to contribute @ 12% of pay & DA and
the Company pays matching contribution. Out of the
Company’s contribution to PF, 8.33% of Rs.6,500 is diverted to
DPS 95 scheme. The employee’s and corporations
contribution to PF, together with interest, is refunded at the
time of retirement.
Gratuity
Gratuity rules are as per the Payment of Gratuity Act, 1972.
Gratuity is payable at the time of separation @ 15/26 of the
monthly emoluments for each completed year of service or
part thereof in excess of six months subject to a maximum
Rs.3,50,000.
Post-retirement medical scheme
The retired employees are enrolled under the scheme on one-
time voluntary contribution. They are entitled to receive
domiciliary and hospitalization treatment within the annual
ceilings for each grade. If the hospitalization treatment is
obtained in a Government/Nominated hospital, then full
expenses are reimburse d for specified ailments; and for other
than specified ailments, expenses upto 85%/75% to retired
Officers/Workmen are reimbursed.
ONGC Provident Fund (PF) and EPS Provident Fund (PF) and
95 EPS 95
Executives Workmen
E0: Min. Rs.1590 Max. Rs.2779 W I: Rs.311,W II: Rs.351,W
E1:Min. Rs.1637 Max. Rs.2928 III/ A-I: Rs.390
E2:Min. Rs.2184 Max. Rs.3166 W IV/ A-II:Rs.470, W V/
E3:Min. Rs.2630 Max. Rs.3582 A-III:Rs.608
E4:Min. Rs.2928 Max. Rs.3879 W VI/ A-IV:Rs.747, W VII:
E5:Min. Rs.3126 Max. Rs.4196 Rs.1485
E6:Min. Rs.3324 Max. Rs.4533 Gratuity
E7/E8:Min. Rs.3522 Max. Workmen
Rs.4712 W I: Rs.342, W II: Rs.357,
E9:Min. Rs.4167 Max. Rs.5118 W III/ A-I: Rs.373, W IV/
S level employees A-II: Rs.405
S I: Rs.1485, S II: Rs.1718, S W V/ A-III:Rs.461, W VI/

39
 III:Rs.2050 A-IV: Rs.516
S IV:Rs.2472 W VII:Rs.812
Gratuity Post retirement medical
Executives scheme
E0: Min. Rs.854 Max. Rs.1330 Workmen: Rs.1000 p.m.
E1:Min. Rs.953 Max. Rs.1390 Leave encashment
E2:Min. Rs.1092 Max. Rs.1485 Workmen
E3:Min. Rs.1271 Max. Rs.1652 W I: Rs.434,W II: Rs.454,W
E4:Min. Rs.1390 Max. Rs.1771 III/ A-I: Rs.474
E5:Min. Rs.1469 Max. Rs.1898 W IV/ A-II: Rs.515,W V/
E6:Min. Rs.1549 Max. Rs.2033 A-III:Rs.586,
E7/E8:Min. Rs.1628 Max. W VI/ A-IV:Rs.656, W
Rs.2105 VII:Rs.1032
E9:Min. Rs.1886 Max. Rs.2268
S level employees
S I : Rs.812, S II : Rs.905
S III: Rs.1036, S IV: Rs.1207
Post retirement medical
scheme
Executives: Rs.1500 p.m.
S level employees: Rs.1000 p.m.
Leave encashment
Executives
E0:Rs.1085 – 1691, E1:Rs.1211 –
1787
E2:Rs.1388 – 1888, E3:Rs.1615 –
2100
E4:Rs.1767 – 2251, E5:Rs.1868 –
2413
E6: Rs.1969 – 2584,
E7/E8:Rs.2070-2675
E9:Rs.2398 – 2882
Company’s contribution to
pension
Executives, S level employees
& Workmen:
Rs.541 p.m. (Calculated at
8.33% on Rs.6500)
IBP Co. Ltd. Provident Fund (PF) and EPS 95
Officers & Workmen
Benefit under Provident Fund under the provisions of
Provident Fund Act
Gratuity
Officers & Workmen

40
 Payment of Gratuity under the provisions of Gratuity Act.
Post retirement medical scheme
Officers & Workmen:
Post retirement medical benefit for self, spouse and
dependent parents.
Leave encashment
Officers & Workmen:
Encashment of unavailed Privilege Leave & Sick Leave.
Company’s contribution to pension
Benefit under provisions of Employees Family Pension
Scheme, 1995.
Resettlement benefits after retirement
Officers
Resettlement benefits to settle down at a place other than the
place of last posting-
i) Travelling Allowance
II) Settling Allowance
iii) Transit Allowance
iv) Displacement Allowance
v) Transport arrangement etc.
Bharat Petroleum Provident Fund (PF) and EPS 95
Corporation Limited Management Staff & Non Management Staff
BPCL contributes @ 12% of Basic + DA to the fund.
Gratuity
Management Staff & Non Management Staff
Gratuity is paid as per the Payment of Gratuity Act.
Post retirement medical scheme
Management Staff & Non Management Staff:
Domiciliary treatment & Hospitalisation expenses are covered
as per existing scheme.
Company’s contribution to pension
Management Staff & Non Management Staff
Employees Pension Scheme-1995. 8.33% of company’s
contribution to Provident fund is paid by Company to EPS-95
Scheme as per the provisions of the Scheme. Employee get
pension on retirement/death.
Oil India Limited
Engineers India Limited Provident Fund (PF) and EPS 95
Employees at levels 1-9 & Officers at levels 12-20
10% of (Basic Pay + DA)
Gratuity
Employees at levels 1-9 & Officers at levels 12-20
As per payment of Gratuity Act.
Post retirement medical scheme

41
 Employees at levels 1-9 & Officers at levels 12-20:
Medical benefits/facilities as per contributory post retirement
medical scheme of the company.
Leave encashment
Employees at levels 1-9 & Officers at levels 12-20
Employees allowed to encash earned leave upto 50% of the
leave available in their credit once in a financial year.

Bongaingon Refinery & Resettlement benefits after Resettlement benefits after

Petro Chemicals Ltd. retirement
Officers
Settling allowance: 1 month BP
+ DA
Displacement allowance: 30
days DA.
Loading/unloading: Rs.1000
per truck at each end.
Packing: Upto D grade: Rs.5000
E,E1 & F: Rs.7500, G & above:
Rs.10000
Travel expenses for self &
family.
Transportation of goods – 1
truck upto D grade & 2 trucks
for E & above
Transport of own conveyance:
If transported by road loaded
on a truck – reimbursement
limited to charges for
transportation by passenger
train. If transported by own
power-mileage @ Rs.7.41/km
in which case self TA not
admissible. Octroi charges-
Actuals
retirement
Workmen
Settling allowance: 1 month
BP + DA
Loading/unloading: Rs.600
at each end.
Packing- a&b Gr.:Rs.2300,
c&d : Rs.2500
e & above:Rs.3300
Travel expenses for self &
family + DA for the journey
period + joining time leave
6 days.
Transportation of goods:
1 wagon load by goods
train/1 full truck load
Transport of own
conveyance:
If transported by road
loaded on a trick –
reimbursement limited to
charges for transportation
by passenger train. If
transported by own power
– mileage @ Rs.2.45/km in
which case self TA not
admissible. Octroi charges-
Actuals

Chennai Petroleum Provident Fund (PF) and EPS 95

Supervisory Employees & Non Supervisory Employees
Provident Fund as per Rules
Gratuity
Supervisory Employees & Non Supervisory Employees
Gratuity as per Rules

42
Balmer Lawrie & Co. Provident Fund (PF) and EPS 95
Ltd. Executives & Non Supervisory
Interms of the EPF & MP Act – 12% of basic pay and DA
Gratuity
Executives & Non Supervisory
In terms of Payment of Gratuity Act, 1972
Leave encashment
Executives & Non Supervisory:
Unavailed Privilege Leave is encashable in multiples of 5
Company’s contribution to pension
Executives
Self contributed fund.
Biecco Lawrie Ltd. Gratuity
Officers, Staff & Workers

As per Gratuity Act.

Mangalore Refinery & Provident Fund (PF) and EPS
Petro Chemicals Ltd. 95
Executives
M2: Rs.3372, M3- Rs.2904, M4-
Rs.2748,
M5- Rs.2556, M6- Rs.2220, M7-
Rs.1944,
M8- Rs.1728, M9- Rs.1452
Provident Fund (PF) and
EPS 95
Workman
JM1- Rs.1218, JM2-
Rs.1072,JM3- Rs.922
JM4- Rs.787, JM5- Rs.635,
JM6- Rs.548

Rural Electrification
Corporation Ltd.,
NTPC
NHPC Provident Fund (PF) and EPS
95
12% of Basic pay + DA
Post retirement medical
scheme
Post retirement benefit for both
employee and his or her spouse
(indoor and outdoor)

Satluj Jal Vidyut Nigam

Ltd.

43
Central Public Sector Enterprises: Annex 2.5.1
2.2.1
Performance Linked Incentive Schemes,
Employees Stock Option Scheme and
Enterprise specific implementation models

A. Central Public Sector Enterprises (CPSE) - Performance Linked Incentive Scheme

1. The High Level Pay Revision Committee headed by Justice S. Mohan had
recommended that payments over and above the ceiling of 50% of basic pay should be
entirely in the nature of performance related pay. These performances related payments
should be a function of profitability at the level of a particular enterprise and emoluments
at the level of the individual executive. The Committee believed that some norms would
be desirable and suggested that such performance related payments should not, as a
norm, exceed 5% of the distributable profits of the enterprise. Accordingly DPE OM No2
(49))/98-DPE (WC) dated 25-6-1999 lays down this principle with power of
implementation being vested in the Board of Directors. The OM provides that “Payment
of perquisites and allowances may be upto a maximum of 50 per cent of the basic pay,
payments over and above the ceiling of 50 per cent should be entirely in the nature of
Performance Related Payments which should not exceed 5 per cent of the distributable
profits in an enterprise.”

2. The distributable profit is arrived as below:

“Distributable profit represents the profit after tax and providing for transfer to Statutory
Reserves such as Foreign Project Reserve, Investment Allowance Reserve, General
Reserve (u/s 205 2A of the Companies Act) etc.” (DPE OM No 2(49)/98-DPE (WC) GL-
XXIX dated 12-9-2000).

B. CPSE - Employees Stock Option Scheme (ESOS)

3. The ESOS offers holding shares to employees. The beneficiaries of the Trust are
regular employees of the company who voluntarily contribute to the scheme by investing
their savings in the share and other instruments of the company. Each beneficiary may
contribute each financial year to the trust a sum not exceeding 1/6th of his annual pay
plus DA. The Trustees distribute to the beneficiaries the net earnings in proportion to the
beneficiary certificate(s) held by the beneficiary during the year. The Trust normally has
an independent existence, an arm’s length relationship with management as well as the
labour in terms of professional decision making. This scheme is applicable to all cases of
disinvestment or fresh issue of equity by the enterprises and is subject to provision of
Company Law and SEBI guidelines as applicable from time to time. (OM No:
DPE/11(55)/97-Fin. Dated 28-1-1998)

44
C. CPSE – Enterprise specific implementation models
4. The first Performance Linked Incentive project discussed is the “Project Construction
Incentive Scheme of National Thermal Power Corporation (NTPC) for Barh (3x660
MW) Plant”. NTPC has been successfully implementing performance related incentive
schemes for some time. The incentive plan decided for the Barh project was group based
in order to foster team spirit and create a cohesive environment essential for producing
quick results. The NTPC experience shows that productivity rise is the highest when all
direct and indirect employees are integrated in an incentive scheme which leads to
collective collaboration. A set of targets were mutually agreed upon for the grant of
incentives on the Barh project which comprised of major milestones that NTPC wanted to
achieve in a given time-frame. Project Iincentives (PI) were also coupled with generation
incentives to incentivize the start of generation and achieve efficiencies in generation. The
entitlement was as per categories of employees. The overall limit to PI was capped at 25%
of the annual basic pay. However, additional performance related incentives were given
in the form of extra incentive payment, if the project was completed ahead of the planned
schedule. Thus, if the project was completed one month before schedule, PI cap was
raised to 26.25% of the basic pay, and to 27.50% of the basic pay if the project was
completed two months ahead of schedule.
Table 1 Details of project incentives
Group / Category Project Generation
Incentive Incentive
Group – A 25 % of Project Incentive applicable to 100%
(O&M Employees) project construction employees as at
Group B-II(b) subject to the condition
that sum total of Project Construction
incentive and generation Incentive
(excluding Sp. Oil Incentive) does not
exceed 25% of basic pay.
Group-B-II 25% of Project Incentive applicable to 60% of Group-A
a) Common Services project construction employees as at
Employees Group-B-II(b) subject to the condition
[Excluding Project that sum total of Project Const. incentive
Construction Employees and Generation Incentive will not exceed
as given below (b)] the amount payable to Group-A
employees.
b) Project Construction Incentive admissible as per performance 50% of Group –
Employees – payment matrix, subject to the B-II(a) i.e. 30%
(Civil Construction & condition that total payment including of group-A
Equipment erection) Generation Incentive does not exceed the
limits provided for.

45
5. The second example is the experience of the “Indian Oil Corporation” with
performance based reward schemes. Indian Oil Corporation operates two schemes i.e. the
Productivity Incentive Scheme (PIS) and Performance Linked Incentive (PLI).
i) Productivity Incentive Scheme (PIS)
a) PIS system has both team performance and individual performance, combined
in ratio of 80:20.
b) For the Team performance incentive component, the constitution of teams and
performance parameters for each team are based on business needs.
c) The earlier scheme (prior to 2004/05) had only Team performance component
where the maximum payout under Team Performance with 100% target
achievement was 15%. With the team performance and individual performance
in the ratio of 80:20. The team performance incentive for achieving 100% targets
has been pegged at maximum of 12% (80% of 15%). For lower achievements,
the percentage gets reduced according to the parameters.
d) Payout on individual performance is based on the scores obtained by the
individual in the normal performance appraisal.
e) The individual scores on Key Performance Indicators (KPIs) from the
Performance management system are on a scale of 1 to 5, against which the
corresponding payout will be determined.
f) For successful implementation of individual performance based incentive
scheme, a robust performance management system with defined roles, KRAs,
KPIs, weightages and targets has been introduced.

ii) Performance Linked incentive (PLI)

a) The PLI continues to be linked to the performance against annual corporate
MOU targets.
b) The MOU rating slabs and percentage of distributable profits to be allocated
against each slab have been revised as outlined below. The above percentages
have been worked out after considering Indian Oil’s profitability. The
distributable profit allocated is divided by the total pay (BP+DA) to arrive at
the percentage of the individual of the individual base pay, which can be
distributed to all the employees.

Table 2 MOU Rating with Percentage Distribution

MOU Rating Percentage of distributable
profits allocated
1.00 to 1.25 2.0%
1.26 to 1.50 1.5%
1.51 to 1.75 1.0%
1.76 to 1.99 0.5%
c) Payment of incentive at the existing levels under PLI is guaranteed for every
employee in case MOU score is more than a preset standard.

46
 d) The increase benefits are not admissible to officers and workmen who are rated
less than ‘Satisfactory’ in their annual performance appraisals. Such employees
are entitled to receive the amount as per existing (old) scheme.
e) The incentive payments allocated under PIS & PLI put together does not exceed
5% of the distributable profits in a financial year.

6. The third example is the experience of the “Bharat Heavy Electricals Limited”
(BHEL) with Plant Performance Payment Scheme (PPPS) and Performance Linked
Incentive Scheme. The BHEL PPPS was introduced during 1973-74 to rationalize and
replace the diverse production incentive schemes in vogue in the various units. The
formula used for evaluation of the performance of the units and the scheme of payment
for the same is given below:
Table 3 Evaluation of Performance

Indices Formula Weightage

1 Physical Completion Actual Physical Completion 100

Budgeted Physical Completion

2 Delivery Actual milestone/important supplies 15
Performance & completion during the Quarter (planned
Project Completion Milestone)

Important supplies completion during

the quarter
3 Quality Performance For every 6% reduction in No. of NCR 5
w.r.t. base year weightage will be 1 sub
to max. weightage of 5 for 30% and
above reduction in No of NCRs
120*
* For the purpose of computation of % achievement,
this will be converted to base of 100.

The scheme at BHEL covers all categories of employees, including temporary and casual
employees and trainees. The performance against the various indices is evaluated
quarterly on cumulative basis but the payment in respect of the four quarters is made at
the end of the year. The quantum of payment is computed as a percentage of wage (Basic
pay + DA) subject to the condition that where an employee’s wage/salary exceeds Rs
4000/- per month, performance payment is computed as if the salary or wage were Rs
4000/- per month.

7. The fourth example is the experience of “The Shipping Corporation of India

Limited” (SCI). The scheme covers all shore based employees of SCI and is administered
on the basis of organization's performance and individual measure. Eligibility criteria of
Performance Related Incentive Payment at SCI are as under:

47
 a) Actual distribution not to exceed 5 % of distributable profit as defined by
Department of Public Enterprises for one year
b) While implementing the scheme, the individual’s payment will be worked out
onthe basis of parameters, covering group performance, attendance records
and ACR rating for the period.
Table 4 Scheme of payment (II)
Excellent 100%
Very Good 90%
Good 70%
Fair 40%
Poor Nil
i. 1st component comprising of 20% incentive amount will be payable to all
shore employees
ii. 2nd component comprising of 40% incentive shall be payable with
reference to attendance.
iii. 3rd component comprising of the remaining 40% of incentive is payable
with reference to ACR for the financial year under consideration. The
ACR scheme and incentives are paid in following manner:
Table 5 Percentage Payable w.r.t. ACR Average
ACR Average (out of 10) % Payable
≥ 8.5 100 %
≥ 8.25 < 8.5 95%
≥ 8.00 < 8.25 90%
≥ 7.75 < 8.00 85%
≥ 7.50 < 7.75 80%
≥ 7.25 < 7.5 65%
≥ 7.00 < 7.25 50%
< 7.00 0%
c) In addition, certain checks and balances have been proposed in the scheme.
i. Employees who have an unblemished record during financial year (no
penalties) will be only entitled for the incentive for that particular year
ii. Employees who have been dismissed/discharged or terminated from the
service shall not be entitled for incentive
iii. Employees under suspension shall not be entitled for the incentive
payment until and unless proved not guilty and suspension order is
revoked.
iv. In case of leave without pay, there will be pro-rata deduction of the
payable PRI.
(Source: Inputs from Department of Public Enterprise’s Letter DO No. 2(40)/06-DPE(WC)
dated 26th March, 2007 and IIM Ahmedabad ‘Synthesis Report on Formulating the
Concept, Principles, and Parameters for Performance-Related Incentives (PRI) in
Government’.)

48
Experience of Private Organisations Annex 2.5.2
in India with Performance Related Incentives

Maruti Udyog Ltd

¾ Supervisors and above.
Name/Eligible/
¾ Productivity performance and reward system (PPRS) for
Implementation
technicians.
Variable Pay consists of three parts:
1. Business performance - Ratio of profit before tax/net sales
2. Collective performance
Amount Allocated ƒ Direct labour productivity
ƒ Spares & accessories turnover ratio
ƒ Quality improvement
3. Individual Performance
ƒ Attendance
ƒ Proper leave planning
The variable pay as a percentage of total pay is different at all
management levels:
ƒ Junior - 10%
ƒ Middle 1 - 15%
Remark s
ƒ Middle 2 - 20%
ƒ Senior - 25%
Payment is made two times:
1. In the middle of the year (during Diwali).
2. At the end of the year, the balance payment due to the
individual according to his appraisal
Indian Petrochemicals Corporation Ltd
Name/Eligible/ ¾ Non – supervisory staff
Implementation ¾ Supervisory employees and above
Process of ¾ An index is communicated to the union and performance linked
Measurement of incentive is paid if it is achieved.
Performance ¾ Key responsibility areas (KRAs) are decided mutually by
supervisors and employees at the start of the year
¾ A composite index is worked out on the basis of the following 4
indices:
Amount Allocated
ƒ Capacity utilization
ƒ Raw material utilization
ƒ Energy utilization

49
 ƒ Manpower utilization
¾ It also has a linkage to the attendance of employees.
¾ It is paid on the achievement of KRAs set at individual as well
as department levels.
The staff above the non supervisory staff is divided into seven job
categories but is broadly classified into three levels:
Remark s
ƒ Executive
ƒ Manager
ƒ Leader
Infrastructure Leasing and Financial Services Ltd
Name/Eligible/
All permanent employees.
Implementation
Amount Available It is a percentage of the net profits of the company for a financial
for Distribution year.
The pay is determined on the basis of two variables which are
Process of allocated different weightages:
Measurement of 1. Level: represents the hierarchy.
Performance 2. Performance:
ƒ Individual- measured on a 4 point rating scale
ƒ Group- as viewed by the head of department.
¾ First allocations are made for directors and members of board
committees. Balance is distributed among other employees in
Amount Allocated two components:
ƒ Group- 40% Here, 70% is reserved for front office groups
and 30% for support units:
ƒ Individual-60%
EWT (Employee Welfare Trust) holds 5% of shares of each group
Remark s company of lL&FS. These shares are issued to employees and
senior management members based on their performance.
Larsen & Toubro Ltd
3P Model
Name/Eligible/
ƒ Person
Implementation
ƒ Potential
ƒ Performance
Taking into consideration the business performance on the basis of
the following:
ƒ Economic value added
ƒ Profit before dividend and income tax
Amount Available
ƒ Sales
for Distribution
ƒ Talent available
ƒ Strategic goals
The corpus for distribution is decided.

50
Process of Measurement includes the following principles:
Measurement of ƒ Absolute rating
Performance ƒ Relative rating
ƒ Forced distribution
Amount Allocated Individuals are awarded on the basis of the potential they hold.
Remark s The linkage between performance and pay is absent.
Gujarat Energy Training and Research Institute
¾ Normal increment would be equal to the dearness allowance of
Amount Available
the last year.
for Distribution
¾ Merit increment will be a percentage of the revised pay (basic
pay+ dearness allowance)
Key performance areas (KPA) are identified by employees and
Process of
confirmed by their supervisors in a goal sheet. At the end of the
Measurement of
year, the employee does a self appraisal followed by appraisal
Performance
from appraiser and then by a reviewing officer. Finally, the
employee is given a rating after completing the appraisal process.
¾ For each level of performance the merit increment would vary.
Amount Allocated ¾ For poor performance it will be zero but for outstanding
performance it would be three times that for normal
performance.
Adani Group
Name/Eligible/
General Bonus
Implementation
Amount Available
3 months salary of an employee
for Distribution
1. Group (50%) -1.5 month’s salary. Based on annual group
Amount Allocated earnings before income tax achieved
2. Individual (50%)- 1.5 month’s salary. Based on achieving the
targets set at the individual level
RPG Enterprises
Name/Eligible/ ¾ Salary Increments
Implementation ¾ Performance Bonus
¾ It is based on the company’s performance in achieving the
target laid down for profit before tax. Pool available for
Amount Available
distribution is a percentage of total basic + allowances.
for Distribution
¾ The percentage varies depending on the company’s
achievement of laid target. If it is greater than 110% then 20%
pool available and if less than 0% then no pool available.
Process of
KRAs set for management teams and individuals. Based on the
Measurement of
performance on KRAs, rating is given on a four point rating scale.
Performance
Amount Allocated ¾ Based on the ratings received the salary increments and bonus
is paid.

51
 ¾ Those employees who are in the below 10% are counselled to
perform better but if again they fall in bottom 10% then they are
removed from the job.
The percentage of variable pay at different levels is as follows:
ƒ Middle – 10-15%
Remark s
ƒ Senior – 15-20%
ƒ CEO – 20-25%
Apollo Tyres Ltd
Name/Eligible/
Pace
Implementation
Performance measurement is based on three factors:
Process of
ƒ Individual KRA achievement
Measurement of
ƒ Annual competency rating
Performance
ƒ Corporate performance rating
¾ The payout ratio is worked out on the basis of weightages of
individual rating (given on basis of Individual KRA
achievement and competency rating) and corporate rating.
Amount Allocated ¾ For each level of management the weightages for individual
and corporate rating would differ. At the higher levels the
corporate rating will hold more weightage.
¾ It is paid according to the volume of sales achieved.
The percentage of variable pay at executive level is 7% and keeps
increasing as one go up in the management hierarchy. At the
Remark s
highest level i.e. of Chief is 30%.

BARCO Ltd
Name/Eligible/ Commission
Implementation Bonus
Process of It is based on the goals laid down. They are both tangible and
Measurement of intangible in nature and pertain to individual and company
Performance performance.
Amount Allocated It is paid according to the volume of sales achieved.
Not more than 30% of the salary is variable at any management
Remarks level.

Thomas Cook
¾ Performance based variable bonus
Name/Eligible/
¾ All employees except for union category employees, who are
Implementation
given productivity bonus negotiated with the unions
Amount Available The amount available is based on return on equity achieved and
for Distribution the degree to which the goal expectations are achieved.

52
 Process of The payout is dependent on the performance of
Measurement of ƒ Company
Performance ƒ Business
ƒ Individual

(Source: Table 9, Synthesis Report of studies on Formulating the Concept, Principles, and
Parameters for Performance-Related Incentives (PRI) in Government, IIM Ahmedabad based
on IIM Ahmedabad Study Workshop May 1, 2007.)

53
 Annex 2.5.3
International Experience of PRIS

History of "Performance and Reward Link" in government

The earliest implementation of PRI (Performance Related Incentive) in the government

can be traced back to 1946 when France adopted the first Civil Services by-laws which
made provisions for individual and/or group bonuses in order to recognise and reward
exceptional performance. Japan introduced a “diligence allowance” for public employees
in 1950 and it was implemented countrywide. The year 1964 saw the introduction of a
merit-based pay enhancement system in Canada. The Civil Service Reform Act of 1978
introduced performance pay for managers, the Senior Executive Service, in the USA. This
was extended to mid-level managers in 1981. The US government revised the scheme in
1984 when it became the Performance Management and Recognition System. However, it
was abolished in 1993, after which many US government departments and institutions
have moved to performance pay based on the broad guidelines issued by the Office of
Personnel Management. Many other countries like Spain (1984), Denmark (1987), New
Zealand (1988), and the Netherlands (1989) followed suit. However, most of these
schemes were not PRI in the true sense because of two reasons: firstly, they were largely
negative incentives where the emphasis was to avoid penalties; secondly, they were most
of the time related to age and/or length of the service in the organization, which is not
really what PRI (present concept) is about.

The present day PRI concept started towards the end of 1980’s and early 1990’s with
OECD countries1. Introduction of PRI implied rewarding government employees with
financial rewards, in addition to the traditional methods of rewarding employees, namely
by promotions. Finland and the postal department in Germany experimented with PRI in
the 1980’s and subsequently countries like Denmark, the Netherlands, New Zealand,
Spain, Sweden, the UK and USA adopted PRI in different formats, most suited to their
individual contexts and circumstances. Australia, Finland, Ireland, and Italy joined soon
after. Recently countries such as Korea, Switzerland, Czech Republic, Hungary, Poland,
and the Slovak Republic etc have also initiated the process of putting PRI systems in place
for their government sector employees.

1
OECD (2005) “Performance Related Pay Policies for Government Employees”, OECD
Publishing.

54
France implemented PRI admissible in the form of bonuses (to a maximum of 20% of the
basic) at the very top level for its civil servants (Director’s level) in six ministries as a pilot
in 2004, i.e. Ministries of Finance, Defence, Interior, Equipment, Agriculture, and Civil
Service. The USA also adopted a legislation in 2004 that gives the Departments of
Homeland Security and Defence the flexibility to introduce PRI. Both these departments
have adopted the system and announced that they would shift the ‘General Schedule’
employees to a salary system based on performance related pay. This system will cover
about 750,000 employees.

In the USA, the performance-based incentive has been the norm of the day for a long
time. In fact, many professionals earn much more in the form of incentives and bonuses
than their fixed basic pay. The private sector in the USA lays great emphasis on the power
of performance related incentives in motivating employees and pushing them to achieve
ever higher levels of performance. PRI is becoming more and more common, including at
the very top level – the CEO. As per the ‘Mercer Human Resource Consulting 2006 CEO
Compensation Survey’2, performance-based pay is the norm and, more than 50% of the
CEOs receive performance-based shares. According to the above report, one third of US
CEO’s did not get any pay increase, since they failed to show expected performance. In
the UK, a survey conducted across 250 companies by the Business Intelligence and
Personnel Today, has discovered that over 70 percent of these companies use PRI, and
71.4 percent of these gave PRI an effectiveness score of 3-4 (on a 1 to 5 scale, with 5 being
totally effective as a performance motivator) .

In the US government, a number of agencies such as The General Accounting Office, the
Internal Revenue Service and the Federal Aviation Administration have also moved
towards implementing a performance related pay.

Even the Vatican has introduced pay for performance for its employees. Vatican salaries
are considered modest. It has been reported that, the Vatican is introducing a pay system
that also depends on factors of performance for its employees. According to a press
release from the Vatican “…approved the introduction [of PRI] into the Vatican pay
system of an element of incentive and remuneration that takes account of factors such as
dedication, professionalism, productivity, and politeness.” The PRI scheme will apply to
the lay workers employed by Vatican, some 2600 employees working its own super
market, a railway station, a post office, gardens, museums, and the official newspaper.

Some African and other developing countries have also introduced PRI for motivating
their employees and to ensure performance improvements, especially in services delivery
to common citizens3. For example, countries like Cambodia, Tanzania, Uganda and
Kenya instituted performance related incentives for improving health services and
strengthening health systems in the hinterland. Though their social and physical

2
www.mercer.com/pressrelease/details.html/dynamic/idcontent/1263210
3
OECD (2005) cited earlier.

55
infrastructure leaves much to be desired, an early beginning has been made and they are
confident that they will be able to evolve performance management systems and
monitoring mechanisms over time, in order to effectively implement PRI. More countries
like Ethiopia, Ghana, Indonesia, Mali, Mozambique, Myanmar, and PNG are considering
PRI as an innovative strategy to be adopted and implemented for improving health
services in their respective countries4.

PRI has been largely put in place by most of the OECD countries for the government
sector5. These countries were faced with the problems of economic pressures and
dwindling government efficiency and output around twenty years back when they
gradually started to put PRI systems in place to tackle these problems. Things have
changed now for these countries. Socio-economic pressures have led to the development
of incentives (financial and otherwise) other than promotion to improve performance in
the government. Today most of the civil servants, specially the senior managers in many
OECD countries are covered by PRI scheme of one kind or another. Over the years PRI
has also taken non-managerial employees into its fold.

Two-thirds of the countries have implemented PRI or are in the process of implementing
PRI, though very few countries have an extended, formalized PRI policy - Denmark,
Finland, Korea, New Zealand, Switzerland, and the United Kingdom. Mostly, countries
which have developed the strongest links between performance appraisals and pay as
employee incentives are those which have the highest delegation of responsibility for
human resources and budget management and usually have position-based systems.
Delegation of authority is very crucial and can not be over-emphasized for the effective
implementation of PRI systems in government. This is especially relevant in the Indian
context where a lot of decentralization, delegation of authority and autonomy to take
decisions will have to be passed on to regional/local levels for effectively introducing and
implementing PRI systems in the government.

Different countries have pursued different objectives with PRI, depending on their
perceived need for focus and the inherent differences in the culture, working conditions
and constraints faced by the country. Nordic countries focus on the personnel
development concepts; Westminster countries try to achieve the PRI objectives of
motivational aspect; France and Germany emphasize the leadership and accountability
concepts; and others such as Finland, Hungary and Italy use PRI as a tool to achieve
flexibility and responsiveness in governmental working. This highlights and
complements the life-cycle concept of PRI that we have discussed earlier i.e. PRI systems
can be designed and adapted to serve the need of the organization/country.

4 Making Health Systems Work: Working Paper No. 5; Department of Health Policy,
Development and Services Evidence and Information for Policy, WHO.
5 OECD (2005)

56
Different countries have also adopted different methodologies for introducing PRI,
ranging from introduction by the central government to consultative mechanisms
instituted at the organizational level. For example, PRI was introduced by law in
Germany, Hungary, Italy, Spain, Switzerland, USA whereas PRI was introduced by
collective agreement in Denmark, Finland and Sweden. The UK implemented PRI
through negotiations between Cabinet Office and HM Treasury. Even within the same
framework of implementation, countries have evolved PRI over the years. For example,
Denmark concluded a Collective Agreement in 1997, 2002 and in 2005. Subsequent to the
2002 agreement, most of the unions agreed to enter the new incentive system. The choice
of the methodology to introduce PRI also depends on how centralized or devolved the
public service within that particular country is. In centralized countries, PRI can be
introduced by law and be made applicable to the entire government machinery
(Examples: Australia, USA, UK, Canada, Ireland etc). In countries that have a higher level
of decentralization, there is a higher level of uniqueness and thus diversity amongst the
departments and units which has to be factored-in while implementing PRI (Examples:
Denmark, Sweden, New Zealand). Most of the countries lie somewhere in between these
two extremes – partially decentralized (Examples: Finland, Italy). A related influence on
the choice of methodology is the strength of the influence of unions on the operation of
the performance appraisal system.

Most of the countries have implemented PRI after a long drawn pilot project and
gradually over the years. The biggest advantage of a pilot system is that it allows the new
system to be tested on a limited number of employees and it can be experimented with
and improved before extending it to all the members within an organization. It also
makes the implementation process smooth and relatively trouble free as there is reduced
resistance to the new idea, it is adapted to the organization, unions have tested its
implementation, and some champions emerge for the cause. Pilots give an opportunity to
learn and adapt, to evolve and reform (incremental) rather than bring about a revolution.

Most of these countries have developed a formal performance appraisal system which
relies on the mutually agreed upon performance agreements rather than on standard job
descriptions for those particular positions. The performance measurement strategy brings
about goal congruence by linking individual and organizational objectives. PRI for senior
management is operationalised along multiple parameters than for lower levels of staff.
In fact, the focus is strongly on the managers so that the government is able to retain their
key employees and keep them motivated. Most of the countries are focusing on
developing systematic policies to address the problem of under-performance (some by
instituting sanctions for the same) by relying on strong incentives to promote good
performance. Most countries, apart from differentiating between performance levels also
impose caps on the maximum amount payable under PRI. We now present a brief
description of eleven different countries’ experience with PRI. Table 1 highlights different
models of PRI, contexts faced by eleven select countries and their response with respect to
PRI implementation in the government sector.

57
 Table 1: Form and Maximum Size of Individual PRI Payments
Country Merit Increments Bonuses
Australia Departmental secretaries and executive
agency heads are eligible for annual
performance bonuses.
Canada Progression of 5% p.a., up to 10-25% bonus lump sum.
three years
France 1. Indemnities represent about 17% of
the remuneration of civil servants, but
this number varies greatly by ministry,
sector, and level of qualifications of
staff.
2. Senior civil servants receive higher
bonuses than other categories of staff
(about 40% of their remuneration
depends on bonuses). Indemnities are
not included in the basic salary.
3. In 2004, France experimented with
PRI in six ministries where bonuses up
to 20% of the base salary can be given.
Germany Merit increments, known as 1. Up to 15% staff in civil and military
performance steps, are granted can receive performance bonuses and
to not more than 15% of civil performance allowances for
servants and military personnel outstanding special services.
under remuneration scheme A, 2. Performance bonuses shall not exceed
for people who have not yet the initial base salary of the respective
reached the final basic salary. pay grade.
3. Performance allowances shall not
exceed 7% of the initial basic salary.
Hungary Merit increments of up to 20% --
of the salary.
Italy Bonuses for senior managers. The
annual PRI cannot be less than 20% of
the annual value of the award for the
particular post, within the limits of
available resources.
Korea Merit increments are added to 1. Bonuses are paid to government
the annual salary of a higher- employees annually and designed for
level government employee and mid and lower level employees. Lump

58
 linked to his performance
ratings. Up to 7% of the
performance standard amount
(nearly the equivalent of half of
annual salary) for those rated
excellent.
New Merit increments are decided by
Zealand individual departments within
the pay range set out in
voluntary agreements.
Switzerland Merit increments: from 4.1-6%
for outstanding performance
(ranked A++). Increase of 3% if
assessment is A (good
performance).
UK Merit increments.
United In the General Schedule base
States pay system an agency may
advance an employee who
meets a high performance bar –
outstanding performance – to
the next step of a grade
(approximately a 3% increase).
Merit increments are based on
the manager’s annual
performance rating and current
position in the pay range. A full
merit increment is equal to
approximately 3% of the
average pay rate for that grade.
Managers who are rated
‘unacceptable’ receive no
general increase.
Source: OECD (2005) “Performance Related Pay Policies for Government Employees”,
OECD Publishing.
sum bonuses vary from 100% to 40% of
the monthly base salary p.a.
2. Performance bonuses can be
provided in various ways: on an
individual basis/departmental basis,
and on a combination of both.
Bonuses are also decided by individual
departments.
Bonuses can reach 12% of salary for
outstanding performance. If bad
performance, no bonus and after two
years decrease of the salary to 94% in
the range of the salary.
1. Non-consolidated bonuses – now
being used as one of the main vehicles
for delivering PRI to staff performing
above a satisfactory level.
2. Bonus levels vary in different
organizations and can be substantial in
some and much less substantial in
others.
1. Cash performance bonus for above
average performance is typically 1-2%
of salary. Funding for both Quality Step
Increases (QSI’s) and bonuses is
provided out of the regular budget for
salaries and expenses. This scheme
applies to about one million employees.
2. Cash bonuses of up to 10% of the base
pay can also be paid to managers. In the
case of unusually outstanding
performance, a department head may
pay an individual a larger bonus, but
not more than 20% of the base pay.
59
Experiences of PRI in Asia: Governments

Like other governments in Europe and North American continents, Asian countries have
also introduced performance related pay in the government, covering different
ministries/departments. In this section we present some Asian experiences of PRI.

Singapore6

The Singapore government provides a highly successful example of implementing PRI

for civil servants (government employees). The traditional seniority based pay and
promotion have been replaced by performance linked pay and promotions. Thus instead
of fixed annual increments, the employees have a chance to earn bonus and merit
increments, based on their competence and performance. To implement this, care has
been taken to provide an elaborate performance assessment system as well as providing a
centrally determined pool of funds for distribution of the bonus. The strategic intent
behind the move has been that a well-paid and corruption-free civil service is important
for the overall development of the country, and that civil service pay should be in
congruence with the private sector pay so that the civil service is able to retain and attract
talent that is critically in short supply these days.

Three justifications are given for the high level of reward for high public offices (RHPO)
in Singapore. Firstly, retention of talent is important for the government and good pay
and incentives help retain and attract talent. Secondly, it minimizes corruption in
government as well-paid employees do not succumb to the temptation of corruption. The
emphasis placed on this fact is amply reflected in the following words of the Prime
Minister of Singapore (Lee Kuan Yew 1985, in a parliamentary debate):

“How is Singapore to preserve its most precious asset, an administration that is

absolutely corruption free…why does it attract banks, financial services…in preference to
so many countries better endowed – in terms of natural resources, manpower and
markets? …Do we want to maintain our system?...I am probably the highest paid in the
Commonwealth if you go by the official salary…I am one of the best paid and probably
one of the poorest of the third world Prime Ministers…There are ways and ways of doing
things and I am suggesting my way – moving with the market is an honest, open,
defensible and workable system. You abandon this for hypocrisy; you will end up with
duplicity and corruption. Take your choice”.

6 Part of the write-up is drawn from the presentation made by Shri Suresh C Gupta IAS at
IIMA during a workshop on ‘Pay for Performance’, May 1, 2007.

60
The third justification emphasizes meritocracy, implying that good salaries attract
brightest employees to join the government, and that this meritocracy must spread
upwards to include virtually up to all elected political leaders holding office, since
competent political leadership is a pre-requisite to growth and quality governance.

The amount of PRI that individuals receive is partly dependent on their individual
contribution to the job that they are performing (assessed as an individual/group) and
partly on the overall performance of the economy. This is especially helpful in keeping
the performance related incentive payouts relevant and in proper perspective.

The defining mark of Singapore government’s compensation system was the system of
salary benchmarking for paying market rates. The first higher benchmark was for the
Ministers and the top Administrative Service Officers (Staff Grade I appointment); the
second benchmark related to salary of relatively young, middle level officers, who are
identified as potential civil service leaders (Super scale G officers). Their salary is also set
at par with the private sector as the problem of attrition of talent is very acute at this
level.

Table: Salary Benchmarks in Singapore

1994 Benchmark 2000
Benchmark
Ministers and the top - 2/3rd the average of the annual earnings 2/3rd the
Administrative Service of the top four professionals in Singapore median
Officers (Staff Grade I representing following professions: income of top
appointment) bankers, accountants, engineers, lawyers, eight people
MNCs and local manufacturing in the six
companies. professions.
- Further adjustment by discounting it by
1/3rd was also made as a
“demonstration of sacrifice” for
assuming high public office.
- The objective is to equate the earning
with that of the top 101st private sector
earner in Singapore.
Super scale G officers - Average of the earning of the 15th person Same as 1996
from top in the age group 30-34, from the
aforesaid six professional.
- The logic: A 32-year-old officer could
“easily rank among top 90 in his cohort
in terms of ability” and thus should earn
equal to them in order for him to
continue to stay with the Government.

61
 Source: as cited in the report

The new system was introduced in 1987 and had the aim of aligning all future
adjustments in pay only through the variable component - both monthly and annual. This
made civil servants total remuneration variable up to 18%, which has now risen to over
40% of the total annual salary. The civil service wage structure has the following five
components:

i) Fixed Component - Basic monthly pay (this has remained unchanged since 1987).
ii) Variable components – this consists of –
a. Monthly Variable Component (MVC)
b. Monthly Non-Pensionable Variable Payment (NPVP)
c. Non-Pensionable Annual Allowance (NPAA)
d. Annual Variable Component (AVC): equal to up to 3 months pay to be decided
by Government and paid twice in a year, in line with the performance of the
national economy.
e. Annual Special Bonus: one off special bonus equal to 0.25 month’s pay was made
in the year 2004 in view of exceptional economic performance.

The components are truly variable. For example, in 1998, after the Asian Financial Crisis
the AVC was reduced. In 1999, monthly NPVP component was also reduced. However,
in 2000, as the economy recovered, monthly NPVP was restored and AVC was raised. Till
the year 2003, the AVC was equal to 1.5 months pay, but was revised to only ½ month’s
pay in view of declining private sector salaries in November 2003, which was again raised
in 2004 (2 months) and 2005 (2.15 months’ pay).

To administer the PRI system, a central pool of funds is placed at the disposal of all the
Ministries, who have the flexibility to take final decisions on distribution of bonus among
employees, subject to the overall dollar limit. The actual payout is determined by one of
the three Personnel Boards, depending on the assessment of performance, rank and the
position of an employee (within the overall pool of each ministry). The quantum of
reward varies significantly according to levels, higher the position greater the reward (for
performance).

Individual performance is measured through a performance appraisal system. It assesses

current performance and includes an estimation of the future potential of an officer. The
appraisal results in a rating done on a five grade scale (A to E) on the basis of parameters
like work output, quality of work, organizational ability, behaviour under stress, sense of
responsibility, service quality, team work and work related knowledge. For Division I
officers, team performance, organizational contribution and concurrent appointments are
also assessed for evaluation of the overall performance grade. These ratings are
moderated at the ministry level based on a pre-determined quota. For lower grades, the
system works in a fairly routine manner, given the high probability of almost everyone

62
getting it if the overall organizational and economic performance is found to be
acceptable.

South Korea
In South Korea, performance evaluation has undergone a sea-change. In the traditional,
seniority-based compensation system the evaluation was not important, however, the
evaluation system has been gaining more importance and is now being applied for both
employee development decisions as well as compensation decisions. The Asian financial
crisis accelerated the transition of companies from the Ho-bong style (pay-table reflecting
seniority) to the Yeon-bong je (Korean style merit pay). Almost 80% of the companies that
adopted Yeon-bong je adopted it right after the financial crisis and the move has served
them well. By 2005, almost 50% of all Korean firms had some form of performance related
incentive in place to keep employees motivated and to reward differential performance.
The adoption of performance related incentive system has been found to be related to
increases in labor productivity and firm performance. This is increasing the popularity of
PRI in Korea.

The Korean government supported the initiatives of the industry by putting in place
initiatives on Human Capital Management (HCM) in 20037. President Roh’s Participatory
government put the HCM reform at the top of reform agenda. It regarded human capital
as: the aggregate of people’s potentials for lifetime self-development, knowledge
accumulation, and technological advancement. Therefore, a distinct feature of human
capital is to embrace a non-commercial, qualitative and quantitative, social and external
effect. The participatory HCM system put in place four distinct goals:

1. HCM system should be both autonomous and responsible for its actions
2. Be both fair and transparent
3. Focus on strengthening professionalism and core competencies, within its domain
4. Induce active participation by public servants, under the principle of “putting the
right person in the right job.”

The HCM reform strategies (necessary to achieve these aims) included:

1. Encouraged a general acceptance of reform and to include further ideas in reform
processes at all levels of the organization.
2. Differentiated the HCM reform program as per Grades of employees. Higher level of
employees (Political appointees and Grade 1-3) were required to play a leading role in
driving HCM reform and acting as change agents; while lower levels were required to
proactively participate in supporting the reform agenda.

7Kim, Pan Suk (2007) `Transforming higher-level civil service in a new age: a case study
of a new senior civil service in Korea’ Public Personnel Management • Summer

63
3. Introduced a promotion and compensation system based on acknowledged
transparent and fair appraisal system to achieve a well-balanced HCM based on
employees’ competency and self-development.
Job analysis was implemented to establish a flexible HCM system and an open
government structure and jobs were classified into different categories (in 2003-04). The
Ministry of Foreign Affairs and Trade was the first one to adopt the Job Classification
System for its HCM needs, which has since been improved and expanded to various
central agencies. A job analysis was initially carried out for all the Director-General level
posts in the government ministries and then gradually to Grade-4 posts and below.
Another objective behind job analysis was to enable job mobility amongst occupations or
agencies, from the situation of bureaucratic rigidity.

The Korean government now has an annual incremental merit pay program for its civil
servants in Grade-3 and above, and for contracted workers8. Pay, thus consists of two
components – fixed pay (and allowances) and a variable pay component, which depends
on appraisal results under an MBO9 system. Individual ministries are given the freedom
to set the amount and grades of PRI, but overall quotas (scope) are set for performance
levels (evaluated on 4 points Excellent, Outstanding, Normal and Unsatisfactory).
Payment varied between 8%, 5% to 3% for normal as merit increments for top level
officials and for others annual bonus from 110% for excellent, 80% and 40% for Normal.
Around 30% of employee strength fall under unsatisfactory group and they are denied
any performance pay.

Malaysia
Malaysia, in the process of “reinventing government,” introduced what is commonly
known as the New Public Management (NMP) practices aimed at improving public
sector efficiency and performance in the delivery of services.

The New Remuneration Scheme (NRS) was introduced in 1992, the purpose of which was
to establish clear linkages between employee performance and reward. It also enabled the
government in reviewing, restructuring, and reducing the flab of the government. For
example, between 1992 and 1997, a total of 570 government agencies were reviewed and
rationalized. NRS also brought about important changes in the area of performance
appraisal and made public sector pay and promotions more objective. NRS also linked
performance with rewards by introducing a Matrix Salary Schedule (MSS) and provided
for flexibility in salary progression, as opposed to the prevailing linear salary structure.
The MSS payout was based on the employees’ performance and depending on
performance the salary could move on four ways: static, horizontal, vertical and diagonal.
Top performers move diagonally, thus enjoying double annual increments compared to
average performers, while poor performers are not rewarded. As a part of the
introduction of NRS, the performance evaluation system was also revised to become

8
http://www.csc.go.kr/eng/csS/css06.asp
9
MBO- Management by Objectives

64
more systematic, transparent, and reliable while minimizing subjectivity in performance
appraisal. The whole performance appraisal was decentralized and a panel was created
and endowed with powers to assess employees’ performance and determine salary
progressions.

Vietnam
As Vietnam moved from the Soviet-style command economy towards a market economy
(known as doi moi), it tried to incorporate ‘performance’ as a factor in the remuneration
of civil servants. As a part of the post-1993 pay reforms, some important allowances were
added to the basic pay, one of them was linking job description to the salary rather than
just rank. A substantial restructuring program – Master Program on Public
Administration Reform for the period 2001-2010 (PAR) was undertaken by the
Government of Vietnam to effectively meet the demands of managing a mixed, open
economy.

Decree 10 of December 2002 gave public service delivery units significant budgetary
autonomy, which allowed them to:
1. Carry forward funds unspent in the current/previous financial year
2. Set their own administrative spending norms, which could be different from the
norms set by the government
3. Manage their own revenue accounts
4. Adjust salary payouts to provide for performance related rewards/incentives
5. Review, re-organize and restructure to achieve efficiency and effectiveness in staffing.

Each public service delivery agency was classified on the basis of its capacity to generate
revenue. The state funding to these agencies was thus decided and fixed for a period of
three years. The most important aspect of this mechanism was the autonomy and the
discretion granted to managers to payout “above-award” rates in recognition of
improved performance and productivity, thus effectively creating the provision of
performance related incentives in Vietnam. In 2003, the Ordinance on Cadres and Civil
Servants sanctioned greater flexibility in remuneration and terms and conditions of
employment.

Decree 10 also accentuated the commercialization of service production (provision for

fee- paying services) which led to revenue enhancement and significant wage increases
(based on performance). These were accompanied with rationalization and cost
reduction. For example, the government allowed Hanoi schools to admit “Grade B”
students (students who did not meet academic or residential entrance requirements) who
could be charged fees at a rate much higher than the government regulated and
controlled fees. These students became a source of extra revenue for the schools as only a
small proportion of the fee charged had to be shared with the government. When the
salary increase of 2003 was announced by the government, these surplus funds were
allocated by the schools to the salary budgets and were often paid out as incentives for
improved performance and productivity.

65
Pakistan
Pakistan has also taken initiatives to introduce performance-based remuneration in the
government and the public sector. It must be noted here, that private enterprises in
Pakistan already have the concept of performance related incentives.

As part of reforms in higher education, a Higher Education Commission was created in

Pakistan in 2002. The commission focused on a number of initiatives such as sending
students abroad on scholarships, building of universities, emphasized on teaching quality
and research, targeted plagiarists, etc. With a view to improve teaching quality and
research, performance related incentives were introduced by the Commission. The
introduction of PRI in the education system has started to yield positive results in terms
of enhanced effort being rendered by employees, and improving teaching quality.
Similarly, Pakistan’s Central Board of Revenue (CBR), has also instituted performance
related pay for its employees to create motivation and incentives for better performance.
According to published information, the performance of CBR across a range of measures
has gone up after instituting performance related incentives and by paying special
attention to capacity building, welfare, training etc of its employees.

(Source: Extracts from Chapter II, Performance Related Incentive in Government: Concept
and Practices in ‘Synthesis Report of studies on Formulating the Concept, Principles, and
Parameters for Performance-Related Incentives (PRI) in Government’, IIM Ahmedabad)

66
 PRIS Implementation Annex 2.5.4

(Extracts from Chapter III, ‘PRI Model for Government of India’, ‘Synthesis Report of studies on
Formulating the Concept, Principles, and Parameters for Performance-Related Incentives
(PRI) in Government’, IIM Ahmedabad)
Feasibility of PRI in GOI
The five studies carried out by the IIM-Ahmedabad show that the potential for PRI exists
in the departments and ministries of GOI. Direct financial gains will be easier to realize in
those organizations engaged in revenue generation activities, but for others (and the
former) potential for cost efficiency and productivity increase exists. The five studies
support the well known fact that, the approach to PRI should be contextual. However,
synthesizing the underlying objectives of the studies, we have developed a framework for
implementing the PRI model in Government of India. The framework is limited to
providing a conceptual framework for designing a PRI program in GOI. While
operationalising the same in respective ministries/departments etc. it has to be
customized to the objectives and deliverables of the respective organizations. This also
means ushering changes in the working style, procedures and specifying accountability
and it’s delivery to public and other stakeholders. Hence “internal reforms” and
public/stakeholder accountability becomes integral to introduction of PRI.
Definition of PRI
Performance Related Incentive (PRI) is the variable component of the pay which is
awarded ex-post, after individual/group performance is measured against pre-set (ex-
ante) and mutually agreed upon goals for a given period of assessment. It is non-additive
and non-cumulative. It is not an automatic default incentive which is given for the
nature of duties and responsibilities or levels of difficulty (working conditions) for a
certain rank/post. PRI is also linked with respective organizations measurable
contribution to responsive governance. PRI will cover all employees of Government of
India, irrespective of position in the hierarchy.
The above definition emphasizes the following points:
1. PRI is not an assured entitlement for all employees. It is totally based on
performance assessment (individual, group or combination) and varies according
to performance. It does not cover assured incentives like those given for difficult

67
 working conditions, special schemes, normal increments or promotion related pay
increase.
2. PRI payment will be made over and above the compensation entitlement for a
particular rank/position. Thus the model will be ‘1 + X’, where ‘X’ is expressed as a
percent of the annual basic salary. The value of `X’ should be decided by the
ministry/department, based on the PRI pool generated internally.
3. The PRI system runs with the support of Performance Management System (PMS)
and MIS system. Extensive communication and training of employees should
support PRI introduction. It is also necessary that basic conditions required for
work and supervision is put in place.
4. Clarity about objectives and deliverables at multiple levels, starting with
ministry/department and cascading down the line up to individual level has to be
developed. At the apex level, the vision/mission, budgetary goals set by the
government and stakeholder commitments/citizen charter can be the guiding
posts. It has to be cascaded down the line of hierarchy to all final delivery point
(individual or group), through a structured process.
5. Clarity about reporting and monitoring channels, work activities and deliverables
(job-descriptions and performance indicators), delegation and accountability charts
and work processes flow/government business processes also needs to be
developed, as they form the foundation of PRI. This implies initiating the process of
internal reforms.
6. The duration of one PRI cycle in normal cases will be 12 months. However, sub-
periods suitable to organizational requirements can be worked out.
7. Within the ministry/department/other offices, clear individual and/or group
(organizational) targets need to be set at the beginning of the PRI cycle and
communicated to all parties involved. These targets are preferably mutually
evolved and agreed upon by involved parties. In rare cases it has to be given or self
proposed, but agreed-to between performing unit (individual/team) and
supervisor. Certain parameters, particularly strategic (long term directions),
leadership competencies and service indicators will be common across. Apart from
the task involved, targets should also reflect reform commitments.
8. PRI should be based on multiple measures covering work deliverables, product/
service quality, efficiency, innovation, improved processes, etc. so that the end
result is balanced. While at some organizational and employee levels, fully
objective approach may be possible, combined use of objective and subjective
measures will be required in many jobs.
9. PRI is based on measures of employees’ performance within the ambit of their
influence (role/delegation/reporting relationship etc.) & accountability.
10. PRI is only awarded when targeted performance levels are exceeded by the
individual or group at the end of cycle (generally one year). Meeting targets may
not entitle for any or maximum PRI payment. Hence, benchmarks for acceptable
performance levels should be set carefully such that it balances organizational

68
 interests, good governance expectations and motivates individuals/teams. The
PMS and MIS systems will capture the extent of target achievement.
11. The fund for pay out of PRI (pool) should be generated internally from benefits
accruing through higher productivity, cost efficiency, savings etc. In short, the PRI
scheme should be self sustaining, and not become another cost head requiring
budgetary support.
12. Generally, PRI is awarded after proper assessment of achievement levels of
completed tasks against set targets/benchmarks. It is not for anticipated results.
Objectives of PRI
PRI emerged from the management need of performance budgeting and performance
management. It became important in the government because of tight economic and
budgetary constraints faced by the governments and the resulting need to incorporate
performance objectives and budgeting processes to move towards variability of
incentives and recognition and reward of individual/group effort and achievement. The
increasing public accountability and economic pressure increased the need for achieving
goal congruence between organizational and individual/group goals in the overall
interest of organizational performance and service delivery. Thus it can be seen that, the
essence of PRI is that differential performance must be differentially rewarded, so as to
enhance government performance and improve employee motivation and accountability.
• Introduction of performance related incentives (PRI) in government would lead
to significant improvements in economy, efficiency and effectiveness in all facets
of government (ministries/departments/subordinate/attached offices etc.)
• In addition, PRI will help to enhance employee motivation by incentivising
individual and /or team performance, since it provides performing
employees/groups with an opportunity to earn more.
• PRI will serve as a catalyst to usher in responsive governance and public
(stakeholder) accountability, by linking tangible rewards to measurable
achievements of employees at all levels of government.
Scope and Coverage of PRI
The PRI model and approach presented in this report covers all ministries, departments,
attached and subordinate offices, directorates, field formations, work units and
autonomous bodies under Government of India and all categories of employees working
in the organizations mentioned above. When the PRI scheme is introduced by GOI,
existing PLB schemes, non – productivity linked Ad-hoc bonus and honorarium
payments will end.
Conceptual PRI Model
We propose a two-stage conceptual model for introducing PRI in government. We are of
the view that the model can be generalized across the government i.e. ministries,
departments, attached/subordinate offices, branches, autonomous bodies etc. A
schematic representation of the conceptual model is given in Exhibit 1:

69
 Exhibit 1: PRI Conceptual Model

• Vision /
Mission Focus on outcomes, service
delivery
• Outcomes
• Stake holder/
citizen charter
Outcome/service delivery

Advanced
Reforms
Basic Reforms • Restructure Outcomes
• Restructure processes- Efficient,
processes- HPWP Effective
HPWP • Greater &
PRI
• Delegation & delegation & PRI Responsive
(Phase-I)
autonomy autonomy (Phase- Governance
• Enabling • Process II)
environment reengineering
• PMS& MIS • Accountability
• Service (stake holder
Delivery involvement)
Focus • Evaluation by
Stakeholders

Sources of Funds
Sources of Funds • Cost efficiency
• Cost efficiency • Higher
• Higher productivity
productivity • Others – e.g.
new revenue
streams.

Reforms and restructuring involves following critical elements:

¾ Enabling environment
¾ Work process re-engineering and restructuring
¾ Performance Management & MIS development
¾ High Performance Work Practices (skill enhancement/training/ multiskilling, cross-
training and job rotation, career development paths and job enrichment)
¾ More delegation with autonomy
¾ Public Service (Stake Holder) Accountability

70
Requirement for Customized and Phased Implementation of PRI
Within the broad framework described by the conceptual model, each implementing
organization should customize the PRI system to suit its context. The conceptual model
will be a general guideline for introduction of PRI in the government. PRI will also
involve substantial change management efforts, including focus towards service to public
and internal improvements. Hence winning commitment of employees through dialogue
and communication, and building employee capacity for performance will be required.
Phased road map for introduction of PRI.
In our opinion a phased approach to introduction of PRI will be best suited for GOI, as
depicted in Exhibit I. Our studies showed that a large section of employees believe that at
the idea level PRI will address their concern about absence of tangible connect between
employee performance and rewards.
While our studies established that PRI can be introduced in GOI, we concluded that high
degree of customization will be required. Sufficient groundwork needs to be done to
ready the organizations for PRI. It is also necessary that the overall PRI objectives
described earlier be kept in focus while introducing it; else PRI may also be seen as
another mechanism to earn more without change in employee performance as well as
impacting outcomes and the quality of governance. Hence we recommend that PRI
should be introduced in multiple phases. Individual reports also suggest the same
approach.
We have recommended PRI introduction in broad two phases (Exhibit I). Each phase is
focused and they are determined by (a) employee/organizational readiness (b) outcome
focused reform commitments linked to PRI introduction and (c) mode of financing the
PRI. Considering the complexity of the exercise, multiple stages have been incorporated
within phases I.
Phase I - Stage I: Organizational Readiness and Pilot
The first stage we recommend that each ministry/department inclined to accept PRI
starts the initiative by setting stage for PRI through organizational readiness exercise.
This stage will be initial part of Phase I of the conceptual model (Exhibit I), where broad
framework will be set.
• The first step here will be to clarify (re-clarify if required) or evolve organizations
vision and mission as well as stakeholder commitments/citizens’ charter. The
latter is absolutely necessary to keep the focus of employees on accountability to
public/stakeholders.
• It is necessary that internal and external constituencies are consulted and
communicated with for the purpose, so as to gain acceptance. This exercise will
also give an idea whether employees and the organization are ready for PRI and
the type of PRI (individual/group).

71
 • This is also the time for organizational leadership to explore avenues to build the
PRI pool through internal accruals like cost efficiency, higher productivity and
also using resources available from stopping of Ad-hoc bonus and honorarium.
• Acceptance, both by organization and its employees of all the principles behind
PRI as given in this report is a necessary condition. Hence communication about
the scheme and the importance of reforms that need to be carried out alongside
as well as addressing employee apprehensions will be significant at this stage.
• Institutional mechanisms to manage PRI should be set at this stage.
We recognize that ministries/departments opting for PRI will have to go through a
learning curve and adapt itself to the changed mode of functioning, before PRI is
introduced across the organisation. Hence, to facilitate the employee as well as
organizational acceptance of PRI, it may first be introduced in selected
department(s)/units on pilot basis. The pilot will be an experimental platform to usher in
the basic reforms as described in Exhibit I. Later the reforms and systems can be
replicated and PRI introduced across the organization, leading to Phase II of the program
coupled with advanced reforms.

• As part of the pilot PRI, organizations should establish a comprehensive system

for defining, measuring and benchmarking performance (PMS+MIS). Clarity
about work deliverables (Job descriptions), accountability (job targets/ work
norms/goals) and reporting relationships should be arrived at.
• We would emphasize that, success of the PRI scheme will much be dependent
(not solely) on the choice of performance criterion including indicators,
benchmarks and tools to measure.
• At this stage, the performance criteria used for PRI should also emphasize
outcomes from the perspective of users of the public service rather than limited
only to the usual measures of inputs, workloads and outputs.
• In addition at senior levels, where employee supervision is involved it is
necessary that employee satisfaction is also measured.
• Strategies to build the PRI pool and other details about performance levels and
payment levels should be further refined at this stage.
Phase I - Stage II: Cascading
Learning from the pilot (minimum required will be one cycle of a years’ duration) should
be captured and with necessary modifications, PRI can be introduced across the
organization. With experience from pilot exercise, the PMS and MIS system can be further
fine-tuned and system to capture pubic/stakeholder service delivery can be put in place.
This stage of Phase I should additionally support strengthening of the basic reform
initiatives like creating enabling environment by creating a high performance work place
(HPWP), communication and training for competency building, changes in work
processes to bring public/stakeholder service delivery focus and greater delegation of
powers.

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At the Phase I stage (both pilot PRI and later cascaded across), the rate of performance
linked incentives should be at levels that are appreciable (10% -20% of annual basic pay)
depending on the organizational capability to pay. Though pre-specifying the
number/percentage of employees eligible for PRI is commonly followed, (through forced
choice/bell curve method) we recommend that respective ministries/departments etc
may be given the freedom to choose the coverage.
Phase II: Ushering Advanced Reforms through PRI
Once the PRI system has been spread across the organization and basic reforms in place,
we recommend that organizations move to the next phase of PRI that will eventually
being it closer to the final outcomes (Efficient, effective and Responsive Governance).
This stage will include organizations focusing on deeper reform process as described in
Exhibit I. The key focus of Phase-II, will be that the scope of the PRI scheme should be
expanded to undertake more ambitious reforms. (Basic systems like job definitions, PMS
and MIS should be stabilized by then).
• Reforms should involve a more comprehensive restructuring of operations and
process reengineering for greater productivity and improvements in service
delivery. This stage will include shift towards HPWP in a more substantive
fashion and the internal organization structure and work processes should be re-
engineered to meet high levels of public service. At supervisory levels, leadership
and satisfaction of team members will be included as performance indicators for
PRI
• At this stage, providing superior public/stakeholder service should become the
focus for organizations. To achieve this, mechanisms for performance rating by
end users (public service accountability, discussed later) and achievement of
responsive governance goals has to be emphasized.
• As part of advanced reforms, it would also be advisable to introduce more result-
oriented approaches such as performance agreements with senior managers; and
introducing lateral entry for senior positions, so as to make government service
more challenging and competitive.
• With more efficient internal operations, organizations should be able to realize
substantial cost savings and realize gains of higher productivity to fund the PRI
pool. They can also explore options for additional revenue generation by
providing value added services to users and other innovative arrangements.
• Correspondingly the rate of incentives should be increased substantially in the
Phase-II, including multiple slabs for PRI payout based on performance.
Eventually the remuneration of high performers should become comparable to
the private sector. .
Key Reform Themes
Introducing PRI in government without supporting reforms areas like work environment,
managing performance, decision frameworks, processes and people management may be
counter productive. We evaluated two options i.e. introducing reforms first followed by

73
PRI or using PRI itself as a tool to usher in reforms, and we choose the latter. PRI
introduction in GOI will be phased but simultaneously coupled with reforms. The
ultimate deliverables of PRI (specifically employee motivation through measurement and
recognition of performance leading to efficient/effective and responsive governance) has
to be kept in mind in the course of the reform exercise. From the individual studies and
implementation experiences of PRI, we have identified six critical reform themes.
Enabling work environment
Performance Management
Delegation
Process Reengineering
Creating High Performance Work Practices
Public Service (citizen/stakeholder) Accountability
Operationalizing PRI
While the conceptual model explains the general philosophy supporting PRI in GOI, we
conclude that at operational stage there is requirement for contextualization of the model
based on the following activities:
a) Laying the framework for PRI, in terms of organization and people readiness.
b) Output/Outcome definition (KRA/SPI) and Performance Measurement and data
tracking (PMS/MIS)
c) Decision rules for classifying performance at individual and group levels.
d) Linking with financial rewards, thereby increasing employee motivation.
PRI Payout: Approach
As indicated in the definition given above, PRI for GOI is conceptualized as payment
based on performance over and above the existing compensation package. Hence the
model will be 1 + X, where “X” will be the PRI component, awarded based on evaluated
performance. Performance for the purpose of PRI will be determined using a combination
of PMS scores/group performance (where relevant) and organizational performance and
computed as percentage of annual basic salary. To emphasize the importance of
public/stakeholder accountability, we also recommend that suitable weight be assigned
for achievements related to pubic service accountability. Depending on contextual
requirements, additional performance dimensions can be added by the organizations. The
general consensus arrived at by the IIMA study group is to effect the PRI payment in the
form of an “Annual Bonus”, given one time. Where-ever group PRI payment or
combination has been suggested payout should be affected annually (or in suitable
timeframe depending on the organization). Our view is that organizations should have
the freedom to set the payment rates considering its peculiarities and PRI pool available.
Progressively the quantum of PRI payment can be increased depending on the nature of
work and the organizations ability to create the PRI pool. In general, we recommend that
PRI (for individuals as well as groups) should be computed considering the following
factors:

74
1. Individual Performance Level or Group Performance Level.
2. Work unit & Ministry/Department performance.
3. Public Service (Stakeholder) Accountability Score (e.g. Sevottam rating).
Respective ministries will have the freedom to add more parameters for measurement,
but the above three should be mandatory. Relative weights for each parameter can be
different for different categories of employees (Group A/B/C etc.).
Budget Neutrality of PRI
The overall financial logic of the PRI model proposed by IIMA is based on budget
neutrality. It implies that the fund for paying out PRI should be generated by the
respective ministries/departments from within. No additional budgetary allocation will
be provided for the purpose of PRI. The proposed model assumes that delegation and
greater autonomy will induce the supervising officers at all levels to restructure and
reengineer their work processes to generate substantial savings, cost efficiency and higher
productivity. Expenditure currently incurred in terms of ad-hoc bonus and honorarium
payments should also be available to ministries/departments to be included in PRI kitty.
Needless to say, in those departments that directly generate revenues from their
operations, the reform initiatives and employee motivation will lead to productivity
improvements and translate into tangible savings which can be used to fund PRI. At the
stage of advance reform, respective organizations may consider introducing new revenue
streams, through innovation and providing value added services. Government may allow
ministries to allocate part of such additional revenue to the PRI fund.
Financing Strategy for PRI
The proposed financing strategy is budget neutral and is conditional on changing work
processes for greater efficiency and restructuring for greater effectiveness in public
service delivery. It assumes that the performance improvements would result in
substantial monetary savings which can be used to fund the PRI schemes of various
ministries and departments.

• Bulk of the kitty for financing PRI would have to be generated internally through cost
and efficiency improvements and productivity/output increases resulting from
improved work processes and extensive use of information and communication
technologies. These savings/ earnings would be possible only through greater
delegation of responsibilities and authority, de-layering and simplification of office
procedures, and accountability mechanisms at various levels in the organization.
• Ministries/departments/offices should be encouraged to innovate and value add
their service delivery and explore new revenue streamswith part of the revenue
earned added to the PRI pool.
• It is proposed that each ministry or department where PRI is introduced should have
the freedom to design their own PRI schemes, within the broad framework. The
different models we have developed can be used for guidance approaches. This
implies that they should develop their own systems for measuring performance,

75
 decide whether performance should be assessed at individual or group level, and
determine the form and rate of PRI awards within their own budget constraints.

Exhibit 3 shows PRI financing strategy for a government ministry / department.

Exhibit 3: PRI Financing Strategy at Ministry / Department/other

l l

Design PRI, PMS-MIS

Undertake restructuring and Process

Re-engineering
Cost efficiency,
productivity and
other savings
Phase out PLB and ad-hoc bonus

Decide
PRI Fund benchmarks,
rate of bonus,
quota etc and
evaluate
performance

Revise
Scheme

Compare
available funds
with financial Inadequate
requirements of
scheme

Adequate

Award PRI

76
Synopsis of IIM-A studies
The five clusters of Ministries/Departments were identified to ensure that differences
across various ministries and departments would be adequately captured. There is
significant variation in the PRI models that the different studies have recommended. The
synthesis report presents a more generalized PRI model for the government. The
following is a brief summary of the five studies.
Exhibit 4: Summary of IIM-A studies
Study-I Study -II Study -III Study -IV Study -V
Ministry of Department of
Ministry of Health Ministry of
Ministries / Company Science &
& Family welfare Defense Ministry of
Departments Affairs Technology
Ministry of Urban Ministry of Railways
Covered Department of Department of
Development Home Affairs
Revenue Posts
Combination
Annual bonus,
of monthly
Form of PRI merit-increment at Annual bonus Annual bonus Annual bonus
and annual
top
bonus
Eligibility:
Group A PRI PRI PRI PRI PRI
Group B PRI PRI PRI PRI PRI
Group C PRI PRI PRI PRI

PRI
Group D PRI PRI PRI PRI

Coverage ( % I/3rd of
of employee Up to 20% 15-30% Not specified employee Not specified
strength) strength
Rate of PRI
(of gross pay)a (of basic pay) (of basic pay)b (of basic+DP)d (of gross pay)e
(Phase I)
10-20% 15% - 20% 1. 10% Formula
Group A 20%
2. 15-20% based
10-20% 15% - 20% 1. 10% Formula
Group B 20%
2. 15% based
10-20% 15%- 20% 1. 10%
Group C 20% do
2. 10%
Fixed Payment Fixed 1. 10%
Group D 20% do
payment 2. 10%
a. Gross pay includes – basic pay plus dearness pay plus dearness allowances
b. The rates shown pertain to the Department of Science & Technology and Department of Posts respectively. In both
cases only the recommended rate for stage-1 is shown.
c. A different scheme based on distribution of net savings is recommended for ordnance factories
d. Gross pay includes – basic pay plus dearness pay plus dearness allowances and other allowances. The formula
distributes net surplus generated by the organization in a particular year
e. Distributes net surplus generated by the organization in a particular year.

(Source: Extracts from Chapter III, ‘Synthesis Report of studies on Formulating the
Concept, Principles, and Parameters for Performance-Related Incentives (PRI) in
Government’,IIM Ahmedabad,)

77
 Annex 2.5.5
Introduction of High Performance
Work Practices through
Performance Related Incentive Schemes (PRIS)

1. The intrinsic satisfaction of work and creativity is as significant a motivator as

higher pay. Studies on the implementation of performance related pay by the OECD,
for instance have found that monetary incentives alone are unlikely to motivate a
substantial majority of staff, irrespective of the design. Holistic job design with High
Performance Work Practices (HPWP), multi-skilled work, new ways of organizing
work, rewarding performance and greater employee participation in the decision
making process are central to employee motivation. HPWP have the potential for
developing the personality of the worker and productivity of the organization. .
Further, a ‘career entrenchment effect’ occurs when an employee spends too much time
in the same position weakening work motivation. Employees who have greater variety
in their day to day work are more satisfied with higher work motivation levels. The
shift from simple tasks to multidimensional work and employee empowerment leads
to transformational changes. These practices are based on the realization that
employees are the most important asset and have to be treated equitably. HPWP
consist of a bundle of practices whose integration is critical for holistic workplace
employment and raising employee effectiveness. The exact mix is dependent on the
nature of work processes and culture in an organization. Inclusive and participatory
management, on which HPWP are based, increase job satisfaction and raise
productivity.

2. The International Labour Organisation (ILO) has recommended change in four

main areas through sets of bundles of practices by which both management and
workers stand to gain. These are:
a) Job design and employee involvement - utilization of the intellectual and
practical experience of employees with engagement in the decision making
process;
b) Communication and information sharing - dissemination of knowledge
within the organization and commitment to the values and objectives of the
organisation;
c) Support for learning skills - through coaching-mentoring, feedback on
performance and further training;
d) Rewarding and acknowledging performance through performance related
monetary incentives and recognition.

78
Productivity studies have shown that an integrated strategy combining several
organization specific levers works best with changes in the ongoing process – work
design and teamwork to increase employee involvement. (Source: Ashton, D. and
Sung, J. (2002), ILO - Supporting workplace learning for High Performance Working,
(2002), www.ilo.org). Adoption of HPWP requires an appreciation of change and
constant adaptation with no final solutions.

3. HPWP practices include the following:

– cross training and job rotation – performance rewards
– multi- skilling and the – peer review and 360° feedback
development of employee skills – growth in employee discretion and
– self directed production and autonomy
service teams, problem solving – multiple career paths and career coaching
teams and quality circles with personal development plans
– job enrichment – flexible working
– job enlargement – flexible job descriptions
– mentoring – knowledge management and sharing of
– systems of communication learning resources

4. The IIM (Ahmedabad) in their Report have recommended HPWP as one of the
six critical reform themes. Shift in government performance cannot be achieved
without making changes in the way government employees are managed.
Traditionally, government systems are oriented towards control with strong emphasis
on procedures, approvals and concentration of power and the same applies to
employee management also. The above approach may not be appropriate to achieve
the objectives of modern governments. Experiences of organizations like United States
Social Security Administration indicate that high performance work practices can be
used to bring out the full potential of their employees. The level of HPWP adoption as
measured by the number of practices adopted is linked to organizational performance.

5. The tool of PRIS will enable introduction of change in the organization of

work through HPWP. This is also necessary given the potential for work process re-
engineering and convergence made possible by information and communication
technology (ICT). It entails a paradigm shift away from the way government works
currently towards flatter organizations. The introduction of high performance work
practices (HPWP) through PRIS will lead to greater effectiveness, productivity and cost
efficiency at each level with greater employee participation.

79
 Annex 2.5.6
Public Service (citizen/stakeholder)
Accountability and the Sevottam Model

Introduction:
1. The institutional structures of top down management and isolated managerial
efforts have proved inadequate for satisfying performance i.e. delivery of results and
outcomes. There is over-reliance on ‘command’ models of administrative effort for
service delivery. Citizens and service users are stakeholders and participants not just
‘customers’. This role needs to be institutionalized in the administrative structures
linked to the specific organizational service delivery. This participation of stakeholders
in the process design and their institutional integration into the decision and delivery
framework can be based on a ‘cooperative model’ of consultation and co-production.
Institutional norms and practices become habits and routines and have to be
consciously analyzed, confronted and substituted with alternate institutionalized
practices. This perspective of purpose is important also for determining the type of
Performance Related Incentive Scheme (PRIS) developed and adopted. The importance
of a systems shift from top down monitoring to stakeholder-citizen participation and
co-production with transparency and checks is critical for better public service
delivery.
A. Recommendations of the IIM Ahmedabad: Public Service Accountability as a
Performance Criterion and the Sevottam Model
2. The Synthesis Report of studies on Formulating the Concept, Principles, and
Parameters for Performance-Related Incentives (PRI) in Government states that “in a
democratic society, citizens are considered the owners of the state and the government
is ultimately accountable to them i.e. citizens’ expectations regarding government
services have to be fulfilled. This approach does not however imply taking a short
term approach, where larger public interests are sacrificed for short term gains or only
loud voices of powerful are heard. Apart from citizens, for government there will be
other stakeholders also in the form of politicians (elected representatives), different
government departments (output of some parts of government will be consumed by
government itself) and suppliers of services to government. All the above groups fall
within the accountability map of government. To be responsive to the stakeholders,
employees have to be responsible to requirements of public and other stakeholders and
hence they need to be flexible, sensitive and dynamic. Since the environment is
changing and heterogeneous, it is necessary that suitable systems are developed to

80
understand the environment and capture the stakeholder expectations and
perceptions. Hence performance indicators based on public/stakeholder opinion
becomes a necessity tool. The three criteria for measuring responsiveness are speed
(including waiting time), accuracy with which the service provider responds to a
request for action or information and service quality. In addition there are public
service values expected of a government and internal organizational factors (like
efficiency and effectiveness) to be fulfilled. Measuring responsiveness is difficult, but
multi-dimensional approaches have been developed. By including public service
accountability as a performance criterion it is expected that the attitudes and behavior
of government employees to public will change.
3. The citizen centric governance commitment of Government of India has led to
development of a model for public service delivery (Sevottam). The model has been
developed through extensive consultations with multiple stake holders and it has led
to development of Indian Standard IS: 15700: 2005. By doing that, India has become
the first country to have a published standard for Public Service Delivery. We are of the
view that, for PRI purpose, the Sevottam model can be integrated into the model and
thus employees of ministries/departments fulfilling certain level of public
accountability be rewarded through PRI. Since collective effort of all employees is
required for high quality service delivery, Sevottam score should be a group measure.
The unit of analysis can be the larger organization and/or basic performance units
determined by service delivery requirements. As PRI system progresses in maturity,
minimum performance under Sevottam may be kept as a qualifier for PRI. Here
employees of entire organization (or part) achieving other results, but failing in
Sevottam may not receive PRI. We would like to emphasize that by no means we imply
non-achievement of other performance goals, while achieving Sevottam. In our
opinion, by measuring and rewarding high quality public service delivery, it can be
made a natural priority for teams.”
B. Main Features of Sevottam
4. The Central Government’s Sevottam scheme was initiated as a mechanism to
assess initiatives and best practices relating to service delivery. It is a model of service
delivery standards based on experiments in e-governance. The model synthesizes
ground realities in India with international best practices and has created an
assessment system suitable for government organizations in India. The Bureau of
Indian Standards (BIS) has developed generic standards for quality service delivery (IS
15700:2005) based on the assessment-improvement model developed by DARPG and
TCS. The service provider will develop their own sectoral standards for improvement
in service delivery. There are nine “QUALITY of compliance” criteria for which a
requirement standard has been developed covering the three areas of (a) citizen
charters, (b) grievance redressal and (c) service delivery capability. These criteria
ascertain the extent to which the organization is applying service delivery
improvement tools in a systematic manner and is able to learn from experience. The
criteria are articulated in the form of questions that invite rating on a five-point scale

81
ranging from “ad hoc” to “systematic” action backed up by evidence attached with the
application. An organization that scores well on these criteria deserves commendation
for having understood the utility of service improvement tools and for putting this
understanding to delivery excellence. Once the sectoral standards are achieved through
a systemic process, the organizations can go in for certification. Periodic surveillance
under the certification will ensure that the improvements made are institutionalized
and a sustainable system for managing the quality of public service delivery is
established.
5. Ten Ministries/Departments of Government of India, namely, Department of
Post, Ministry of Communication; Kendriya Vidyalaya Sangthan (KVS), Ministry of
Human Resource Development; Employees Provident Fund Organization, Ministry of
Labour; Passport Division, Ministry of External Affairs; Ministry of Food Processing
Industry; Income Tax, Customs and Excise, Department of Revenue; Ticketing and
Freight Services, Ministry of Railways; Bureau of Indian Standards etc. have been
identified for implementation of the Sevottam. The pilot schemes for streamlining
delivery of these services with increased transparency of transactions, and increased
citizen inputs into governance are at an advanced stage. The Sevottam Scheme is
essentially based on the Service Gap Concept and can be effectively integrated with
PRIS ( see para 2.5.25).

Assessment-Improvement Framework
Service Delivery
Statement (SDS in
Annual Report)
Self-Assessment Format
Assessment
Framework Sectoral Standards
Generic Standard
Ed Pos CBD

Feedback Constant Assessment

G AP
Monitoring
& Control

Not Successful

Apply for Change Detailed

Successful Benchmarking Management Gap Analysis

82
Assessment Criteria in the Sevottam Model (Extracts from Service Delivery Excellence
Model ‘Sevottam’ DARPG)

6. The criteria are set for the compliance requirements and for the improvement
requirements for each of the assessees. The assessment for compliance acts as screening
mechanism to filter out organisations that do not meet the basic requirements for entry
into the assessment process. Theassessment criteria for improvement are divided into
three modules with a total of nine criteria. The following table presents the structure of
the assessment criteria. The elements for assessment are in the form of questions which
enable the assessed to ascertain its status on each of the criteria. An assessee organization
can opt to conduct only a self-assessment, or go in for an external assessment.

Elements for
Critical Areas(3) Criteria(9)
assessment(33)
Implementation 5
Citizen Charter
Monitoring 3
Excellence
Review 3
Receipt 3
Public Grievance Redress Redress 3
Prevention 5
Customers 5
Service Delivery Capability Employees 3
Infrastructure 3

7. PRIS is envisaged as a tool to incentivise adoption of new service standards and

best practices for effective and responsive service delivery – with constant self-assessment
to bridge the service gaps.

83
Illustrative formula for computing Annex 4.4.1
PLB in Railways

In Chapter 4.4, the Commission has recommended that the existing PLB scheme in the
Railways may be replaced by the PRIS and in the meantime, the existing PLB formula
may be reviewed to include financial parameters. One of the options could be to compute
the quantum of PLB using the following formula:-

Bonus = AW1 deserved – AW1 paid

Where
[Total wages1+(surplus1 – K1 surpluso) ]
[ K0 ]
AW Deserved = AW0 [ ------------------------------------------------ ]
[ Total wages0 (L1 / L0) ]

AW = Average wage paid in period 0 or 1 as per the subscript

Total wages1 = wages in period 1

Total wages0 = Wages in period 0

K1 = Total capital in period 1

K0 = Total capital in Period 0

L1 = Labour in period 1

Lo = Labour in period 0

Surplus = Total value addition – Total wages

with subscripts denoting the period

It is possible to exclude the surplus arising only out of fare/freight revisions by

considering everything in real terms i.e. taking all aggregates at constant (base period)
prices.

84
Guidelines contained in National Policy Annex 4.8.1
of persons with disabilities

Employment

50. The following steps will be taken for employment of persons with disabilities:

(i) The government shall initiate a dialogue with private sector organizations to
help persons with disabilities in getting employment.

(ii) Develop appropriate home-based income generation programmes for the

persons with disabilities especially for persons with severe and multiple
disabilities, who opt for such programmes. The system of coaching for
employment will also be encouraged for persons with disabilities and their
caregivers.

(iii) Facilitate modifications in the design of machinery, workstation and work

environment necessary for the disabled persons to operate without barriers in
training centres/factories/industry/offices etc.

(iv) Provide assistance through appropriate agencies like Marketing Boards,

District Rural Development Agencies (DRDAs), private agencies and Non
Governmental Organizations in marketing of goods and services produced by
persons with disabilities.

(v) Coverage of persons with disabilities in poverty alleviation programmes will

be improved so that they get their due share of 3 percent as provided under
statutory provisions.

Barrier-free environment

51. For creation of barrier-free environment, the following strategies will be

adopted:

(i) Public buildings (functional or recreational), transport amenities including

roads, sub-ways and pavements, railway platforms, bus-stops/terminals,
ports, airports, modes of transports (bus, train, plane and waterways),
playgrounds, open space etc. will be made accessible.

85
(ii) Use of sign language in all public functions will be encouraged.

(iii) Modification of Curriculum of Architects and Civil engineers will be

undertaken to include issues relating to construction of barrier-free buildings.
In service training will be provided on these issues to the government
architects and engineers.

(iv) Full adoption of comprehensive building byelaws and space standards for
barrier-free built environment shall be ensured. Effort will be made to ensure
adoption of the byelaws and space standards by all the states, municipal
bodies and Panchayati Raj institutions in the country. These authorities will
ensure that all newly constructed buildings for public use are barrier-free.

(v) State Transport Undertakings will ensure disabled friendly features in their
vehicles. Railways will provide barrier-free coaches in a phased manner. They
will also make the platforms-buildings, toilets and other facilities barrier-free.

(vi) The Government will ensure that Industrial establishments, offices, public
utilities both in public and private sector provide disabled friendly work place
for their employees. Safety standards will be developed and strictly enforced.

(vii) Proactive steps will be taken to ensure disabilities-friendly IT environment in

the country.

(viii) All the buildings, which are for public use, will be audited for its accessibility
to persons with disability. There may be a need to develop professionally
recognized access auditors whose services would be utilized for the purpose.

(ix) Banking system will be encouraged to meet the needs to the persons with
disabilities.

(x) Communication needs to the persons with disabilities will be met by making
information service and public documents accessible. Braille, tape-service,
large print and other appropriate technologies will be used to provide
information for the persons with visual disability.

86
 Annex 5.1.1
Fixation of the pension of the
existing pensioners

Pre-revised Pre-revised Pre-revised

Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP* (if any) DP (if any) DP (if any)
1913 3330 1938 3330 1963 3330
1914 3330 1939 3330 1964 3330
1915 3330 1940 3330 1965 3330
1916 3330 1941 3330 1966 3330
1917 3330 1942 3330 1967 3330
1918 3330 1943 3330 1968 3330
1919 3330 1944 3330 1969 3330
1920 3330 1945 3330 1970 3330
1921 3330 1946 3330 1971 3330
1922 3330 1947 3330 1972 3330
1923 3330 1948 3330 1973 3330
1924 3330 1949 3330 1974 3330
1925 3330 1950 3330 1975 3330
1926 3330 1951 3330 1976 3330
1927 3330 1952 3330 1977 3330
1928 3330 1953 3330 1978 3330
1929 3330 1954 3330 1979 3330
1930 3330 1955 3330 1980 3330
1931 3330 1956 3330 1981 3330
1932 3330 1957 3330 1982 3330
1933 3330 1958 3330 1983 3330
1934 3330 1959 3330 1984 3330
1935 3330 1960 3330 1985 3330
1936 3330 1961 3330 1986 3330
1937 3330 1962 3330 1987 3330
* DP (Dearness Pension in case of pre 1.4.2004 pensioners. For post 31.3.2004
pensioners, the element of DP is included in pension )

87
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
1988 3330 2023 3330 2058 3330
1989 3330 2024 3330 2059 3330
1990 3330 2025 3330 2060 3330
1991 3330 2026 3330 2061 3330
1992 3330 2027 3330 2062 3330
1993 3330 2028 3330 2063 3330
1994 3330 2029 3330 2064 3330
1995 3330 2030 3330 2065 3330
1996 3330 2031 3330 2066 3330
1997 3330 2032 3330 2067 3330
1998 3330 2033 3330 2068 3330
1999 3330 2034 3330 2069 3330
2000 3330 2035 3330 2070 3330
2001 3330 2036 3330 2071 3330
2002 3330 2037 3330 2072 3330
2003 3330 2038 3330 2073 3330
2004 3330 2039 3330 2074 3330
2005 3330 2040 3330 2075 3330
2006 3330 2041 3330 2076 3330
2007 3330 2042 3330 2077 3330
2008 3330 2043 3330 2078 3330
2009 3330 2044 3330 2079 3330
2010 3330 2045 3330 2080 3330
2011 3330 2046 3330 2081 3330
2012 3330 2047 3330 2082 3330
2013 3330 2048 3330 2083 3330
2014 3330 2049 3330 2084 3330
2015 3330 2050 3330 2085 3330
2016 3330 2051 3330 2086 3330
2017 3330 2052 3330 2087 3330
2018 3330 2053 3330 2088 3330
2019 3330 2054 3330 2089 3330
2020 3330 2055 3330 2090 3330
2021 3330 2056 3330 2091 3330
2022 3330 2057 3330 2092 3330

88
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
2093 3330 2128 3330 2163 3330
2094 3330 2129 3330 2164 3330
2095 3330 2130 3330 2165 3330
2096 3330 2131 3330 2166 3330
2097 3330 2132 3330 2167 3330
2098 3330 2133 3330 2168 3330
2099 3330 2134 3330 2169 3330
2100 3330 2135 3330 2170 3330
2101 3330 2136 3330 2171 3330
2102 3330 2137 3330 2172 3330
2103 3330 2138 3330 2173 3330
2104 3330 2139 3330 2174 3330
2105 3330 2140 3330 2175 3330
2106 3330 2141 3330 2176 3330
2107 3330 2142 3330 2177 3330
2108 3330 2143 3330 2178 3330
2109 3330 2144 3330 2179 3330
2110 3330 2145 3330 2180 3330
2111 3330 2146 3330 2181 3330
2112 3330 2147 3330 2182 3330
2113 3330 2148 3330 2183 3330
2114 3330 2149 3330 2184 3330
2115 3330 2150 3330 2185 3330
2116 3330 2151 3330 2186 3330
2117 3330 2152 3330 2187 3330
2118 3330 2153 3330 2188 3330
2119 3330 2154 3330 2189 3330
2120 3330 2155 3330 2190 3330
2121 3330 2156 3330 2191 3330
2122 3330 2157 3330 2192 3330
2123 3330 2158 3330 2193 3330
2124 3330 2159 3330 2194 3330
2125 3330 2160 3330 2195 3330
2126 3330 2161 3330 2196 3330
2127 3330 2162 3330 2197 3330

89
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
2198 3330 2233 3330 2268 3330
2199 3330 2234 3330 2269 3330
2200 3330 2235 3330 2270 3330
2201 3330 2236 3330 2271 3330
2202 3330 2237 3330 2272 3330
2203 3330 2238 3330 2273 3330
2204 3330 2239 3330 2274 3330
2205 3330 2240 3330 2275 3330
2206 3330 2241 3330 2276 3330
2207 3330 2242 3330 2277 3330
2208 3330 2243 3330 2278 3330
2209 3330 2244 3330 2279 3330
2210 3330 2245 3330 2280 3330
2211 3330 2246 3330 2281 3330
2212 3330 2247 3330 2282 3330
2213 3330 2248 3330 2283 3330
2214 3330 2249 3330 2284 3330
2215 3330 2250 3330 2285 3330
2216 3330 2251 3330 2286 3330
2217 3330 2252 3330 2287 3330
2218 3330 2253 3330 2288 3330
2219 3330 2254 3330 2289 3330
2220 3330 2255 3330 2290 3330
2221 3330 2256 3330 2291 3330
2222 3330 2257 3330 2292 3330
2223 3330 2258 3330 2293 3330
2224 3330 2259 3330 2294 3330
2225 3330 2260 3330 2295 3330
2226 3330 2261 3330 2296 3330
2227 3330 2262 3330 2297 3330
2228 3330 2263 3330 2298 3330
2229 3330 2264 3330 2299 3330
2230 3330 2265 3330 2300 3330
2231 3330 2266 3330 2301 3330
2232 3330 2267 3330 2302 3330

90
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
2303 3330 2338 3336 2373 3385
2304 3330 2339 3337 2374 3387
2305 3330 2340 3338 2375 3388
2306 3330 2341 3340 2376 3390
2307 3330 2342 3341 2377 3391
2308 3330 2343 3343 2378 3393
2309 3330 2344 3344 2379 3394
2310 3330 2345 3346 2380 3395
2311 3330 2346 3347 2381 3397
2312 3330 2347 3348 2382 3398
2313 3330 2348 3350 2383 3400
2314 3330 2349 3351 2384 3401
2315 3330 2350 3353 2385 3403
2316 3330 2351 3354 2386 3404
2317 3330 2352 3356 2387 3405
2318 3330 2353 3357 2388 3407
2319 3330 2354 3358 2389 3408
2320 3330 2355 3360 2390 3410
2321 3330 2356 3361 2391 3411
2322 3330 2357 3363 2392 3413
2323 3330 2358 3364 2393 3414
2324 3330 2359 3366 2394 3415
2325 3330 2360 3367 2395 3417
2326 3330 2361 3368 2396 3418
2327 3330 2362 3370 2397 3420
2328 3330 2363 3371 2398 3421
2329 3330 2364 3373 2399 3423
2330 3330 2365 3374 2400 3424
2331 3330 2366 3375 2401 3425
2332 3330 2367 3377 2402 3427
2333 3330 2368 3378 2403 3428
2334 3330 2369 3380 2404 3430
2335 3331 2370 3381 2405 3431
2336 3333 2371 3383 2406 3433
2337 3334 2372 3384 2407 3434

91
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
2408 3435 2443 3485 2478 3535
2409 3437 2444 3487 2479 3537
2410 3438 2445 3488 2480 3538
2411 3440 2446 3490 2481 3540
2412 3441 2447 3491 2482 3541
2413 3443 2448 3492 2483 3542
2414 3444 2449 3494 2484 3544
2415 3445 2450 3495 2485 3545
2416 3447 2451 3497 2486 3547
2417 3448 2452 3498 2487 3548
2418 3450 2453 3500 2488 3550
2419 3451 2454 3501 2489 3551
2420 3453 2455 3502 2490 3552
2421 3454 2456 3504 2491 3554
2422 3455 2457 3505 2492 3555
2423 3457 2458 3507 2493 3557
2424 3458 2459 3508 2494 3558
2425 3460 2460 3510 2495 3560
2426 3461 2461 3511 2496 3561
2427 3463 2462 3512 2497 3562
2428 3464 2463 3514 2498 3564
2429 3465 2464 3515 2499 3565
2430 3467 2465 3517 2500 3567
2431 3468 2466 3518 2501 3568
2432 3470 2467 3520 2502 3570
2433 3471 2468 3521 2503 3571
2434 3473 2469 3522 2504 3572
2435 3474 2470 3524 2505 3574
2436 3475 2471 3525 2506 3575
2437 3477 2472 3527 2507 3577
2438 3478 2473 3528 2508 3578
2439 3480 2474 3530 2509 3580
2440 3481 2475 3531 2510 3581
2441 3482 2476 3532 2511 3582
2442 3484 2477 3534 2512 3584

92
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
2513 3585 2548 3635 2583 3685
2514 3587 2549 3637 2584 3687
2515 3588 2550 3638 2585 3688
2516 3589 2551 3639 2586 3689
2517 3591 2552 3641 2587 3691
2518 3592 2553 3642 2588 3692
2519 3594 2554 3644 2589 3694
2520 3595 2555 3645 2590 3695
2521 3597 2556 3647 2591 3696
2522 3598 2557 3648 2592 3698
2523 3599 2558 3649 2593 3699
2524 3601 2559 3651 2594 3701
2525 3602 2560 3652 2595 3702
2526 3604 2561 3654 2596 3704
2527 3605 2562 3655 2597 3705
2528 3607 2563 3657 2598 3706
2529 3608 2564 3658 2599 3708
2530 3609 2565 3659 2600 3709
2531 3611 2566 3661 2601 3711
2532 3612 2567 3662 2602 3712
2533 3614 2568 3664 2603 3714
2534 3615 2569 3665 2604 3715
2535 3617 2570 3667 2605 3716
2536 3618 2571 3668 2606 3718
2537 3619 2572 3669 2607 3719
2538 3621 2573 3671 2608 3721
2539 3622 2574 3672 2609 3722
2540 3624 2575 3674 2610 3724
2541 3625 2576 3675 2611 3725
2542 3627 2577 3677 2612 3726
2543 3628 2578 3678 2613 3728
2544 3629 2579 3679 2614 3729
2545 3631 2580 3681 2615 3731
2546 3632 2581 3682 2616 3732
2547 3634 2582 3684 2617 3734

93
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
2618 3735 2653 3785 2688 3835
2619 3736 2654 3786 2689 3836
2620 3738 2655 3788 2690 3838
2621 3739 2656 3789 2691 3839
2622 3741 2657 3791 2692 3841
2623 3742 2658 3792 2693 3842
2624 3744 2659 3794 2694 3843
2625 3745 2660 3795 2695 3845
2626 3746 2661 3796 2696 3846
2627 3748 2662 3798 2697 3848
2628 3749 2663 3799 2698 3849
2629 3751 2664 3801 2699 3851
2630 3752 2665 3802 2700 3852
2631 3754 2666 3803 2701 3853
2632 3755 2667 3805 2702 3855
2633 3756 2668 3806 2703 3856
2634 3758 2669 3808 2704 3858
2635 3759 2670 3809 2705 3859
2636 3761 2671 3811 2706 3861
2637 3762 2672 3812 2707 3862
2638 3764 2673 3813 2708 3863
2639 3765 2674 3815 2709 3865
2640 3766 2675 3816 2710 3866
2641 3768 2676 3818 2711 3868
2642 3769 2677 3819 2712 3869
2643 3771 2678 3821 2713 3871
2644 3772 2679 3822 2714 3872
2645 3774 2680 3823 2715 3873
2646 3775 2681 3825 2716 3875
2647 3776 2682 3826 2717 3876
2648 3778 2683 3828 2718 3878
2649 3779 2684 3829 2719 3879
2650 3781 2685 3831 2720 3881
2651 3782 2686 3832 2721 3882
2652 3784 2687 3833 2722 3883

94
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
2723 3885 2758 3935 2793 3985
2724 3886 2759 3936 2794 3986
2725 3888 2760 3938 2795 3988
2726 3889 2761 3939 2796 3989
2727 3891 2762 3940 2797 3990
2728 3892 2763 3942 2798 3992
2729 3893 2764 3943 2799 3993
2730 3895 2765 3945 2800 3995
2731 3896 2766 3946 2801 3996
2732 3898 2767 3948 2802 3998
2733 3899 2768 3949 2803 3999
2734 3901 2769 3950 2804 4000
2735 3902 2770 3952 2805 4002
2736 3903 2771 3953 2806 4003
2737 3905 2772 3955 2807 4005
2738 3906 2773 3956 2808 4006
2739 3908 2774 3958 2809 4008
2740 3909 2775 3959 2810 4009
2741 3910 2776 3960 2811 4010
2742 3912 2777 3962 2812 4012
2743 3913 2778 3963 2813 4013
2744 3915 2779 3965 2814 4015
2745 3916 2780 3966 2815 4016
2746 3918 2781 3968 2816 4017
2747 3919 2782 3969 2817 4019
2748 3920 2783 3970 2818 4020
2749 3922 2784 3972 2819 4022
2750 3923 2785 3973 2820 4023
2751 3925 2786 3975 2821 4025
2752 3926 2787 3976 2822 4026
2753 3928 2788 3978 2823 4027
2754 3929 2789 3979 2824 4029
2755 3930 2790 3980 2825 4030
2756 3932 2791 3982 2826 4032
2757 3933 2792 3983 2827 4033

95
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
2828 4035 2863 4085 2898 4134
2829 4036 2864 4086 2899 4136
2830 4037 2865 4087 2900 4137
2831 4039 2866 4089 2901 4139
2832 4040 2867 4090 2902 4140
2833 4042 2868 4092 2903 4142
2834 4043 2869 4093 2904 4143
2835 4045 2870 4095 2905 4144
2836 4046 2871 4096 2906 4146
2837 4047 2872 4097 2907 4147
2838 4049 2873 4099 2908 4149
2839 4050 2874 4100 2909 4150
2840 4052 2875 4102 2910 4152
2841 4053 2876 4103 2911 4153
2842 4055 2877 4105 2912 4154
2843 4056 2878 4106 2913 4156
2844 4057 2879 4107 2914 4157
2845 4059 2880 4109 2915 4159
2846 4060 2881 4110 2916 4160
2847 4062 2882 4112 2917 4162
2848 4063 2883 4113 2918 4163
2849 4065 2884 4115 2919 4164
2850 4066 2885 4116 2920 4166
2851 4067 2886 4117 2921 4167
2852 4069 2887 4119 2922 4169
2853 4070 2888 4120 2923 4170
2854 4072 2889 4122 2924 4172
2855 4073 2890 4123 2925 4173
2856 4075 2891 4124 2926 4174
2857 4076 2892 4126 2927 4176
2858 4077 2893 4127 2928 4177
2859 4079 2894 4129 2929 4179
2860 4080 2895 4130 2930 4180
2861 4082 2896 4132 2931 4182
2862 4083 2897 4133 2932 4183

96
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
2933 4184 2968 4234 3003 4284
2934 4186 2969 4236 3004 4286
2935 4187 2970 4237 3005 4287
2936 4189 2971 4239 3006 4289
2937 4190 2972 4240 3007 4290
2938 4192 2973 4241 3008 4291
2939 4193 2974 4243 3009 4293
2940 4194 2975 4244 3010 4294
2941 4196 2976 4246 3011 4296
2942 4197 2977 4247 3012 4297
2943 4199 2978 4249 3013 4299
2944 4200 2979 4250 3014 4300
2945 4202 2980 4251 3015 4301
2946 4203 2981 4253 3016 4303
2947 4204 2982 4254 3017 4304
2948 4206 2983 4256 3018 4306
2949 4207 2984 4257 3019 4307
2950 4209 2985 4259 3020 4309
2951 4210 2986 4260 3021 4310
2952 4212 2987 4261 3022 4311
2953 4213 2988 4263 3023 4313
2954 4214 2989 4264 3024 4314
2955 4216 2990 4266 3025 4316
2956 4217 2991 4267 3026 4317
2957 4219 2992 4269 3027 4319
2958 4220 2993 4270 3028 4320
2959 4222 2994 4271 3029 4321
2960 4223 2995 4273 3030 4323
2961 4224 2996 4274 3031 4324
2962 4226 2997 4276 3032 4326
2963 4227 2998 4277 3033 4327
2964 4229 2999 4279 3034 4329
2965 4230 3000 4280 3035 4330
2966 4231 3001 4281 3036 4331
2967 4233 3002 4283 3037 4333

97
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
3038 4334 3073 4384 3108 4434
3039 4336 3074 4386 3109 4436
3040 4337 3075 4387 3110 4437
3041 4338 3076 4388 3111 4438
3042 4340 3077 4390 3112 4440
3043 4341 3078 4391 3113 4441
3044 4343 3079 4393 3114 4443
3045 4344 3080 4394 3115 4444
3046 4346 3081 4396 3116 4445
3047 4347 3082 4397 3117 4447
3048 4348 3083 4398 3118 4448
3049 4350 3084 4400 3119 4450
3050 4351 3085 4401 3120 4451
3051 4353 3086 4403 3121 4453
3052 4354 3087 4404 3122 4454
3053 4356 3088 4406 3123 4455
3054 4357 3089 4407 3124 4457
3055 4358 3090 4408 3125 4458
3056 4360 3091 4410 3126 4460
3057 4361 3092 4411 3127 4461
3058 4363 3093 4413 3128 4463
3059 4364 3094 4414 3129 4464
3060 4366 3095 4416 3130 4465
3061 4367 3096 4417 3131 4467
3062 4368 3097 4418 3132 4468
3063 4370 3098 4420 3133 4470
3064 4371 3099 4421 3134 4471
3065 4373 3100 4423 3135 4473
3066 4374 3101 4424 3136 4474
3067 4376 3102 4426 3137 4475
3068 4377 3103 4427 3138 4477
3069 4378 3104 4428 3139 4478
3070 4380 3105 4430 3140 4480
3071 4381 3106 4431 3141 4481
3072 4383 3107 4433 3142 4483

98
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
3143 4484 3178 4534 3213 4584
3144 4485 3179 4535 3214 4585
3145 4487 3180 4537 3215 4587
3146 4488 3181 4538 3216 4588
3147 4490 3182 4540 3217 4590
3148 4491 3183 4541 3218 4591
3149 4493 3184 4543 3219 4592
3150 4494 3185 4544 3220 4594
3151 4495 3186 4545 3221 4595
3152 4497 3187 4547 3222 4597
3153 4498 3188 4548 3223 4598
3154 4500 3189 4550 3224 4600
3155 4501 3190 4551 3225 4601
3156 4503 3191 4552 3226 4602
3157 4504 3192 4554 3227 4604
3158 4505 3193 4555 3228 4605
3159 4507 3194 4557 3229 4607
3160 4508 3195 4558 3230 4608
3161 4510 3196 4560 3231 4610
3162 4511 3197 4561 3232 4611
3163 4513 3198 4562 3233 4612
3164 4514 3199 4564 3234 4614
3165 4515 3200 4565 3235 4615
3166 4517 3201 4567 3236 4617
3167 4518 3202 4568 3237 4618
3168 4520 3203 4570 3238 4620
3169 4521 3204 4571 3239 4621
3170 4523 3205 4572 3240 4622
3171 4524 3206 4574 3241 4624
3172 4525 3207 4575 3242 4625
3173 4527 3208 4577 3243 4627
3174 4528 3209 4578 3244 4628
3175 4530 3210 4580 3245 4630
3176 4531 3211 4581 3246 4631
3177 4533 3212 4582 3247 4632

99
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
3248 4634 3283 4684 3318 4734
3249 4635 3284 4685 3319 4735
3250 4637 3285 4687 3320 4737
3251 4638 3286 4688 3321 4738
3252 4640 3287 4689 3322 4739
3253 4641 3288 4691 3323 4741
3254 4642 3289 4692 3324 4742
3255 4644 3290 4694 3325 4744
3256 4645 3291 4695 3326 4745
3257 4647 3292 4697 3327 4747
3258 4648 3293 4698 3328 4748
3259 4650 3294 4699 3329 4749
3260 4651 3295 4701 3330 4751
3261 4652 3296 4702 3331 4752
3262 4654 3297 4704 3332 4754
3263 4655 3298 4705 3333 4755
3264 4657 3299 4707 3334 4757
3265 4658 3300 4708 3335 4758
3266 4659 3301 4709 3336 4759
3267 4661 3302 4711 3337 4761
3268 4662 3303 4712 3338 4762
3269 4664 3304 4714 3339 4764
3270 4665 3305 4715 3340 4765
3271 4667 3306 4717 3341 4766
3272 4668 3307 4718 3342 4768
3273 4669 3308 4719 3343 4769
3274 4671 3309 4721 3344 4771
3275 4672 3310 4722 3345 4772
3276 4674 3311 4724 3346 4774
3277 4675 3312 4725 3347 4775
3278 4677 3313 4727 3348 4776
3279 4678 3314 4728 3349 4778
3280 4679 3315 4729 3350 4779
3281 4681 3316 4731 3351 4781
3282 4682 3317 4732 3352 4782

100
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
3353 4784 3388 4834 3423 4883
3354 4785 3389 4835 3424 4885
3355 4786 3390 4836 3425 4886
3356 4788 3391 4838 3426 4888
3357 4789 3392 4839 3427 4889
3358 4791 3393 4841 3428 4891
3359 4792 3394 4842 3429 4892
3360 4794 3395 4844 3430 4893
3361 4795 3396 4845 3431 4895
3362 4796 3397 4846 3432 4896
3363 4798 3398 4848 3433 4898
3364 4799 3399 4849 3434 4899
3365 4801 3400 4851 3435 4901
3366 4802 3401 4852 3436 4902
3367 4804 3402 4854 3437 4903
3368 4805 3403 4855 3438 4905
3369 4806 3404 4856 3439 4906
3370 4808 3405 4858 3440 4908
3371 4809 3406 4859 3441 4909
3372 4811 3407 4861 3442 4911
3373 4812 3408 4862 3443 4912
3374 4814 3409 4864 3444 4913
3375 4815 3410 4865 3445 4915
3376 4816 3411 4866 3446 4916
3377 4818 3412 4868 3447 4918
3378 4819 3413 4869 3448 4919
3379 4821 3414 4871 3449 4921
3380 4822 3415 4872 3450 4922
3381 4824 3416 4873 3451 4923
3382 4825 3417 4875 3452 4925
3383 4826 3418 4876 3453 4926
3384 4828 3419 4878 3454 4928
3385 4829 3420 4879 3455 4929
3386 4831 3421 4881 3456 4931
3387 4832 3422 4882 3457 4932

101
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
3458 4933 3493 4983 3528 5033
3459 4935 3494 4985 3529 5035
3460 4936 3495 4986 3530 5036
3461 4938 3496 4988 3531 5038
3462 4939 3497 4989 3532 5039
3463 4941 3498 4990 3533 5040
3464 4942 3499 4992 3534 5042
3465 4943 3500 4993 3535 5043
3466 4945 3501 4995 3536 5045
3467 4946 3502 4996 3537 5046
3468 4948 3503 4998 3538 5048
3469 4949 3504 4999 3539 5049
3470 4951 3505 5000 3540 5050
3471 4952 3506 5002 3541 5052
3472 4953 3507 5003 3542 5053
3473 4955 3508 5005 3543 5055
3474 4956 3509 5006 3544 5056
3475 4958 3510 5008 3545 5058
3476 4959 3511 5009 3546 5059
3477 4961 3512 5010 3547 5060
3478 4962 3513 5012 3548 5062
3479 4963 3514 5013 3549 5063
3480 4965 3515 5015 3550 5065
3481 4966 3516 5016 3551 5066
3482 4968 3517 5018 3552 5068
3483 4969 3518 5019 3553 5069
3484 4971 3519 5020 3554 5070
3485 4972 3520 5022 3555 5072
3486 4973 3521 5023 3556 5073
3487 4975 3522 5025 3557 5075
3488 4976 3523 5026 3558 5076
3489 4978 3524 5028 3559 5078
3490 4979 3525 5029 3560 5079
3491 4980 3526 5030 3561 5080
3492 4982 3527 5032 3562 5082

102
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
3563 5083 3598 5133 3633 5183
3564 5085 3599 5135 3634 5185
3565 5086 3600 5136 3635 5186
3566 5087 3601 5137 3636 5187
3567 5089 3602 5139 3637 5189
3568 5090 3603 5140 3638 5190
3569 5092 3604 5142 3639 5192
3570 5093 3605 5143 3640 5193
3571 5095 3606 5145 3641 5194
3572 5096 3607 5146 3642 5196
3573 5097 3608 5147 3643 5197
3574 5099 3609 5149 3644 5199
3575 5100 3610 5150 3645 5200
3576 5102 3611 5152 3646 5202
3577 5103 3612 5153 3647 5203
3578 5105 3613 5155 3648 5204
3579 5106 3614 5156 3649 5206
3580 5107 3615 5157 3650 5207
3581 5109 3616 5159 3651 5209
3582 5110 3617 5160 3652 5210
3583 5112 3618 5162 3653 5212
3584 5113 3619 5163 3654 5213
3585 5115 3620 5165 3655 5214
3586 5116 3621 5166 3656 5216
3587 5117 3622 5167 3657 5217
3588 5119 3623 5169 3658 5219
3589 5120 3624 5170 3659 5220
3590 5122 3625 5172 3660 5222
3591 5123 3626 5173 3661 5223
3592 5125 3627 5175 3662 5224
3593 5126 3628 5176 3663 5226
3594 5127 3629 5177 3664 5227
3595 5129 3630 5179 3665 5229
3596 5130 3631 5180 3666 5230
3597 5132 3632 5182 3667 5232

103
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
3668 5233 3703 5283 3738 5333
3669 5234 3704 5284 3739 5334
3670 5236 3705 5286 3740 5336
3671 5237 3706 5287 3741 5337
3672 5239 3707 5289 3742 5339
3673 5240 3708 5290 3743 5340
3674 5242 3709 5292 3744 5341
3675 5243 3710 5293 3745 5343
3676 5244 3711 5294 3746 5344
3677 5246 3712 5296 3747 5346
3678 5247 3713 5297 3748 5347
3679 5249 3714 5299 3749 5349
3680 5250 3715 5300 3750 5350
3681 5252 3716 5301 3751 5351
3682 5253 3717 5303 3752 5353
3683 5254 3718 5304 3753 5354
3684 5256 3719 5306 3754 5356
3685 5257 3720 5307 3755 5357
3686 5259 3721 5309 3756 5359
3687 5260 3722 5310 3757 5360
3688 5262 3723 5311 3758 5361
3689 5263 3724 5313 3759 5363
3690 5264 3725 5314 3760 5364
3691 5266 3726 5316 3761 5366
3692 5267 3727 5317 3762 5367
3693 5269 3728 5319 3763 5369
3694 5270 3729 5320 3764 5370
3695 5272 3730 5321 3765 5371
3696 5273 3731 5323 3766 5373
3697 5274 3732 5324 3767 5374
3698 5276 3733 5326 3768 5376
3699 5277 3734 5327 3769 5377
3700 5279 3735 5329 3770 5379
3701 5280 3736 5330 3771 5380
3702 5282 3737 5331 3772 5381

104
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
3773 5383 3808 5433 3843 5483
3774 5384 3809 5434 3844 5484
3775 5386 3810 5436 3845 5486
3776 5387 3811 5437 3846 5487
3777 5389 3812 5438 3847 5488
3778 5390 3813 5440 3848 5490
3779 5391 3814 5441 3849 5491
3780 5393 3815 5443 3850 5493
3781 5394 3816 5444 3851 5494
3782 5396 3817 5446 3852 5496
3783 5397 3818 5447 3853 5497
3784 5399 3819 5448 3854 5498
3785 5400 3820 5450 3855 5500
3786 5401 3821 5451 3856 5501
3787 5403 3822 5453 3857 5503
3788 5404 3823 5454 3858 5504
3789 5406 3824 5456 3859 5506
3790 5407 3825 5457 3860 5507
3791 5408 3826 5458 3861 5508
3792 5410 3827 5460 3862 5510
3793 5411 3828 5461 3863 5511
3794 5413 3829 5463 3864 5513
3795 5414 3830 5464 3865 5514
3796 5416 3831 5466 3866 5515
3797 5417 3832 5467 3867 5517
3798 5418 3833 5468 3868 5518
3799 5420 3834 5470 3869 5520
3800 5421 3835 5471 3870 5521
3801 5423 3836 5473 3871 5523
3802 5424 3837 5474 3872 5524
3803 5426 3838 5476 3873 5525
3804 5427 3839 5477 3874 5527
3805 5428 3840 5478 3875 5528
3806 5430 3841 5480 3876 5530
3807 5431 3842 5481 3877 5531

105
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
3878 5533 3913 5583 3948 5632
3879 5534 3914 5584 3949 5634
3880 5535 3915 5585 3950 5635
3881 5537 3916 5587 3951 5637
3882 5538 3917 5588 3952 5638
3883 5540 3918 5590 3953 5640
3884 5541 3919 5591 3954 5641
3885 5543 3920 5593 3955 5642
3886 5544 3921 5594 3956 5644
3887 5545 3922 5595 3957 5645
3888 5547 3923 5597 3958 5647
3889 5548 3924 5598 3959 5648
3890 5550 3925 5600 3960 5650
3891 5551 3926 5601 3961 5651
3892 5553 3927 5603 3962 5652
3893 5554 3928 5604 3963 5654
3894 5555 3929 5605 3964 5655
3895 5557 3930 5607 3965 5657
3896 5558 3931 5608 3966 5658
3897 5560 3932 5610 3967 5660
3898 5561 3933 5611 3968 5661
3899 5563 3934 5613 3969 5662
3900 5564 3935 5614 3970 5664
3901 5565 3936 5615 3971 5665
3902 5567 3937 5617 3972 5667
3903 5568 3938 5618 3973 5668
3904 5570 3939 5620 3974 5670
3905 5571 3940 5621 3975 5671
3906 5573 3941 5622 3976 5672
3907 5574 3942 5624 3977 5674
3908 5575 3943 5625 3978 5675
3909 5577 3944 5627 3979 5677
3910 5578 3945 5628 3980 5678
3911 5580 3946 5630 3981 5680
3912 5581 3947 5631 3982 5681

106
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
3983 5682 4018 5732 4053 5782
3984 5684 4019 5734 4054 5784
3985 5685 4020 5735 4055 5785
3986 5687 4021 5737 4056 5787
3987 5688 4022 5738 4057 5788
3988 5690 4023 5739 4058 5789
3989 5691 4024 5741 4059 5791
3990 5692 4025 5742 4060 5792
3991 5694 4026 5744 4061 5794
3992 5695 4027 5745 4062 5795
3993 5697 4028 5747 4063 5797
3994 5698 4029 5748 4064 5798
3995 5700 4030 5749 4065 5799
3996 5701 4031 5751 4066 5801
3997 5702 4032 5752 4067 5802
3998 5704 4033 5754 4068 5804
3999 5705 4034 5755 4069 5805
4000 5707 4035 5757 4070 5807
4001 5708 4036 5758 4071 5808
4002 5710 4037 5759 4072 5809
4003 5711 4038 5761 4073 5811
4004 5712 4039 5762 4074 5812
4005 5714 4040 5764 4075 5814
4006 5715 4041 5765 4076 5815
4007 5717 4042 5767 4077 5817
4008 5718 4043 5768 4078 5818
4009 5720 4044 5769 4079 5819
4010 5721 4045 5771 4080 5821
4011 5722 4046 5772 4081 5822
4012 5724 4047 5774 4082 5824
4013 5725 4048 5775 4083 5825
4014 5727 4049 5777 4084 5827
4015 5728 4050 5778 4085 5828
4016 5729 4051 5779 4086 5829
4017 5731 4052 5781 4087 5831

107
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
4088 5832 4123 5882 4158 5932
4089 5834 4124 5884 4159 5934
4090 5835 4125 5885 4160 5935
4091 5836 4126 5886 4161 5936
4092 5838 4127 5888 4162 5938
4093 5839 4128 5889 4163 5939
4094 5841 4129 5891 4164 5941
4095 5842 4130 5892 4165 5942
4096 5844 4131 5894 4166 5943
4097 5845 4132 5895 4167 5945
4098 5846 4133 5896 4168 5946
4099 5848 4134 5898 4169 5948
4100 5849 4135 5899 4170 5949
4101 5851 4136 5901 4171 5951
4102 5852 4137 5902 4172 5952
4103 5854 4138 5904 4173 5953
4104 5855 4139 5905 4174 5955
4105 5856 4140 5906 4175 5956
4106 5858 4141 5908 4176 5958
4107 5859 4142 5909 4177 5959
4108 5861 4143 5911 4178 5961
4109 5862 4144 5912 4179 5962
4110 5864 4145 5914 4180 5963
4111 5865 4146 5915 4181 5965
4112 5866 4147 5916 4182 5966
4113 5868 4148 5918 4183 5968
4114 5869 4149 5919 4184 5969
4115 5871 4150 5921 4185 5971
4116 5872 4151 5922 4186 5972
4117 5874 4152 5924 4187 5973
4118 5875 4153 5925 4188 5975
4119 5876 4154 5926 4189 5976
4120 5878 4155 5928 4190 5978
4121 5879 4156 5929 4191 5979
4122 5881 4157 5931 4192 5981

108
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
4193 5982 4228 6032 4263 6082
4194 5983 4229 6033 4264 6083
4195 5985 4230 6035 4265 6085
4196 5986 4231 6036 4266 6086
4197 5988 4232 6038 4267 6088
4198 5989 4233 6039 4268 6089
4199 5991 4234 6041 4269 6090
4200 5992 4235 6042 4270 6092
4201 5993 4236 6043 4271 6093
4202 5995 4237 6045 4272 6095
4203 5996 4238 6046 4273 6096
4204 5998 4239 6048 4274 6098
4205 5999 4240 6049 4275 6099
4206 6001 4241 6050 4276 6100
4207 6002 4242 6052 4277 6102
4208 6003 4243 6053 4278 6103
4209 6005 4244 6055 4279 6105
4210 6006 4245 6056 4280 6106
4211 6008 4246 6058 4281 6108
4212 6009 4247 6059 4282 6109
4213 6011 4248 6060 4283 6110
4214 6012 4249 6062 4284 6112
4215 6013 4250 6063 4285 6113
4216 6015 4251 6065 4286 6115
4217 6016 4252 6066 4287 6116
4218 6018 4253 6068 4288 6118
4219 6019 4254 6069 4289 6119
4220 6021 4255 6070 4290 6120
4221 6022 4256 6072 4291 6122
4222 6023 4257 6073 4292 6123
4223 6025 4258 6075 4293 6125
4224 6026 4259 6076 4294 6126
4225 6028 4260 6078 4295 6128
4226 6029 4261 6079 4296 6129
4227 6031 4262 6080 4297 6130

109
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
4298 6132 4333 6182 4368 6232
4299 6133 4334 6183 4369 6233
4300 6135 4335 6185 4370 6235
4301 6136 4336 6186 4371 6236
4302 6138 4337 6187 4372 6237
4303 6139 4338 6189 4373 6239
4304 6140 4339 6190 4374 6240
4305 6142 4340 6192 4375 6242
4306 6143 4341 6193 4376 6243
4307 6145 4342 6195 4377 6245
4308 6146 4343 6196 4378 6246
4309 6148 4344 6197 4379 6247
4310 6149 4345 6199 4380 6249
4311 6150 4346 6200 4381 6250
4312 6152 4347 6202 4382 6252
4313 6153 4348 6203 4383 6253
4314 6155 4349 6205 4384 6255
4315 6156 4350 6206 4385 6256
4316 6157 4351 6207 4386 6257
4317 6159 4352 6209 4387 6259
4318 6160 4353 6210 4388 6260
4319 6162 4354 6212 4389 6262
4320 6163 4355 6213 4390 6263
4321 6165 4356 6215 4391 6264
4322 6166 4357 6216 4392 6266
4323 6167 4358 6217 4393 6267
4324 6169 4359 6219 4394 6269
4325 6170 4360 6220 4395 6270
4326 6172 4361 6222 4396 6272
4327 6173 4362 6223 4397 6273
4328 6175 4363 6225 4398 6274
4329 6176 4364 6226 4399 6276
4330 6177 4365 6227 4400 6277
4331 6179 4366 6229 4401 6279
4332 6180 4367 6230 4402 6280

110
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
4403 6282 4438 6332 4473 6381
4404 6283 4439 6333 4474 6383
4405 6284 4440 6334 4475 6384
4406 6286 4441 6336 4476 6386
4407 6287 4442 6337 4477 6387
4408 6289 4443 6339 4478 6389
4409 6290 4444 6340 4479 6390
4410 6292 4445 6342 4480 6391
4411 6293 4446 6343 4481 6393
4412 6294 4447 6344 4482 6394
4413 6296 4448 6346 4483 6396
4414 6297 4449 6347 4484 6397
4415 6299 4450 6349 4485 6399
4416 6300 4451 6350 4486 6400
4417 6302 4452 6352 4487 6401
4418 6303 4453 6353 4488 6403
4419 6304 4454 6354 4489 6404
4420 6306 4455 6356 4490 6406
4421 6307 4456 6357 4491 6407
4422 6309 4457 6359 4492 6409
4423 6310 4458 6360 4493 6410
4424 6312 4459 6362 4494 6411
4425 6313 4460 6363 4495 6413
4426 6314 4461 6364 4496 6414
4427 6316 4462 6366 4497 6416
4428 6317 4463 6367 4498 6417
4429 6319 4464 6369 4499 6419
4430 6320 4465 6370 4500 6420
4431 6322 4466 6371 4501 6421
4432 6323 4467 6373 4502 6423
4433 6324 4468 6374 4503 6424
4434 6326 4469 6376 4504 6426
4435 6327 4470 6377 4505 6427
4436 6329 4471 6379 4506 6429
4437 6330 4472 6380 4507 6430

111
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
4508 6431 4543 6481 4578 6531
4509 6433 4544 6483 4579 6533
4510 6434 4545 6484 4580 6534
4511 6436 4546 6486 4581 6536
4512 6437 4547 6487 4582 6537
4513 6439 4548 6488 4583 6538
4514 6440 4549 6490 4584 6540
4515 6441 4550 6491 4585 6541
4516 6443 4551 6493 4586 6543
4517 6444 4552 6494 4587 6544
4518 6446 4553 6496 4588 6546
4519 6447 4554 6497 4589 6547
4520 6449 4555 6498 4590 6548
4521 6450 4556 6500 4591 6550
4522 6451 4557 6501 4592 6551
4523 6453 4558 6503 4593 6553
4524 6454 4559 6504 4594 6554
4525 6456 4560 6506 4595 6556
4526 6457 4561 6507 4596 6557
4527 6459 4562 6508 4597 6558
4528 6460 4563 6510 4598 6560
4529 6461 4564 6511 4599 6561
4530 6463 4565 6513 4600 6563
4531 6464 4566 6514 4601 6564
4532 6466 4567 6516 4602 6566
4533 6467 4568 6517 4603 6567
4534 6469 4569 6518 4604 6568
4535 6470 4570 6520 4605 6570
4536 6471 4571 6521 4606 6571
4537 6473 4572 6523 4607 6573
4538 6474 4573 6524 4608 6574
4539 6476 4574 6526 4609 6576
4540 6477 4575 6527 4610 6577
4541 6478 4576 6528 4611 6578
4542 6480 4577 6530 4612 6580

112
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
4613 6581 4648 6631 4683 6681
4614 6583 4649 6633 4684 6683
4615 6584 4650 6634 4685 6684
4616 6585 4651 6635 4686 6685
4617 6587 4652 6637 4687 6687
4618 6588 4653 6638 4688 6688
4619 6590 4654 6640 4689 6690
4620 6591 4655 6641 4690 6691
4621 6593 4656 6643 4691 6692
4622 6594 4657 6644 4692 6694
4623 6595 4658 6645 4693 6695
4624 6597 4659 6647 4694 6697
4625 6598 4660 6648 4695 6698
4626 6600 4661 6650 4696 6700
4627 6601 4662 6651 4697 6701
4628 6603 4663 6653 4698 6702
4629 6604 4664 6654 4699 6704
4630 6605 4665 6655 4700 6705
4631 6607 4666 6657 4701 6707
4632 6608 4667 6658 4702 6708
4633 6610 4668 6660 4703 6710
4634 6611 4669 6661 4704 6711
4635 6613 4670 6663 4705 6712
4636 6614 4671 6664 4706 6714
4637 6615 4672 6665 4707 6715
4638 6617 4673 6667 4708 6717
4639 6618 4674 6668 4709 6718
4640 6620 4675 6670 4710 6720
4641 6621 4676 6671 4711 6721
4642 6623 4677 6673 4712 6722
4643 6624 4678 6674 4713 6724
4644 6625 4679 6675 4714 6725
4645 6627 4680 6677 4715 6727
4646 6628 4681 6678 4716 6728
4647 6630 4682 6680 4717 6730

113
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
4718 6731 4753 6781 4788 6831
4719 6732 4754 6782 4789 6832
4720 6734 4755 6784 4790 6834
4721 6735 4756 6785 4791 6835
4722 6737 4757 6787 4792 6837
4723 6738 4758 6788 4793 6838
4724 6740 4759 6790 4794 6839
4725 6741 4760 6791 4795 6841
4726 6742 4761 6792 4796 6842
4727 6744 4762 6794 4797 6844
4728 6745 4763 6795 4798 6845
4729 6747 4764 6797 4799 6847
4730 6748 4765 6798 4800 6848
4731 6750 4766 6799 4801 6849
4732 6751 4767 6801 4802 6851
4733 6752 4768 6802 4803 6852
4734 6754 4769 6804 4804 6854
4735 6755 4770 6805 4805 6855
4736 6757 4771 6807 4806 6857
4737 6758 4772 6808 4807 6858
4738 6760 4773 6809 4808 6859
4739 6761 4774 6811 4809 6861
4740 6762 4775 6812 4810 6862
4741 6764 4776 6814 4811 6864
4742 6765 4777 6815 4812 6865
4743 6767 4778 6817 4813 6867
4744 6768 4779 6818 4814 6868
4745 6770 4780 6819 4815 6869
4746 6771 4781 6821 4816 6871
4747 6772 4782 6822 4817 6872
4748 6774 4783 6824 4818 6874
4749 6775 4784 6825 4819 6875
4750 6777 4785 6827 4820 6877
4751 6778 4786 6828 4821 6878
4752 6780 4787 6829 4822 6879

114
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
4823 6881 4858 6931 4893 6981
4824 6882 4859 6932 4894 6982
4825 6884 4860 6934 4895 6984
4826 6885 4861 6935 4896 6985
4827 6887 4862 6936 4897 6986
4828 6888 4863 6938 4898 6988
4829 6889 4864 6939 4899 6989
4830 6891 4865 6941 4900 6991
4831 6892 4866 6942 4901 6992
4832 6894 4867 6944 4902 6994
4833 6895 4868 6945 4903 6995
4834 6897 4869 6946 4904 6996
4835 6898 4870 6948 4905 6998
4836 6899 4871 6949 4906 6999
4837 6901 4872 6951 4907 7001
4838 6902 4873 6952 4908 7002
4839 6904 4874 6954 4909 7004
4840 6905 4875 6955 4910 7005
4841 6906 4876 6956 4911 7006
4842 6908 4877 6958 4912 7008
4843 6909 4878 6959 4913 7009
4844 6911 4879 6961 4914 7011
4845 6912 4880 6962 4915 7012
4846 6914 4881 6964 4916 7013
4847 6915 4882 6965 4917 7015
4848 6916 4883 6966 4918 7016
4849 6918 4884 6968 4919 7018
4850 6919 4885 6969 4920 7019
4851 6921 4886 6971 4921 7021
4852 6922 4887 6972 4922 7022
4853 6924 4888 6974 4923 7023
4854 6925 4889 6975 4924 7025
4855 6926 4890 6976 4925 7026
4856 6928 4891 6978 4926 7028
4857 6929 4892 6979 4927 7029

115
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
4928 7031 4963 7081 4998 7130
4929 7032 4964 7082 4999 7132
4930 7033 4965 7083 5000 7133
4931 7035 4966 7085 5001 7135
4932 7036 4967 7086 5002 7136
4933 7038 4968 7088 5003 7138
4934 7039 4969 7089 5004 7139
4935 7041 4970 7091 5005 7140
4936 7042 4971 7092 5006 7142
4937 7043 4972 7093 5007 7143
4938 7045 4973 7095 5008 7145
4939 7046 4974 7096 5009 7146
4940 7048 4975 7098 5010 7148
4941 7049 4976 7099 5011 7149
4942 7051 4977 7101 5012 7150
4943 7052 4978 7102 5013 7152
4944 7053 4979 7103 5014 7153
4945 7055 4980 7105 5015 7155
4946 7056 4981 7106 5016 7156
4947 7058 4982 7108 5017 7158
4948 7059 4983 7109 5018 7159
4949 7061 4984 7111 5019 7160
4950 7062 4985 7112 5020 7162
4951 7063 4986 7113 5021 7163
4952 7065 4987 7115 5022 7165
4953 7066 4988 7116 5023 7166
4954 7068 4989 7118 5024 7168
4955 7069 4990 7119 5025 7169
4956 7071 4991 7120 5026 7170
4957 7072 4992 7122 5027 7172
4958 7073 4993 7123 5028 7173
4959 7075 4994 7125 5029 7175
4960 7076 4995 7126 5030 7176
4961 7078 4996 7128 5031 7178
4962 7079 4997 7129 5032 7179

116
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
5033 7180 5068 7230 5103 7280
5034 7182 5069 7232 5104 7282
5035 7183 5070 7233 5105 7283
5036 7185 5071 7235 5106 7285
5037 7186 5072 7236 5107 7286
5038 7188 5073 7237 5108 7287
5039 7189 5074 7239 5109 7289
5040 7190 5075 7240 5110 7290
5041 7192 5076 7242 5111 7292
5042 7193 5077 7243 5112 7293
5043 7195 5078 7245 5113 7295
5044 7196 5079 7246 5114 7296
5045 7198 5080 7247 5115 7297
5046 7199 5081 7249 5116 7299
5047 7200 5082 7250 5117 7300
5048 7202 5083 7252 5118 7302
5049 7203 5084 7253 5119 7303
5050 7205 5085 7255 5120 7305
5051 7206 5086 7256 5121 7306
5052 7208 5087 7257 5122 7307
5053 7209 5088 7259 5123 7309
5054 7210 5089 7260 5124 7310
5055 7212 5090 7262 5125 7312
5056 7213 5091 7263 5126 7313
5057 7215 5092 7265 5127 7315
5058 7216 5093 7266 5128 7316
5059 7218 5094 7267 5129 7317
5060 7219 5095 7269 5130 7319
5061 7220 5096 7270 5131 7320
5062 7222 5097 7272 5132 7322
5063 7223 5098 7273 5133 7323
5064 7225 5099 7275 5134 7325
5065 7226 5100 7276 5135 7326
5066 7227 5101 7277 5136 7327
5067 7229 5102 7279 5137 7329

117
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
5138 7330 5173 7380 5208 7430
5139 7332 5174 7382 5209 7432
5140 7333 5175 7383 5210 7433
5141 7334 5176 7384 5211 7434
5142 7336 5177 7386 5212 7436
5143 7337 5178 7387 5213 7437
5144 7339 5179 7389 5214 7439
5145 7340 5180 7390 5215 7440
5146 7342 5181 7392 5216 7441
5147 7343 5182 7393 5217 7443
5148 7344 5183 7394 5218 7444
5149 7346 5184 7396 5219 7446
5150 7347 5185 7397 5220 7447
5151 7349 5186 7399 5221 7449
5152 7350 5187 7400 5222 7450
5153 7352 5188 7402 5223 7451
5154 7353 5189 7403 5224 7453
5155 7354 5190 7404 5225 7454
5156 7356 5191 7406 5226 7456
5157 7357 5192 7407 5227 7457
5158 7359 5193 7409 5228 7459
5159 7360 5194 7410 5229 7460
5160 7362 5195 7412 5230 7461
5161 7363 5196 7413 5231 7463
5162 7364 5197 7414 5232 7464
5163 7366 5198 7416 5233 7466
5164 7367 5199 7417 5234 7467
5165 7369 5200 7419 5235 7469
5166 7370 5201 7420 5236 7470
5167 7372 5202 7422 5237 7471
5168 7373 5203 7423 5238 7473
5169 7374 5204 7424 5239 7474
5170 7376 5205 7426 5240 7476
5171 7377 5206 7427 5241 7477
5172 7379 5207 7429 5242 7479

118
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
5243 7480 5278 7530 5313 7580
5244 7481 5279 7531 5314 7581
5245 7483 5280 7533 5315 7583
5246 7484 5281 7534 5316 7584
5247 7486 5282 7536 5317 7586
5248 7487 5283 7537 5318 7587
5249 7489 5284 7539 5319 7588
5250 7490 5285 7540 5320 7590
5251 7491 5286 7541 5321 7591
5252 7493 5287 7543 5322 7593
5253 7494 5288 7544 5323 7594
5254 7496 5289 7546 5324 7596
5255 7497 5290 7547 5325 7597
5256 7499 5291 7548 5326 7598
5257 7500 5292 7550 5327 7600
5258 7501 5293 7551 5328 7601
5259 7503 5294 7553 5329 7603
5260 7504 5295 7554 5330 7604
5261 7506 5296 7556 5331 7606
5262 7507 5297 7557 5332 7607
5263 7509 5298 7558 5333 7608
5264 7510 5299 7560 5334 7610
5265 7511 5300 7561 5335 7611
5266 7513 5301 7563 5336 7613
5267 7514 5302 7564 5337 7614
5268 7516 5303 7566 5338 7616
5269 7517 5304 7567 5339 7617
5270 7519 5305 7568 5340 7618
5271 7520 5306 7570 5341 7620
5272 7521 5307 7571 5342 7621
5273 7523 5308 7573 5343 7623
5274 7524 5309 7574 5344 7624
5275 7526 5310 7576 5345 7626
5276 7527 5311 7577 5346 7627
5277 7529 5312 7578 5347 7628

119
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
5348 7630 5383 7680 5418 7730
5349 7631 5384 7681 5419 7731
5350 7633 5385 7683 5420 7733
5351 7634 5386 7684 5421 7734
5352 7636 5387 7685 5422 7735
5353 7637 5388 7687 5423 7737
5354 7638 5389 7688 5424 7738
5355 7640 5390 7690 5425 7740
5356 7641 5391 7691 5426 7741
5357 7643 5392 7693 5427 7743
5358 7644 5393 7694 5428 7744
5359 7646 5394 7695 5429 7745
5360 7647 5395 7697 5430 7747
5361 7648 5396 7698 5431 7748
5362 7650 5397 7700 5432 7750
5363 7651 5398 7701 5433 7751
5364 7653 5399 7703 5434 7753
5365 7654 5400 7704 5435 7754
5366 7655 5401 7705 5436 7755
5367 7657 5402 7707 5437 7757
5368 7658 5403 7708 5438 7758
5369 7660 5404 7710 5439 7760
5370 7661 5405 7711 5440 7761
5371 7663 5406 7713 5441 7762
5372 7664 5407 7714 5442 7764
5373 7665 5408 7715 5443 7765
5374 7667 5409 7717 5444 7767
5375 7668 5410 7718 5445 7768
5376 7670 5411 7720 5446 7770
5377 7671 5412 7721 5447 7771
5378 7673 5413 7723 5448 7772
5379 7674 5414 7724 5449 7774
5380 7675 5415 7725 5450 7775
5381 7677 5416 7727 5451 7777
5382 7678 5417 7728 5452 7778

120
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
5453 7780 5488 7830 5523 7879
5454 7781 5489 7831 5524 7881
5455 7782 5490 7832 5525 7882
5456 7784 5491 7834 5526 7884
5457 7785 5492 7835 5527 7885
5458 7787 5493 7837 5528 7887
5459 7788 5494 7838 5529 7888
5460 7790 5495 7840 5530 7889
5461 7791 5496 7841 5531 7891
5462 7792 5497 7842 5532 7892
5463 7794 5498 7844 5533 7894
5464 7795 5499 7845 5534 7895
5465 7797 5500 7847 5535 7897
5466 7798 5501 7848 5536 7898
5467 7800 5502 7850 5537 7899
5468 7801 5503 7851 5538 7901
5469 7802 5504 7852 5539 7902
5470 7804 5505 7854 5540 7904
5471 7805 5506 7855 5541 7905
5472 7807 5507 7857 5542 7907
5473 7808 5508 7858 5543 7908
5474 7810 5509 7860 5544 7909
5475 7811 5510 7861 5545 7911
5476 7812 5511 7862 5546 7912
5477 7814 5512 7864 5547 7914
5478 7815 5513 7865 5548 7915
5479 7817 5514 7867 5549 7917
5480 7818 5515 7868 5550 7918
5481 7820 5516 7869 5551 7919
5482 7821 5517 7871 5552 7921
5483 7822 5518 7872 5553 7922
5484 7824 5519 7874 5554 7924
5485 7825 5520 7875 5555 7925
5486 7827 5521 7877 5556 7927
5487 7828 5522 7878 5557 7928

121
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
5558 7929 5593 7979 5628 8029
5559 7931 5594 7981 5629 8031
5560 7932 5595 7982 5630 8032
5561 7934 5596 7984 5631 8034
5562 7935 5597 7985 5632 8035
5563 7937 5598 7986 5633 8036
5564 7938 5599 7988 5634 8038
5565 7939 5600 7989 5635 8039
5566 7941 5601 7991 5636 8041
5567 7942 5602 7992 5637 8042
5568 7944 5603 7994 5638 8044
5569 7945 5604 7995 5639 8045
5570 7947 5605 7996 5640 8046
5571 7948 5606 7998 5641 8048
5572 7949 5607 7999 5642 8049
5573 7951 5608 8001 5643 8051
5574 7952 5609 8002 5644 8052
5575 7954 5610 8004 5645 8054
5576 7955 5611 8005 5646 8055
5577 7957 5612 8006 5647 8056
5578 7958 5613 8008 5648 8058
5579 7959 5614 8009 5649 8059
5580 7961 5615 8011 5650 8061
5581 7962 5616 8012 5651 8062
5582 7964 5617 8014 5652 8064
5583 7965 5618 8015 5653 8065
5584 7967 5619 8016 5654 8066
5585 7968 5620 8018 5655 8068
5586 7969 5621 8019 5656 8069
5587 7971 5622 8021 5657 8071
5588 7972 5623 8022 5658 8072
5589 7974 5624 8024 5659 8074
5590 7975 5625 8025 5660 8075
5591 7976 5626 8026 5661 8076
5592 7978 5627 8028 5662 8078

122
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
5663 8079 5698 8129 5733 8179
5664 8081 5699 8131 5734 8181
5665 8082 5700 8132 5735 8182
5666 8083 5701 8133 5736 8183
5667 8085 5702 8135 5737 8185
5668 8086 5703 8136 5738 8186
5669 8088 5704 8138 5739 8188
5670 8089 5705 8139 5740 8189
5671 8091 5706 8141 5741 8190
5672 8092 5707 8142 5742 8192
5673 8093 5708 8143 5743 8193
5674 8095 5709 8145 5744 8195
5675 8096 5710 8146 5745 8196
5676 8098 5711 8148 5746 8198
5677 8099 5712 8149 5747 8199
5678 8101 5713 8151 5748 8200
5679 8102 5714 8152 5749 8202
5680 8103 5715 8153 5750 8203
5681 8105 5716 8155 5751 8205
5682 8106 5717 8156 5752 8206
5683 8108 5718 8158 5753 8208
5684 8109 5719 8159 5754 8209
5685 8111 5720 8161 5755 8210
5686 8112 5721 8162 5756 8212
5687 8113 5722 8163 5757 8213
5688 8115 5723 8165 5758 8215
5689 8116 5724 8166 5759 8216
5690 8118 5725 8168 5760 8218
5691 8119 5726 8169 5761 8219
5692 8121 5727 8171 5762 8220
5693 8122 5728 8172 5763 8222
5694 8123 5729 8173 5764 8223
5695 8125 5730 8175 5765 8225
5696 8126 5731 8176 5766 8226
5697 8128 5732 8178 5767 8228

123
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
5768 8229 5803 8279 5838 8329
5769 8230 5804 8280 5839 8330
5770 8232 5805 8282 5840 8332
5771 8233 5806 8283 5841 8333
5772 8235 5807 8285 5842 8335
5773 8236 5808 8286 5843 8336
5774 8238 5809 8288 5844 8337
5775 8239 5810 8289 5845 8339
5776 8240 5811 8290 5846 8340
5777 8242 5812 8292 5847 8342
5778 8243 5813 8293 5848 8343
5779 8245 5814 8295 5849 8345
5780 8246 5815 8296 5850 8346
5781 8248 5816 8297 5851 8347
5782 8249 5817 8299 5852 8349
5783 8250 5818 8300 5853 8350
5784 8252 5819 8302 5854 8352
5785 8253 5820 8303 5855 8353
5786 8255 5821 8305 5856 8355
5787 8256 5822 8306 5857 8356
5788 8258 5823 8307 5858 8357
5789 8259 5824 8309 5859 8359
5790 8260 5825 8310 5860 8360
5791 8262 5826 8312 5861 8362
5792 8263 5827 8313 5862 8363
5793 8265 5828 8315 5863 8365
5794 8266 5829 8316 5864 8366
5795 8268 5830 8317 5865 8367
5796 8269 5831 8319 5866 8369
5797 8270 5832 8320 5867 8370
5798 8272 5833 8322 5868 8372
5799 8273 5834 8323 5869 8373
5800 8275 5835 8325 5870 8375
5801 8276 5836 8326 5871 8376
5802 8278 5837 8327 5872 8377

124
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
5873 8379 5908 8429 5943 8479
5874 8380 5909 8430 5944 8480
5875 8382 5910 8432 5945 8482
5876 8383 5911 8433 5946 8483
5877 8385 5912 8434 5947 8484
5878 8386 5913 8436 5948 8486
5879 8387 5914 8437 5949 8487
5880 8389 5915 8439 5950 8489
5881 8390 5916 8440 5951 8490
5882 8392 5917 8442 5952 8492
5883 8393 5918 8443 5953 8493
5884 8395 5919 8444 5954 8494
5885 8396 5920 8446 5955 8496
5886 8397 5921 8447 5956 8497
5887 8399 5922 8449 5957 8499
5888 8400 5923 8450 5958 8500
5889 8402 5924 8452 5959 8502
5890 8403 5925 8453 5960 8503
5891 8404 5926 8454 5961 8504
5892 8406 5927 8456 5962 8506
5893 8407 5928 8457 5963 8507
5894 8409 5929 8459 5964 8509
5895 8410 5930 8460 5965 8510
5896 8412 5931 8462 5966 8511
5897 8413 5932 8463 5967 8513
5898 8414 5933 8464 5968 8514
5899 8416 5934 8466 5969 8516
5900 8417 5935 8467 5970 8517
5901 8419 5936 8469 5971 8519
5902 8420 5937 8470 5972 8520
5903 8422 5938 8472 5973 8521
5904 8423 5939 8473 5974 8523
5905 8424 5940 8474 5975 8524
5906 8426 5941 8476 5976 8526
5907 8427 5942 8477 5977 8527

125
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
5978 8529 6013 8579 6048 8628
5979 8530 6014 8580 6049 8630
5980 8531 6015 8581 6050 8631
5981 8533 6016 8583 6051 8633
5982 8534 6017 8584 6052 8634
5983 8536 6018 8586 6053 8636
5984 8537 6019 8587 6054 8637
5985 8539 6020 8589 6055 8638
5986 8540 6021 8590 6056 8640
5987 8541 6022 8591 6057 8641
5988 8543 6023 8593 6058 8643
5989 8544 6024 8594 6059 8644
5990 8546 6025 8596 6060 8646
5991 8547 6026 8597 6061 8647
5992 8549 6027 8599 6062 8648
5993 8550 6028 8600 6063 8650
5994 8551 6029 8601 6064 8651
5995 8553 6030 8603 6065 8653
5996 8554 6031 8604 6066 8654
5997 8556 6032 8606 6067 8656
5998 8557 6033 8607 6068 8657
5999 8559 6034 8609 6069 8658
6000 8560 6035 8610 6070 8660
6001 8561 6036 8611 6071 8661
6002 8563 6037 8613 6072 8663
6003 8564 6038 8614 6073 8664
6004 8566 6039 8616 6074 8666
6005 8567 6040 8617 6075 8667
6006 8569 6041 8618 6076 8668
6007 8570 6042 8620 6077 8670
6008 8571 6043 8621 6078 8671
6009 8573 6044 8623 6079 8673
6010 8574 6045 8624 6080 8674
6011 8576 6046 8626 6081 8676
6012 8577 6047 8627 6082 8677

126
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
6083 8678 6118 8728 6153 8778
6084 8680 6119 8730 6154 8780
6085 8681 6120 8731 6155 8781
6086 8683 6121 8733 6156 8783
6087 8684 6122 8734 6157 8784
6088 8686 6123 8735 6158 8785
6089 8687 6124 8737 6159 8787
6090 8688 6125 8738 6160 8788
6091 8690 6126 8740 6161 8790
6092 8691 6127 8741 6162 8791
6093 8693 6128 8743 6163 8793
6094 8694 6129 8744 6164 8794
6095 8696 6130 8745 6165 8795
6096 8697 6131 8747 6166 8797
6097 8698 6132 8748 6167 8798
6098 8700 6133 8750 6168 8800
6099 8701 6134 8751 6169 8801
6100 8703 6135 8753 6170 8803
6101 8704 6136 8754 6171 8804
6102 8706 6137 8755 6172 8805
6103 8707 6138 8757 6173 8807
6104 8708 6139 8758 6174 8808
6105 8710 6140 8760 6175 8810
6106 8711 6141 8761 6176 8811
6107 8713 6142 8763 6177 8813
6108 8714 6143 8764 6178 8814
6109 8716 6144 8765 6179 8815
6110 8717 6145 8767 6180 8817
6111 8718 6146 8768 6181 8818
6112 8720 6147 8770 6182 8820
6113 8721 6148 8771 6183 8821
6114 8723 6149 8773 6184 8823
6115 8724 6150 8774 6185 8824
6116 8725 6151 8775 6186 8825
6117 8727 6152 8777 6187 8827

127
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
6188 8828 6223 8878 6258 8928
6189 8830 6224 8880 6259 8930
6190 8831 6225 8881 6260 8931
6191 8832 6226 8882 6261 8932
6192 8834 6227 8884 6262 8934
6193 8835 6228 8885 6263 8935
6194 8837 6229 8887 6264 8937
6195 8838 6230 8888 6265 8938
6196 8840 6231 8890 6266 8939
6197 8841 6232 8891 6267 8941
6198 8842 6233 8892 6268 8942
6199 8844 6234 8894 6269 8944
6200 8845 6235 8895 6270 8945
6201 8847 6236 8897 6271 8947
6202 8848 6237 8898 6272 8948
6203 8850 6238 8900 6273 8949
6204 8851 6239 8901 6274 8951
6205 8852 6240 8902 6275 8952
6206 8854 6241 8904 6276 8954
6207 8855 6242 8905 6277 8955
6208 8857 6243 8907 6278 8957
6209 8858 6244 8908 6279 8958
6210 8860 6245 8910 6280 8959
6211 8861 6246 8911 6281 8961
6212 8862 6247 8912 6282 8962
6213 8864 6248 8914 6283 8964
6214 8865 6249 8915 6284 8965
6215 8867 6250 8917 6285 8967
6216 8868 6251 8918 6286 8968
6217 8870 6252 8920 6287 8969
6218 8871 6253 8921 6288 8971
6219 8872 6254 8922 6289 8972
6220 8874 6255 8924 6290 8974
6221 8875 6256 8925 6291 8975
6222 8877 6257 8927 6292 8977

128
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
6293 8978 6328 9028 6363 9078
6294 8979 6329 9029 6364 9079
6295 8981 6330 9031 6365 9081
6296 8982 6331 9032 6366 9082
6297 8984 6332 9034 6367 9084
6298 8985 6333 9035 6368 9085
6299 8987 6334 9037 6369 9086
6300 8988 6335 9038 6370 9088
6301 8989 6336 9039 6371 9089
6302 8991 6337 9041 6372 9091
6303 8992 6338 9042 6373 9092
6304 8994 6339 9044 6374 9094
6305 8995 6340 9045 6375 9095
6306 8997 6341 9046 6376 9096
6307 8998 6342 9048 6377 9098
6308 8999 6343 9049 6378 9099
6309 9001 6344 9051 6379 9101
6310 9002 6345 9052 6380 9102
6311 9004 6346 9054 6381 9104
6312 9005 6347 9055 6382 9105
6313 9007 6348 9056 6383 9106
6314 9008 6349 9058 6384 9108
6315 9009 6350 9059 6385 9109
6316 9011 6351 9061 6386 9111
6317 9012 6352 9062 6387 9112
6318 9014 6353 9064 6388 9114
6319 9015 6354 9065 6389 9115
6320 9017 6355 9066 6390 9116
6321 9018 6356 9068 6391 9118
6322 9019 6357 9069 6392 9119
6323 9021 6358 9071 6393 9121
6324 9022 6359 9072 6394 9122
6325 9024 6360 9074 6395 9124
6326 9025 6361 9075 6396 9125
6327 9027 6362 9076 6397 9126

129
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
6398 9128 6433 9178 6468 9228
6399 9129 6434 9179 6469 9229
6400 9131 6435 9181 6470 9231
6401 9132 6436 9182 6471 9232
6402 9134 6437 9183 6472 9233
6403 9135 6438 9185 6473 9235
6404 9136 6439 9186 6474 9236
6405 9138 6440 9188 6475 9238
6406 9139 6441 9189 6476 9239
6407 9141 6442 9191 6477 9241
6408 9142 6443 9192 6478 9242
6409 9144 6444 9193 6479 9243
6410 9145 6445 9195 6480 9245
6411 9146 6446 9196 6481 9246
6412 9148 6447 9198 6482 9248
6413 9149 6448 9199 6483 9249
6414 9151 6449 9201 6484 9251
6415 9152 6450 9202 6485 9252
6416 9153 6451 9203 6486 9253
6417 9155 6452 9205 6487 9255
6418 9156 6453 9206 6488 9256
6419 9158 6454 9208 6489 9258
6420 9159 6455 9209 6490 9259
6421 9161 6456 9211 6491 9260
6422 9162 6457 9212 6492 9262
6423 9163 6458 9213 6493 9263
6424 9165 6459 9215 6494 9265
6425 9166 6460 9216 6495 9266
6426 9168 6461 9218 6496 9268
6427 9169 6462 9219 6497 9269
6428 9171 6463 9221 6498 9270
6429 9172 6464 9222 6499 9272
6430 9173 6465 9223 6500 9273
6431 9175 6466 9225 6501 9275
6432 9176 6467 9226 6502 9276

130
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
6503 9278 6538 9328 6573 9377
6504 9279 6539 9329 6574 9379
6505 9280 6540 9330 6575 9380
6506 9282 6541 9332 6576 9382
6507 9283 6542 9333 6577 9383
6508 9285 6543 9335 6578 9385
6509 9286 6544 9336 6579 9386
6510 9288 6545 9338 6580 9387
6511 9289 6546 9339 6581 9389
6512 9290 6547 9340 6582 9390
6513 9292 6548 9342 6583 9392
6514 9293 6549 9343 6584 9393
6515 9295 6550 9345 6585 9395
6516 9296 6551 9346 6586 9396
6517 9298 6552 9348 6587 9397
6518 9299 6553 9349 6588 9399
6519 9300 6554 9350 6589 9400
6520 9302 6555 9352 6590 9402
6521 9303 6556 9353 6591 9403
6522 9305 6557 9355 6592 9405
6523 9306 6558 9356 6593 9406
6524 9308 6559 9358 6594 9407
6525 9309 6560 9359 6595 9409
6526 9310 6561 9360 6596 9410
6527 9312 6562 9362 6597 9412
6528 9313 6563 9363 6598 9413
6529 9315 6564 9365 6599 9415
6530 9316 6565 9366 6600 9416
6531 9318 6566 9367 6601 9417
6532 9319 6567 9369 6602 9419
6533 9320 6568 9370 6603 9420
6534 9322 6569 9372 6604 9422
6535 9323 6570 9373 6605 9423
6536 9325 6571 9375 6606 9425
6537 9326 6572 9376 6607 9426

131
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
6608 9427 6643 9477 6678 9527
6609 9429 6644 9479 6679 9529
6610 9430 6645 9480 6680 9530
6611 9432 6646 9482 6681 9532
6612 9433 6647 9483 6682 9533
6613 9435 6648 9484 6683 9534
6614 9436 6649 9486 6684 9536
6615 9437 6650 9487 6685 9537
6616 9439 6651 9489 6686 9539
6617 9440 6652 9490 6687 9540
6618 9442 6653 9492 6688 9542
6619 9443 6654 9493 6689 9543
6620 9445 6655 9494 6690 9544
6621 9446 6656 9496 6691 9546
6622 9447 6657 9497 6692 9547
6623 9449 6658 9499 6693 9549
6624 9450 6659 9500 6694 9550
6625 9452 6660 9502 6695 9552
6626 9453 6661 9503 6696 9553
6627 9455 6662 9504 6697 9554
6628 9456 6663 9506 6698 9556
6629 9457 6664 9507 6699 9557
6630 9459 6665 9509 6700 9559
6631 9460 6666 9510 6701 9560
6632 9462 6667 9512 6702 9562
6633 9463 6668 9513 6703 9563
6634 9465 6669 9514 6704 9564
6635 9466 6670 9516 6705 9566
6636 9467 6671 9517 6706 9567
6637 9469 6672 9519 6707 9569
6638 9470 6673 9520 6708 9570
6639 9472 6674 9522 6709 9572
6640 9473 6675 9523 6710 9573
6641 9474 6676 9524 6711 9574
6642 9476 6677 9526 6712 9576

132
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
6713 9577 6748 9627 6783 9677
6714 9579 6749 9629 6784 9679
6715 9580 6750 9630 6785 9680
6716 9581 6751 9631 6786 9681
6717 9583 6752 9633 6787 9683
6718 9584 6753 9634 6788 9684
6719 9586 6754 9636 6789 9686
6720 9587 6755 9637 6790 9687
6721 9589 6756 9639 6791 9688
6722 9590 6757 9640 6792 9690
6723 9591 6758 9641 6793 9691
6724 9593 6759 9643 6794 9693
6725 9594 6760 9644 6795 9694
6726 9596 6761 9646 6796 9696
6727 9597 6762 9647 6797 9697
6728 9599 6763 9649 6798 9698
6729 9600 6764 9650 6799 9700
6730 9601 6765 9651 6800 9701
6731 9603 6766 9653 6801 9703
6732 9604 6767 9654 6802 9704
6733 9606 6768 9656 6803 9706
6734 9607 6769 9657 6804 9707
6735 9609 6770 9659 6805 9708
6736 9610 6771 9660 6806 9710
6737 9611 6772 9661 6807 9711
6738 9613 6773 9663 6808 9713
6739 9614 6774 9664 6809 9714
6740 9616 6775 9666 6810 9716
6741 9617 6776 9667 6811 9717
6742 9619 6777 9669 6812 9718
6743 9620 6778 9670 6813 9720
6744 9621 6779 9671 6814 9721
6745 9623 6780 9673 6815 9723
6746 9624 6781 9674 6816 9724
6747 9626 6782 9676 6817 9726

133
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
6818 9727 6853 9777 6888 9827
6819 9728 6854 9778 6889 9828
6820 9730 6855 9780 6890 9830
6821 9731 6856 9781 6891 9831
6822 9733 6857 9783 6892 9833
6823 9734 6858 9784 6893 9834
6824 9736 6859 9786 6894 9835
6825 9737 6860 9787 6895 9837
6826 9738 6861 9788 6896 9838
6827 9740 6862 9790 6897 9840
6828 9741 6863 9791 6898 9841
6829 9743 6864 9793 6899 9843
6830 9744 6865 9794 6900 9844
6831 9746 6866 9795 6901 9845
6832 9747 6867 9797 6902 9847
6833 9748 6868 9798 6903 9848
6834 9750 6869 9800 6904 9850
6835 9751 6870 9801 6905 9851
6836 9753 6871 9803 6906 9853
6837 9754 6872 9804 6907 9854
6838 9756 6873 9805 6908 9855
6839 9757 6874 9807 6909 9857
6840 9758 6875 9808 6910 9858
6841 9760 6876 9810 6911 9860
6842 9761 6877 9811 6912 9861
6843 9763 6878 9813 6913 9863
6844 9764 6879 9814 6914 9864
6845 9766 6880 9815 6915 9865
6846 9767 6881 9817 6916 9867
6847 9768 6882 9818 6917 9868
6848 9770 6883 9820 6918 9870
6849 9771 6884 9821 6919 9871
6850 9773 6885 9823 6920 9873
6851 9774 6886 9824 6921 9874
6852 9776 6887 9825 6922 9875

134
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
6923 9877 6958 9927 6993 9977
6924 9878 6959 9928 6994 9978
6925 9880 6960 9930 6995 9980
6926 9881 6961 9931 6996 9981
6927 9883 6962 9932 6997 9982
6928 9884 6963 9934 6998 9984
6929 9885 6964 9935 6999 9985
6930 9887 6965 9937 7000 9987
6931 9888 6966 9938 7001 9988
6932 9890 6967 9940 7002 9990
6933 9891 6968 9941 7003 9991
6934 9893 6969 9942 7004 9992
6935 9894 6970 9944 7005 9994
6936 9895 6971 9945 7006 9995
6937 9897 6972 9947 7007 9997
6938 9898 6973 9948 7008 9998
6939 9900 6974 9950 7009 10000
6940 9901 6975 9951 7010 10001
6941 9902 6976 9952 7011 10002
6942 9904 6977 9954 7012 10004
6943 9905 6978 9955 7013 10005
6944 9907 6979 9957 7014 10007
6945 9908 6980 9958 7015 10008
6946 9910 6981 9960 7016 10009
6947 9911 6982 9961 7017 10011
6948 9912 6983 9962 7018 10012
6949 9914 6984 9964 7019 10014
6950 9915 6985 9965 7020 10015
6951 9917 6986 9967 7021 10017
6952 9918 6987 9968 7022 10018
6953 9920 6988 9970 7023 10019
6954 9921 6989 9971 7024 10021
6955 9922 6990 9972 7025 10022
6956 9924 6991 9974 7026 10024
6957 9925 6992 9975 7027 10025

135
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
7028 10027 7063 10077 7098 10126
7029 10028 7064 10078 7099 10128
7030 10029 7065 10079 7100 10129
7031 10031 7066 10081 7101 10131
7032 10032 7067 10082 7102 10132
7033 10034 7068 10084 7103 10134
7034 10035 7069 10085 7104 10135
7035 10037 7070 10087 7105 10136
7036 10038 7071 10088 7106 10138
7037 10039 7072 10089 7107 10139
7038 10041 7073 10091 7108 10141
7039 10042 7074 10092 7109 10142
7040 10044 7075 10094 7110 10144
7041 10045 7076 10095 7111 10145
7042 10047 7077 10097 7112 10146
7043 10048 7078 10098 7113 10148
7044 10049 7079 10099 7114 10149
7045 10051 7080 10101 7115 10151
7046 10052 7081 10102 7116 10152
7047 10054 7082 10104 7117 10154
7048 10055 7083 10105 7118 10155
7049 10057 7084 10107 7119 10156
7050 10058 7085 10108 7120 10158
7051 10059 7086 10109 7121 10159
7052 10061 7087 10111 7122 10161
7053 10062 7088 10112 7123 10162
7054 10064 7089 10114 7124 10164
7055 10065 7090 10115 7125 10165
7056 10067 7091 10116 7126 10166
7057 10068 7092 10118 7127 10168
7058 10069 7093 10119 7128 10169
7059 10071 7094 10121 7129 10171
7060 10072 7095 10122 7130 10172
7061 10074 7096 10124 7131 10174
7062 10075 7097 10125 7132 10175

136
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
7133 10176 7168 10226 7203 10276
7134 10178 7169 10228 7204 10278
7135 10179 7170 10229 7205 10279
7136 10181 7171 10231 7206 10281
7137 10182 7172 10232 7207 10282
7138 10184 7173 10233 7208 10283
7139 10185 7174 10235 7209 10285
7140 10186 7175 10236 7210 10286
7141 10188 7176 10238 7211 10288
7142 10189 7177 10239 7212 10289
7143 10191 7178 10241 7213 10291
7144 10192 7179 10242 7214 10292
7145 10194 7180 10243 7215 10293
7146 10195 7181 10245 7216 10295
7147 10196 7182 10246 7217 10296
7148 10198 7183 10248 7218 10298
7149 10199 7184 10249 7219 10299
7150 10201 7185 10251 7220 10301
7151 10202 7186 10252 7221 10302
7152 10204 7187 10253 7222 10303
7153 10205 7188 10255 7223 10305
7154 10206 7189 10256 7224 10306
7155 10208 7190 10258 7225 10308
7156 10209 7191 10259 7226 10309
7157 10211 7192 10261 7227 10311
7158 10212 7193 10262 7228 10312
7159 10214 7194 10263 7229 10313
7160 10215 7195 10265 7230 10315
7161 10216 7196 10266 7231 10316
7162 10218 7197 10268 7232 10318
7163 10219 7198 10269 7233 10319
7164 10221 7199 10271 7234 10321
7165 10222 7200 10272 7235 10322
7166 10223 7201 10273 7236 10323
7167 10225 7202 10275 7237 10325

137
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
7238 10326 7273 10376 7308 10426
7239 10328 7274 10378 7309 10428
7240 10329 7275 10379 7310 10429
7241 10330 7276 10380 7311 10430
7242 10332 7277 10382 7312 10432
7243 10333 7278 10383 7313 10433
7244 10335 7279 10385 7314 10435
7245 10336 7280 10386 7315 10436
7246 10338 7281 10388 7316 10437
7247 10339 7282 10389 7317 10439
7248 10340 7283 10390 7318 10440
7249 10342 7284 10392 7319 10442
7250 10343 7285 10393 7320 10443
7251 10345 7286 10395 7321 10445
7252 10346 7287 10396 7322 10446
7253 10348 7288 10398 7323 10447
7254 10349 7289 10399 7324 10449
7255 10350 7290 10400 7325 10450
7256 10352 7291 10402 7326 10452
7257 10353 7292 10403 7327 10453
7258 10355 7293 10405 7328 10455
7259 10356 7294 10406 7329 10456
7260 10358 7295 10408 7330 10457
7261 10359 7296 10409 7331 10459
7262 10360 7297 10410 7332 10460
7263 10362 7298 10412 7333 10462
7264 10363 7299 10413 7334 10463
7265 10365 7300 10415 7335 10465
7266 10366 7301 10416 7336 10466
7267 10368 7302 10418 7337 10467
7268 10369 7303 10419 7338 10469
7269 10370 7304 10420 7339 10470
7270 10372 7305 10422 7340 10472
7271 10373 7306 10423 7341 10473
7272 10375 7307 10425 7342 10475

138
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
7343 10476 7378 10526 7413 10576
7344 10477 7379 10527 7414 10577
7345 10479 7380 10529 7415 10579
7346 10480 7381 10530 7416 10580
7347 10482 7382 10532 7417 10582
7348 10483 7383 10533 7418 10583
7349 10485 7384 10535 7419 10584
7350 10486 7385 10536 7420 10586
7351 10487 7386 10537 7421 10587
7352 10489 7387 10539 7422 10589
7353 10490 7388 10540 7423 10590
7354 10492 7389 10542 7424 10592
7355 10493 7390 10543 7425 10593
7356 10495 7391 10544 7426 10594
7357 10496 7392 10546 7427 10596
7358 10497 7393 10547 7428 10597
7359 10499 7394 10549 7429 10599
7360 10500 7395 10550 7430 10600
7361 10502 7396 10552 7431 10602
7362 10503 7397 10553 7432 10603
7363 10505 7398 10554 7433 10604
7364 10506 7399 10556 7434 10606
7365 10507 7400 10557 7435 10607
7366 10509 7401 10559 7436 10609
7367 10510 7402 10560 7437 10610
7368 10512 7403 10562 7438 10612
7369 10513 7404 10563 7439 10613
7370 10515 7405 10564 7440 10614
7371 10516 7406 10566 7441 10616
7372 10517 7407 10567 7442 10617
7373 10519 7408 10569 7443 10619
7374 10520 7409 10570 7444 10620
7375 10522 7410 10572 7445 10622
7376 10523 7411 10573 7446 10623
7377 10525 7412 10574 7447 10624

139
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
7448 10626 7483 10676 7518 10726
7449 10627 7484 10677 7519 10727
7450 10629 7485 10679 7520 10729
7451 10630 7486 10680 7521 10730
7452 10632 7487 10681 7522 10731
7453 10633 7488 10683 7523 10733
7454 10634 7489 10684 7524 10734
7455 10636 7490 10686 7525 10736
7456 10637 7491 10687 7526 10737
7457 10639 7492 10689 7527 10739
7458 10640 7493 10690 7528 10740
7459 10642 7494 10691 7529 10741
7460 10643 7495 10693 7530 10743
7461 10644 7496 10694 7531 10744
7462 10646 7497 10696 7532 10746
7463 10647 7498 10697 7533 10747
7464 10649 7499 10699 7534 10749
7465 10650 7500 10700 7535 10750
7466 10651 7501 10701 7536 10751
7467 10653 7502 10703 7537 10753
7468 10654 7503 10704 7538 10754
7469 10656 7504 10706 7539 10756
7470 10657 7505 10707 7540 10757
7471 10659 7506 10709 7541 10758
7472 10660 7507 10710 7542 10760
7473 10661 7508 10711 7543 10761
7474 10663 7509 10713 7544 10763
7475 10664 7510 10714 7545 10764
7476 10666 7511 10716 7546 10766
7477 10667 7512 10717 7547 10767
7478 10669 7513 10719 7548 10768
7479 10670 7514 10720 7549 10770
7480 10671 7515 10721 7550 10771
7481 10673 7516 10723 7551 10773
7482 10674 7517 10724 7552 10774

140
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
7553 10776 7588 10826 7623 10875
7554 10777 7589 10827 7624 10877
7555 10778 7590 10828 7625 10878
7556 10780 7591 10830 7626 10880
7557 10781 7592 10831 7627 10881
7558 10783 7593 10833 7628 10883
7559 10784 7594 10834 7629 10884
7560 10786 7595 10836 7630 10885
7561 10787 7596 10837 7631 10887
7562 10788 7597 10838 7632 10888
7563 10790 7598 10840 7633 10890
7564 10791 7599 10841 7634 10891
7565 10793 7600 10843 7635 10893
7566 10794 7601 10844 7636 10894
7567 10796 7602 10846 7637 10895
7568 10797 7603 10847 7638 10897
7569 10798 7604 10848 7639 10898
7570 10800 7605 10850 7640 10900
7571 10801 7606 10851 7641 10901
7572 10803 7607 10853 7642 10903
7573 10804 7608 10854 7643 10904
7574 10806 7609 10856 7644 10905
7575 10807 7610 10857 7645 10907
7576 10808 7611 10858 7646 10908
7577 10810 7612 10860 7647 10910
7578 10811 7613 10861 7648 10911
7579 10813 7614 10863 7649 10913
7580 10814 7615 10864 7650 10914
7581 10816 7616 10865 7651 10915
7582 10817 7617 10867 7652 10917
7583 10818 7618 10868 7653 10918
7584 10820 7619 10870 7654 10920
7585 10821 7620 10871 7655 10921
7586 10823 7621 10873 7656 10923
7587 10824 7622 10874 7657 10924

141
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
7658 10925 7693 10975 7728 11025
7659 10927 7694 10977 7729 11027
7660 10928 7695 10978 7730 11028
7661 10930 7696 10980 7731 11030
7662 10931 7697 10981 7732 11031
7663 10933 7698 10982 7733 11032
7664 10934 7699 10984 7734 11034
7665 10935 7700 10985 7735 11035
7666 10937 7701 10987 7736 11037
7667 10938 7702 10988 7737 11038
7668 10940 7703 10990 7738 11040
7669 10941 7704 10991 7739 11041
7670 10943 7705 10992 7740 11042
7671 10944 7706 10994 7741 11044
7672 10945 7707 10995 7742 11045
7673 10947 7708 10997 7743 11047
7674 10948 7709 10998 7744 11048
7675 10950 7710 11000 7745 11050
7676 10951 7711 11001 7746 11051
7677 10953 7712 11002 7747 11052
7678 10954 7713 11004 7748 11054
7679 10955 7714 11005 7749 11055
7680 10957 7715 11007 7750 11057
7681 10958 7716 11008 7751 11058
7682 10960 7717 11010 7752 11060
7683 10961 7718 11011 7753 11061
7684 10963 7719 11012 7754 11062
7685 10964 7720 11014 7755 11064
7686 10965 7721 11015 7756 11065
7687 10967 7722 11017 7757 11067
7688 10968 7723 11018 7758 11068
7689 10970 7724 11020 7759 11070
7690 10971 7725 11021 7760 11071
7691 10972 7726 11022 7761 11072
7692 10974 7727 11024 7762 11074

142
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
7763 11075 7798 11125 7833 11175
7764 11077 7799 11127 7834 11177
7765 11078 7800 11128 7835 11178
7766 11079 7801 11129 7836 11179
7767 11081 7802 11131 7837 11181
7768 11082 7803 11132 7838 11182
7769 11084 7804 11134 7839 11184
7770 11085 7805 11135 7840 11185
7771 11087 7806 11137 7841 11186
7772 11088 7807 11138 7842 11188
7773 11089 7808 11139 7843 11189
7774 11091 7809 11141 7844 11191
7775 11092 7810 11142 7845 11192
7776 11094 7811 11144 7846 11194
7777 11095 7812 11145 7847 11195
7778 11097 7813 11147 7848 11196
7779 11098 7814 11148 7849 11198
7780 11099 7815 11149 7850 11199
7781 11101 7816 11151 7851 11201
7782 11102 7817 11152 7852 11202
7783 11104 7818 11154 7853 11204
7784 11105 7819 11155 7854 11205
7785 11107 7820 11157 7855 11206
7786 11108 7821 11158 7856 11208
7787 11109 7822 11159 7857 11209
7788 11111 7823 11161 7858 11211
7789 11112 7824 11162 7859 11212
7790 11114 7825 11164 7860 11214
7791 11115 7826 11165 7861 11215
7792 11117 7827 11167 7862 11216
7793 11118 7828 11168 7863 11218
7794 11119 7829 11169 7864 11219
7795 11121 7830 11171 7865 11221
7796 11122 7831 11172 7866 11222
7797 11124 7832 11174 7867 11224

143
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
7868 11225 7903 11275 7938 11325
7869 11226 7904 11276 7939 11326
7870 11228 7905 11278 7940 11328
7871 11229 7906 11279 7941 11329
7872 11231 7907 11281 7942 11331
7873 11232 7908 11282 7943 11332
7874 11234 7909 11284 7944 11333
7875 11235 7910 11285 7945 11335
7876 11236 7911 11286 7946 11336
7877 11238 7912 11288 7947 11338
7878 11239 7913 11289 7948 11339
7879 11241 7914 11291 7949 11341
7880 11242 7915 11292 7950 11342
7881 11244 7916 11293 7951 11343
7882 11245 7917 11295 7952 11345
7883 11246 7918 11296 7953 11346
7884 11248 7919 11298 7954 11348
7885 11249 7920 11299 7955 11349
7886 11251 7921 11301 7956 11351
7887 11252 7922 11302 7957 11352
7888 11254 7923 11303 7958 11353
7889 11255 7924 11305 7959 11355
7890 11256 7925 11306 7960 11356
7891 11258 7926 11308 7961 11358
7892 11259 7927 11309 7962 11359
7893 11261 7928 11311 7963 11361
7894 11262 7929 11312 7964 11362
7895 11264 7930 11313 7965 11363
7896 11265 7931 11315 7966 11365
7897 11266 7932 11316 7967 11366
7898 11268 7933 11318 7968 11368
7899 11269 7934 11319 7969 11369
7900 11271 7935 11321 7970 11371
7901 11272 7936 11322 7971 11372
7902 11274 7937 11323 7972 11373

144
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
7973 11375 8008 11425 8043 11475
7974 11376 8009 11426 8044 11476
7975 11378 8010 11428 8045 11478
7976 11379 8011 11429 8046 11479
7977 11381 8012 11430 8047 11480
7978 11382 8013 11432 8048 11482
7979 11383 8014 11433 8049 11483
7980 11385 8015 11435 8050 11485
7981 11386 8016 11436 8051 11486
7982 11388 8017 11438 8052 11488
7983 11389 8018 11439 8053 11489
7984 11391 8019 11440 8054 11490
7985 11392 8020 11442 8055 11492
7986 11393 8021 11443 8056 11493
7987 11395 8022 11445 8057 11495
7988 11396 8023 11446 8058 11496
7989 11398 8024 11448 8059 11498
7990 11399 8025 11449 8060 11499
7991 11400 8026 11450 8061 11500
7992 11402 8027 11452 8062 11502
7993 11403 8028 11453 8063 11503
7994 11405 8029 11455 8064 11505
7995 11406 8030 11456 8065 11506
7996 11408 8031 11458 8066 11507
7997 11409 8032 11459 8067 11509
7998 11410 8033 11460 8068 11510
7999 11412 8034 11462 8069 11512
8000 11413 8035 11463 8070 11513
8001 11415 8036 11465 8071 11515
8002 11416 8037 11466 8072 11516
8003 11418 8038 11468 8073 11517
8004 11419 8039 11469 8074 11519
8005 11420 8040 11470 8075 11520
8006 11422 8041 11472 8076 11522
8007 11423 8042 11473 8077 11523

145
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
8078 11525 8113 11575 8148 11624
8079 11526 8114 11576 8149 11626
8080 11527 8115 11577 8150 11627
8081 11529 8116 11579 8151 11629
8082 11530 8117 11580 8152 11630
8083 11532 8118 11582 8153 11632
8084 11533 8119 11583 8154 11633
8085 11535 8120 11585 8155 11634
8086 11536 8121 11586 8156 11636
8087 11537 8122 11587 8157 11637
8088 11539 8123 11589 8158 11639
8089 11540 8124 11590 8159 11640
8090 11542 8125 11592 8160 11642
8091 11543 8126 11593 8161 11643
8092 11545 8127 11595 8162 11644
8093 11546 8128 11596 8163 11646
8094 11547 8129 11597 8164 11647
8095 11549 8130 11599 8165 11649
8096 11550 8131 11600 8166 11650
8097 11552 8132 11602 8167 11652
8098 11553 8133 11603 8168 11653
8099 11555 8134 11605 8169 11654
8100 11556 8135 11606 8170 11656
8101 11557 8136 11607 8171 11657
8102 11559 8137 11609 8172 11659
8103 11560 8138 11610 8173 11660
8104 11562 8139 11612 8174 11662
8105 11563 8140 11613 8175 11663
8106 11565 8141 11614 8176 11664
8107 11566 8142 11616 8177 11666
8108 11567 8143 11617 8178 11667
8109 11569 8144 11619 8179 11669
8110 11570 8145 11620 8180 11670
8111 11572 8146 11622 8181 11672
8112 11573 8147 11623 8182 11673

146
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
8183 11674 8218 11724 8253 11774
8184 11676 8219 11726 8254 11776
8185 11677 8220 11727 8255 11777
8186 11679 8221 11729 8256 11779
8187 11680 8222 11730 8257 11780
8188 11682 8223 11731 8258 11781
8189 11683 8224 11733 8259 11783
8190 11684 8225 11734 8260 11784
8191 11686 8226 11736 8261 11786
8192 11687 8227 11737 8262 11787
8193 11689 8228 11739 8263 11789
8194 11690 8229 11740 8264 11790
8195 11692 8230 11741 8265 11791
8196 11693 8231 11743 8266 11793
8197 11694 8232 11744 8267 11794
8198 11696 8233 11746 8268 11796
8199 11697 8234 11747 8269 11797
8200 11699 8235 11749 8270 11799
8201 11700 8236 11750 8271 11800
8202 11702 8237 11751 8272 11801
8203 11703 8238 11753 8273 11803
8204 11704 8239 11754 8274 11804
8205 11706 8240 11756 8275 11806
8206 11707 8241 11757 8276 11807
8207 11709 8242 11759 8277 11809
8208 11710 8243 11760 8278 11810
8209 11712 8244 11761 8279 11811
8210 11713 8245 11763 8280 11813
8211 11714 8246 11764 8281 11814
8212 11716 8247 11766 8282 11816
8213 11717 8248 11767 8283 11817
8214 11719 8249 11769 8284 11819
8215 11720 8250 11770 8285 11820
8216 11721 8251 11771 8286 11821
8217 11723 8252 11773 8287 11823

147
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
8288 11824 8323 11874 8358 11924
8289 11826 8324 11876 8359 11926
8290 11827 8325 11877 8360 11927
8291 11828 8326 11878 8361 11928
8292 11830 8327 11880 8362 11930
8293 11831 8328 11881 8363 11931
8294 11833 8329 11883 8364 11933
8295 11834 8330 11884 8365 11934
8296 11836 8331 11886 8366 11935
8297 11837 8332 11887 8367 11937
8298 11838 8333 11888 8368 11938
8299 11840 8334 11890 8369 11940
8300 11841 8335 11891 8370 11941
8301 11843 8336 11893 8371 11943
8302 11844 8337 11894 8372 11944
8303 11846 8338 11896 8373 11945
8304 11847 8339 11897 8374 11947
8305 11848 8340 11898 8375 11948
8306 11850 8341 11900 8376 11950
8307 11851 8342 11901 8377 11951
8308 11853 8343 11903 8378 11953
8309 11854 8344 11904 8379 11954
8310 11856 8345 11906 8380 11955
8311 11857 8346 11907 8381 11957
8312 11858 8347 11908 8382 11958
8313 11860 8348 11910 8383 11960
8314 11861 8349 11911 8384 11961
8315 11863 8350 11913 8385 11963
8316 11864 8351 11914 8386 11964
8317 11866 8352 11916 8387 11965
8318 11867 8353 11917 8388 11967
8319 11868 8354 11918 8389 11968
8320 11870 8355 11920 8390 11970
8321 11871 8356 11921 8391 11971
8322 11873 8357 11923 8392 11973

148
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
8393 11974 8428 12024 8463 12074
8394 11975 8429 12025 8464 12075
8395 11977 8430 12027 8465 12077
8396 11978 8431 12028 8466 12078
8397 11980 8432 12030 8467 12080
8398 11981 8433 12031 8468 12081
8399 11983 8434 12033 8469 12082
8400 11984 8435 12034 8470 12084
8401 11985 8436 12035 8471 12085
8402 11987 8437 12037 8472 12087
8403 11988 8438 12038 8473 12088
8404 11990 8439 12040 8474 12090
8405 11991 8440 12041 8475 12091
8406 11993 8441 12042 8476 12092
8407 11994 8442 12044 8477 12094
8408 11995 8443 12045 8478 12095
8409 11997 8444 12047 8479 12097
8410 11998 8445 12048 8480 12098
8411 12000 8446 12050 8481 12100
8412 12001 8447 12051 8482 12101
8413 12003 8448 12052 8483 12102
8414 12004 8449 12054 8484 12104
8415 12005 8450 12055 8485 12105
8416 12007 8451 12057 8486 12107
8417 12008 8452 12058 8487 12108
8418 12010 8453 12060 8488 12110
8419 12011 8454 12061 8489 12111
8420 12013 8455 12062 8490 12112
8421 12014 8456 12064 8491 12114
8422 12015 8457 12065 8492 12115
8423 12017 8458 12067 8493 12117
8424 12018 8459 12068 8494 12118
8425 12020 8460 12070 8495 12120
8426 12021 8461 12071 8496 12121
8427 12023 8462 12072 8497 12122

149
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
8498 12124 8533 12174 8568 12224
8499 12125 8534 12175 8569 12225
8500 12127 8535 12177 8570 12227
8501 12128 8536 12178 8571 12228
8502 12130 8537 12179 8572 12229
8503 12131 8538 12181 8573 12231
8504 12132 8539 12182 8574 12232
8505 12134 8540 12184 8575 12234
8506 12135 8541 12185 8576 12235
8507 12137 8542 12187 8577 12237
8508 12138 8543 12188 8578 12238
8509 12140 8544 12189 8579 12239
8510 12141 8545 12191 8580 12241
8511 12142 8546 12192 8581 12242
8512 12144 8547 12194 8582 12244
8513 12145 8548 12195 8583 12245
8514 12147 8549 12197 8584 12247
8515 12148 8550 12198 8585 12248
8516 12149 8551 12199 8586 12249
8517 12151 8552 12201 8587 12251
8518 12152 8553 12202 8588 12252
8519 12154 8554 12204 8589 12254
8520 12155 8555 12205 8590 12255
8521 12157 8556 12207 8591 12256
8522 12158 8557 12208 8592 12258
8523 12159 8558 12209 8593 12259
8524 12161 8559 12211 8594 12261
8525 12162 8560 12212 8595 12262
8526 12164 8561 12214 8596 12264
8527 12165 8562 12215 8597 12265
8528 12167 8563 12217 8598 12266
8529 12168 8564 12218 8599 12268
8530 12169 8565 12219 8600 12269
8531 12171 8566 12221 8601 12271
8532 12172 8567 12222 8602 12272

150
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
8603 12274 8638 12324 8673 12373
8604 12275 8639 12325 8674 12375
8605 12276 8640 12326 8675 12376
8606 12278 8641 12328 8676 12378
8607 12279 8642 12329 8677 12379
8608 12281 8643 12331 8678 12381
8609 12282 8644 12332 8679 12382
8610 12284 8645 12334 8680 12383
8611 12285 8646 12335 8681 12385
8612 12286 8647 12336 8682 12386
8613 12288 8648 12338 8683 12388
8614 12289 8649 12339 8684 12389
8615 12291 8650 12341 8685 12391
8616 12292 8651 12342 8686 12392
8617 12294 8652 12344 8687 12393
8618 12295 8653 12345 8688 12395
8619 12296 8654 12346 8689 12396
8620 12298 8655 12348 8690 12398
8621 12299 8656 12349 8691 12399
8622 12301 8657 12351 8692 12401
8623 12302 8658 12352 8693 12402
8624 12304 8659 12354 8694 12403
8625 12305 8660 12355 8695 12405
8626 12306 8661 12356 8696 12406
8627 12308 8662 12358 8697 12408
8628 12309 8663 12359 8698 12409
8629 12311 8664 12361 8699 12411
8630 12312 8665 12362 8700 12412
8631 12314 8666 12363 8701 12413
8632 12315 8667 12365 8702 12415
8633 12316 8668 12366 8703 12416
8634 12318 8669 12368 8704 12418
8635 12319 8670 12369 8705 12419
8636 12321 8671 12371 8706 12421
8637 12322 8672 12372 8707 12422

151
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
8708 12423 8743 12473 8778 12523
8709 12425 8744 12475 8779 12525
8710 12426 8745 12476 8780 12526
8711 12428 8746 12478 8781 12528
8712 12429 8747 12479 8782 12529
8713 12431 8748 12480 8783 12530
8714 12432 8749 12482 8784 12532
8715 12433 8750 12483 8785 12533
8716 12435 8751 12485 8786 12535
8717 12436 8752 12486 8787 12536
8718 12438 8753 12488 8788 12538
8719 12439 8754 12489 8789 12539
8720 12441 8755 12490 8790 12540
8721 12442 8756 12492 8791 12542
8722 12443 8757 12493 8792 12543
8723 12445 8758 12495 8793 12545
8724 12446 8759 12496 8794 12546
8725 12448 8760 12498 8795 12548
8726 12449 8761 12499 8796 12549
8727 12451 8762 12500 8797 12550
8728 12452 8763 12502 8798 12552
8729 12453 8764 12503 8799 12553
8730 12455 8765 12505 8800 12555
8731 12456 8766 12506 8801 12556
8732 12458 8767 12508 8802 12558
8733 12459 8768 12509 8803 12559
8734 12461 8769 12510 8804 12560
8735 12462 8770 12512 8805 12562
8736 12463 8771 12513 8806 12563
8737 12465 8772 12515 8807 12565
8738 12466 8773 12516 8808 12566
8739 12468 8774 12518 8809 12568
8740 12469 8775 12519 8810 12569
8741 12470 8776 12520 8811 12570
8742 12472 8777 12522 8812 12572

152
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
8813 12573 8848 12623 8883 12673
8814 12575 8849 12625 8884 12675
8815 12576 8850 12626 8885 12676
8816 12577 8851 12627 8886 12677
8817 12579 8852 12629 8887 12679
8818 12580 8853 12630 8888 12680
8819 12582 8854 12632 8889 12682
8820 12583 8855 12633 8890 12683
8821 12585 8856 12635 8891 12684
8822 12586 8857 12636 8892 12686
8823 12587 8858 12637 8893 12687
8824 12589 8859 12639 8894 12689
8825 12590 8860 12640 8895 12690
8826 12592 8861 12642 8896 12692
8827 12593 8862 12643 8897 12693
8828 12595 8863 12645 8898 12694
8829 12596 8864 12646 8899 12696
8830 12597 8865 12647 8900 12697
8831 12599 8866 12649 8901 12699
8832 12600 8867 12650 8902 12700
8833 12602 8868 12652 8903 12702
8834 12603 8869 12653 8904 12703
8835 12605 8870 12655 8905 12704
8836 12606 8871 12656 8906 12706
8837 12607 8872 12657 8907 12707
8838 12609 8873 12659 8908 12709
8839 12610 8874 12660 8909 12710
8840 12612 8875 12662 8910 12712
8841 12613 8876 12663 8911 12713
8842 12615 8877 12665 8912 12714
8843 12616 8878 12666 8913 12716
8844 12617 8879 12667 8914 12717
8845 12619 8880 12669 8915 12719
8846 12620 8881 12670 8916 12720
8847 12622 8882 12672 8917 12722

153
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
8918 12723 8953 12773 8988 12823
8919 12724 8954 12774 8989 12824
8920 12726 8955 12776 8990 12826
8921 12727 8956 12777 8991 12827
8922 12729 8957 12779 8992 12829
8923 12730 8958 12780 8993 12830
8924 12732 8959 12782 8994 12831
8925 12733 8960 12783 8995 12833
8926 12734 8961 12784 8996 12834
8927 12736 8962 12786 8997 12836
8928 12737 8963 12787 8998 12837
8929 12739 8964 12789 8999 12839
8930 12740 8965 12790 9000 12840
8931 12742 8966 12791 9001 12841
8932 12743 8967 12793 9002 12843
8933 12744 8968 12794 9003 12844
8934 12746 8969 12796 9004 12846
8935 12747 8970 12797 9005 12847
8936 12749 8971 12799 9006 12849
8937 12750 8972 12800 9007 12850
8938 12752 8973 12801 9008 12851
8939 12753 8974 12803 9009 12853
8940 12754 8975 12804 9010 12854
8941 12756 8976 12806 9011 12856
8942 12757 8977 12807 9012 12857
8943 12759 8978 12809 9013 12859
8944 12760 8979 12810 9014 12860
8945 12762 8980 12811 9015 12861
8946 12763 8981 12813 9016 12863
8947 12764 8982 12814 9017 12864
8948 12766 8983 12816 9018 12866
8949 12767 8984 12817 9019 12867
8950 12769 8985 12819 9020 12869
8951 12770 8986 12820 9021 12870
8952 12772 8987 12821 9022 12871

154
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
9023 12873 9058 12923 9093 12973
9024 12874 9059 12924 9094 12974
9025 12876 9060 12926 9095 12976
9026 12877 9061 12927 9096 12977
9027 12879 9062 12928 9097 12978
9028 12880 9063 12930 9098 12980
9029 12881 9064 12931 9099 12981
9030 12883 9065 12933 9100 12983
9031 12884 9066 12934 9101 12984
9032 12886 9067 12936 9102 12986
9033 12887 9068 12937 9103 12987
9034 12889 9069 12938 9104 12988
9035 12890 9070 12940 9105 12990
9036 12891 9071 12941 9106 12991
9037 12893 9072 12943 9107 12993
9038 12894 9073 12944 9108 12994
9039 12896 9074 12946 9109 12996
9040 12897 9075 12947 9110 12997
9041 12898 9076 12948 9111 12998
9042 12900 9077 12950 9112 13000
9043 12901 9078 12951 9113 13001
9044 12903 9079 12953 9114 13003
9045 12904 9080 12954 9115 13004
9046 12906 9081 12956 9116 13005
9047 12907 9082 12957 9117 13007
9048 12908 9083 12958 9118 13008
9049 12910 9084 12960 9119 13010
9050 12911 9085 12961 9120 13011
9051 12913 9086 12963 9121 13013
9052 12914 9087 12964 9122 13014
9053 12916 9088 12966 9123 13015
9054 12917 9089 12967 9124 13017
9055 12918 9090 12968 9125 13018
9056 12920 9091 12970 9126 13020
9057 12921 9092 12971 9127 13021

155
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
9128 13023 9163 13073 9198 13122
9129 13024 9164 13074 9199 13124
9130 13025 9165 13075 9200 13125
9131 13027 9166 13077 9201 13127
9132 13028 9167 13078 9202 13128
9133 13030 9168 13080 9203 13130
9134 13031 9169 13081 9204 13131
9135 13033 9170 13083 9205 13132
9136 13034 9171 13084 9206 13134
9137 13035 9172 13085 9207 13135
9138 13037 9173 13087 9208 13137
9139 13038 9174 13088 9209 13138
9140 13040 9175 13090 9210 13140
9141 13041 9176 13091 9211 13141
9142 13043 9177 13093 9212 13142
9143 13044 9178 13094 9213 13144
9144 13045 9179 13095 9214 13145
9145 13047 9180 13097 9215 13147
9146 13048 9181 13098 9216 13148
9147 13050 9182 13100 9217 13150
9148 13051 9183 13101 9218 13151
9149 13053 9184 13103 9219 13152
9150 13054 9185 13104 9220 13154
9151 13055 9186 13105 9221 13155
9152 13057 9187 13107 9222 13157
9153 13058 9188 13108 9223 13158
9154 13060 9189 13110 9224 13160
9155 13061 9190 13111 9225 13161
9156 13063 9191 13112 9226 13162
9157 13064 9192 13114 9227 13164
9158 13065 9193 13115 9228 13165
9159 13067 9194 13117 9229 13167
9160 13068 9195 13118 9230 13168
9161 13070 9196 13120 9231 13170
9162 13071 9197 13121 9232 13171

156
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
9233 13172 9268 13222 9303 13272
9234 13174 9269 13224 9304 13274
9235 13175 9270 13225 9305 13275
9236 13177 9271 13227 9306 13277
9237 13178 9272 13228 9307 13278
9238 13180 9273 13229 9308 13279
9239 13181 9274 13231 9309 13281
9240 13182 9275 13232 9310 13282
9241 13184 9276 13234 9311 13284
9242 13185 9277 13235 9312 13285
9243 13187 9278 13237 9313 13287
9244 13188 9279 13238 9314 13288
9245 13190 9280 13239 9315 13289
9246 13191 9281 13241 9316 13291
9247 13192 9282 13242 9317 13292
9248 13194 9283 13244 9318 13294
9249 13195 9284 13245 9319 13295
9250 13197 9285 13247 9320 13297
9251 13198 9286 13248 9321 13298
9252 13200 9287 13249 9322 13299
9253 13201 9288 13251 9323 13301
9254 13202 9289 13252 9324 13302
9255 13204 9290 13254 9325 13304
9256 13205 9291 13255 9326 13305
9257 13207 9292 13257 9327 13307
9258 13208 9293 13258 9328 13308
9259 13210 9294 13259 9329 13309
9260 13211 9295 13261 9330 13311
9261 13212 9296 13262 9331 13312
9262 13214 9297 13264 9332 13314
9263 13215 9298 13265 9333 13315
9264 13217 9299 13267 9334 13317
9265 13218 9300 13268 9335 13318
9266 13219 9301 13269 9336 13319
9267 13221 9302 13271 9337 13321

157
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
9338 13322 9373 13372 9408 13422
9339 13324 9374 13374 9409 13424
9340 13325 9375 13375 9410 13425
9341 13326 9376 13376 9411 13426
9342 13328 9377 13378 9412 13428
9343 13329 9378 13379 9413 13429
9344 13331 9379 13381 9414 13431
9345 13332 9380 13382 9415 13432
9346 13334 9381 13384 9416 13433
9347 13335 9382 13385 9417 13435
9348 13336 9383 13386 9418 13436
9349 13338 9384 13388 9419 13438
9350 13339 9385 13389 9420 13439
9351 13341 9386 13391 9421 13441
9352 13342 9387 13392 9422 13442
9353 13344 9388 13394 9423 13443
9354 13345 9389 13395 9424 13445
9355 13346 9390 13396 9425 13446
9356 13348 9391 13398 9426 13448
9357 13349 9392 13399 9427 13449
9358 13351 9393 13401 9428 13451
9359 13352 9394 13402 9429 13452
9360 13354 9395 13404 9430 13453
9361 13355 9396 13405 9431 13455
9362 13356 9397 13406 9432 13456
9363 13358 9398 13408 9433 13458
9364 13359 9399 13409 9434 13459
9365 13361 9400 13411 9435 13461
9366 13362 9401 13412 9436 13462
9367 13364 9402 13414 9437 13463
9368 13365 9403 13415 9438 13465
9369 13366 9404 13416 9439 13466
9370 13368 9405 13418 9440 13468
9371 13369 9406 13419 9441 13469
9372 13371 9407 13421 9442 13471

158
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
9443 13472 9478 13522 9513 13572
9444 13473 9479 13523 9514 13573
9445 13475 9480 13525 9515 13575
9446 13476 9481 13526 9516 13576
9447 13478 9482 13528 9517 13578
9448 13479 9483 13529 9518 13579
9449 13481 9484 13531 9519 13580
9450 13482 9485 13532 9520 13582
9451 13483 9486 13533 9521 13583
9452 13485 9487 13535 9522 13585
9453 13486 9488 13536 9523 13586
9454 13488 9489 13538 9524 13588
9455 13489 9490 13539 9525 13589
9456 13491 9491 13540 9526 13590
9457 13492 9492 13542 9527 13592
9458 13493 9493 13543 9528 13593
9459 13495 9494 13545 9529 13595
9460 13496 9495 13546 9530 13596
9461 13498 9496 13548 9531 13598
9462 13499 9497 13549 9532 13599
9463 13501 9498 13550 9533 13600
9464 13502 9499 13552 9534 13602
9465 13503 9500 13553 9535 13603
9466 13505 9501 13555 9536 13605
9467 13506 9502 13556 9537 13606
9468 13508 9503 13558 9538 13608
9469 13509 9504 13559 9539 13609
9470 13511 9505 13560 9540 13610
9471 13512 9506 13562 9541 13612
9472 13513 9507 13563 9542 13613
9473 13515 9508 13565 9543 13615
9474 13516 9509 13566 9544 13616
9475 13518 9510 13568 9545 13618
9476 13519 9511 13569 9546 13619
9477 13521 9512 13570 9547 13620

159
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
9548 13622 9583 13672 9618 13722
9549 13623 9584 13673 9619 13723
9550 13625 9585 13675 9620 13725
9551 13626 9586 13676 9621 13726
9552 13628 9587 13677 9622 13727
9553 13629 9588 13679 9623 13729
9554 13630 9589 13680 9624 13730
9555 13632 9590 13682 9625 13732
9556 13633 9591 13683 9626 13733
9557 13635 9592 13685 9627 13735
9558 13636 9593 13686 9628 13736
9559 13638 9594 13687 9629 13737
9560 13639 9595 13689 9630 13739
9561 13640 9596 13690 9631 13740
9562 13642 9597 13692 9632 13742
9563 13643 9598 13693 9633 13743
9564 13645 9599 13695 9634 13745
9565 13646 9600 13696 9635 13746
9566 13647 9601 13697 9636 13747
9567 13649 9602 13699 9637 13749
9568 13650 9603 13700 9638 13750
9569 13652 9604 13702 9639 13752
9570 13653 9605 13703 9640 13753
9571 13655 9606 13705 9641 13754
9572 13656 9607 13706 9642 13756
9573 13657 9608 13707 9643 13757
9574 13659 9609 13709 9644 13759
9575 13660 9610 13710 9645 13760
9576 13662 9611 13712 9646 13762
9577 13663 9612 13713 9647 13763
9578 13665 9613 13715 9648 13764
9579 13666 9614 13716 9649 13766
9580 13667 9615 13717 9650 13767
9581 13669 9616 13719 9651 13769
9582 13670 9617 13720 9652 13770

160
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
9653 13772 9688 13822 9723 13871
9654 13773 9689 13823 9724 13873
9655 13774 9690 13824 9725 13874
9656 13776 9691 13826 9726 13876
9657 13777 9692 13827 9727 13877
9658 13779 9693 13829 9728 13879
9659 13780 9694 13830 9729 13880
9660 13782 9695 13832 9730 13881
9661 13783 9696 13833 9731 13883
9662 13784 9697 13834 9732 13884
9663 13786 9698 13836 9733 13886
9664 13787 9699 13837 9734 13887
9665 13789 9700 13839 9735 13889
9666 13790 9701 13840 9736 13890
9667 13792 9702 13842 9737 13891
9668 13793 9703 13843 9738 13893
9669 13794 9704 13844 9739 13894
9670 13796 9705 13846 9740 13896
9671 13797 9706 13847 9741 13897
9672 13799 9707 13849 9742 13899
9673 13800 9708 13850 9743 13900
9674 13802 9709 13852 9744 13901
9675 13803 9710 13853 9745 13903
9676 13804 9711 13854 9746 13904
9677 13806 9712 13856 9747 13906
9678 13807 9713 13857 9748 13907
9679 13809 9714 13859 9749 13909
9680 13810 9715 13860 9750 13910
9681 13812 9716 13861 9751 13911
9682 13813 9717 13863 9752 13913
9683 13814 9718 13864 9753 13914
9684 13816 9719 13866 9754 13916
9685 13817 9720 13867 9755 13917
9686 13819 9721 13869 9756 13919
9687 13820 9722 13870 9757 13920

161
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
9758 13921 9793 13971 9828 14021
9759 13923 9794 13973 9829 14023
9760 13924 9795 13974 9830 14024
9761 13926 9796 13976 9831 14026
9762 13927 9797 13977 9832 14027
9763 13929 9798 13978 9833 14028
9764 13930 9799 13980 9834 14030
9765 13931 9800 13981 9835 14031
9766 13933 9801 13983 9836 14033
9767 13934 9802 13984 9837 14034
9768 13936 9803 13986 9838 14036
9769 13937 9804 13987 9839 14037
9770 13939 9805 13988 9840 14038
9771 13940 9806 13990 9841 14040
9772 13941 9807 13991 9842 14041
9773 13943 9808 13993 9843 14043
9774 13944 9809 13994 9844 14044
9775 13946 9810 13996 9845 14046
9776 13947 9811 13997 9846 14047
9777 13949 9812 13998 9847 14048
9778 13950 9813 14000 9848 14050
9779 13951 9814 14001 9849 14051
9780 13953 9815 14003 9850 14053
9781 13954 9816 14004 9851 14054
9782 13956 9817 14006 9852 14056
9783 13957 9818 14007 9853 14057
9784 13959 9819 14008 9854 14058
9785 13960 9820 14010 9855 14060
9786 13961 9821 14011 9856 14061
9787 13963 9822 14013 9857 14063
9788 13964 9823 14014 9858 14064
9789 13966 9824 14016 9859 14066
9790 13967 9825 14017 9860 14067
9791 13968 9826 14018 9861 14068
9792 13970 9827 14020 9862 14070

162
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
9863 14071 9898 14121 9933 14171
9864 14073 9899 14123 9934 14173
9865 14074 9900 14124 9935 14174
9866 14075 9901 14125 9936 14175
9867 14077 9902 14127 9937 14177
9868 14078 9903 14128 9938 14178
9869 14080 9904 14130 9939 14180
9870 14081 9905 14131 9940 14181
9871 14083 9906 14133 9941 14182
9872 14084 9907 14134 9942 14184
9873 14085 9908 14135 9943 14185
9874 14087 9909 14137 9944 14187
9875 14088 9910 14138 9945 14188
9876 14090 9911 14140 9946 14190
9877 14091 9912 14141 9947 14191
9878 14093 9913 14143 9948 14192
9879 14094 9914 14144 9949 14194
9880 14095 9915 14145 9950 14195
9881 14097 9916 14147 9951 14197
9882 14098 9917 14148 9952 14198
9883 14100 9918 14150 9953 14200
9884 14101 9919 14151 9954 14201
9885 14103 9920 14153 9955 14202
9886 14104 9921 14154 9956 14204
9887 14105 9922 14155 9957 14205
9888 14107 9923 14157 9958 14207
9889 14108 9924 14158 9959 14208
9890 14110 9925 14160 9960 14210
9891 14111 9926 14161 9961 14211
9892 14113 9927 14163 9962 14212
9893 14114 9928 14164 9963 14214
9894 14115 9929 14165 9964 14215
9895 14117 9930 14167 9965 14217
9896 14118 9931 14168 9966 14218
9897 14120 9932 14170 9967 14220

163
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
9968 14221 10003 14271 10038 14321
9969 14222 10004 14272 10039 14322
9970 14224 10005 14274 10040 14324
9971 14225 10006 14275 10041 14325
9972 14227 10007 14277 10042 14327
9973 14228 10008 14278 10043 14328
9974 14230 10009 14280 10044 14329
9975 14231 10010 14281 10045 14331
9976 14232 10011 14282 10046 14332
9977 14234 10012 14284 10047 14334
9978 14235 10013 14285 10048 14335
9979 14237 10014 14287 10049 14337
9980 14238 10015 14288 10050 14338
9981 14240 10016 14289 10051 14339
9982 14241 10017 14291 10052 14341
9983 14242 10018 14292 10053 14342
9984 14244 10019 14294 10054 14344
9985 14245 10020 14295 10055 14345
9986 14247 10021 14297 10056 14347
9987 14248 10022 14298 10057 14348
9988 14250 10023 14299 10058 14349
9989 14251 10024 14301 10059 14351
9990 14252 10025 14302 10060 14352
9991 14254 10026 14304 10061 14354
9992 14255 10027 14305 10062 14355
9993 14257 10028 14307 10063 14357
9994 14258 10029 14308 10064 14358
9995 14260 10030 14309 10065 14359
9996 14261 10031 14311 10066 14361
9997 14262 10032 14312 10067 14362
9998 14264 10033 14314 10068 14364
9999 14265 10034 14315 10069 14365
10000 14267 10035 14317 10070 14367
10001 14268 10036 14318 10071 14368
10002 14270 10037 14319 10072 14369

164
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
10073 14371 10108 14421 10143 14471
10074 14372 10109 14422 10144 14472
10075 14374 10110 14424 10145 14474
10076 14375 10111 14425 10146 14475
10077 14377 10112 14426 10147 14476
10078 14378 10113 14428 10148 14478
10079 14379 10114 14429 10149 14479
10080 14381 10115 14431 10150 14481
10081 14382 10116 14432 10151 14482
10082 14384 10117 14434 10152 14484
10083 14385 10118 14435 10153 14485
10084 14387 10119 14436 10154 14486
10085 14388 10120 14438 10155 14488
10086 14389 10121 14439 10156 14489
10087 14391 10122 14441 10157 14491
10088 14392 10123 14442 10158 14492
10089 14394 10124 14444 10159 14494
10090 14395 10125 14445 10160 14495
10091 14396 10126 14446 10161 14496
10092 14398 10127 14448 10162 14498
10093 14399 10128 14449 10163 14499
10094 14401 10129 14451 10164 14501
10095 14402 10130 14452 10165 14502
10096 14404 10131 14454 10166 14503
10097 14405 10132 14455 10167 14505
10098 14406 10133 14456 10168 14506
10099 14408 10134 14458 10169 14508
10100 14409 10135 14459 10170 14509
10101 14411 10136 14461 10171 14511
10102 14412 10137 14462 10172 14512
10103 14414 10138 14464 10173 14513
10104 14415 10139 14465 10174 14515
10105 14416 10140 14466 10175 14516
10106 14418 10141 14468 10176 14518
10107 14419 10142 14469 10177 14519

165
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
10178 14521 10213 14571 10248 14620
10179 14522 10214 14572 10249 14622
10180 14523 10215 14573 10250 14623
10181 14525 10216 14575 10251 14625
10182 14526 10217 14576 10252 14626
10183 14528 10218 14578 10253 14628
10184 14529 10219 14579 10254 14629
10185 14531 10220 14581 10255 14630
10186 14532 10221 14582 10256 14632
10187 14533 10222 14583 10257 14633
10188 14535 10223 14585 10258 14635
10189 14536 10224 14586 10259 14636
10190 14538 10225 14588 10260 14638
10191 14539 10226 14589 10261 14639
10192 14541 10227 14591 10262 14640
10193 14542 10228 14592 10263 14642
10194 14543 10229 14593 10264 14643
10195 14545 10230 14595 10265 14645
10196 14546 10231 14596 10266 14646
10197 14548 10232 14598 10267 14648
10198 14549 10233 14599 10268 14649
10199 14551 10234 14601 10269 14650
10200 14552 10235 14602 10270 14652
10201 14553 10236 14603 10271 14653
10202 14555 10237 14605 10272 14655
10203 14556 10238 14606 10273 14656
10204 14558 10239 14608 10274 14658
10205 14559 10240 14609 10275 14659
10206 14561 10241 14610 10276 14660
10207 14562 10242 14612 10277 14662
10208 14563 10243 14613 10278 14663
10209 14565 10244 14615 10279 14665
10210 14566 10245 14616 10280 14666
10211 14568 10246 14618 10281 14668
10212 14569 10247 14619 10282 14669

166
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
10283 14670 10318 14720 10353 14770
10284 14672 10319 14722 10354 14772
10285 14673 10320 14723 10355 14773
10286 14675 10321 14725 10356 14775
10287 14676 10322 14726 10357 14776
10288 14678 10323 14727 10358 14777
10289 14679 10324 14729 10359 14779
10290 14680 10325 14730 10360 14780
10291 14682 10326 14732 10361 14782
10292 14683 10327 14733 10362 14783
10293 14685 10328 14735 10363 14785
10294 14686 10329 14736 10364 14786
10295 14688 10330 14737 10365 14787
10296 14689 10331 14739 10366 14789
10297 14690 10332 14740 10367 14790
10298 14692 10333 14742 10368 14792
10299 14693 10334 14743 10369 14793
10300 14695 10335 14745 10370 14795
10301 14696 10336 14746 10371 14796
10302 14698 10337 14747 10372 14797
10303 14699 10338 14749 10373 14799
10304 14700 10339 14750 10374 14800
10305 14702 10340 14752 10375 14802
10306 14703 10341 14753 10376 14803
10307 14705 10342 14755 10377 14805
10308 14706 10343 14756 10378 14806
10309 14708 10344 14757 10379 14807
10310 14709 10345 14759 10380 14809
10311 14710 10346 14760 10381 14810
10312 14712 10347 14762 10382 14812
10313 14713 10348 14763 10383 14813
10314 14715 10349 14765 10384 14815
10315 14716 10350 14766 10385 14816
10316 14717 10351 14767 10386 14817
10317 14719 10352 14769 10387 14819

167
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
10388 14820 10423 14870 10458 14920
10389 14822 10424 14872 10459 14922
10390 14823 10425 14873 10460 14923
10391 14824 10426 14874 10461 14924
10392 14826 10427 14876 10462 14926
10393 14827 10428 14877 10463 14927
10394 14829 10429 14879 10464 14929
10395 14830 10430 14880 10465 14930
10396 14832 10431 14882 10466 14931
10397 14833 10432 14883 10467 14933
10398 14834 10433 14884 10468 14934
10399 14836 10434 14886 10469 14936
10400 14837 10435 14887 10470 14937
10401 14839 10436 14889 10471 14939
10402 14840 10437 14890 10472 14940
10403 14842 10438 14892 10473 14941
10404 14843 10439 14893 10474 14943
10405 14844 10440 14894 10475 14944
10406 14846 10441 14896 10476 14946
10407 14847 10442 14897 10477 14947
10408 14849 10443 14899 10478 14949
10409 14850 10444 14900 10479 14950
10410 14852 10445 14902 10480 14951
10411 14853 10446 14903 10481 14953
10412 14854 10447 14904 10482 14954
10413 14856 10448 14906 10483 14956
10414 14857 10449 14907 10484 14957
10415 14859 10450 14909 10485 14959
10416 14860 10451 14910 10486 14960
10417 14862 10452 14912 10487 14961
10418 14863 10453 14913 10488 14963
10419 14864 10454 14914 10489 14964
10420 14866 10455 14916 10490 14966
10421 14867 10456 14917 10491 14967
10422 14869 10457 14919 10492 14969

168
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
10493 14970 10528 15020 10563 15070
10494 14971 10529 15021 10564 15071
10495 14973 10530 15023 10565 15073
10496 14974 10531 15024 10566 15074
10497 14976 10532 15026 10567 15076
10498 14977 10533 15027 10568 15077
10499 14979 10534 15029 10569 15078
10500 14980 10535 15030 10570 15080
10501 14981 10536 15031 10571 15081
10502 14983 10537 15033 10572 15083
10503 14984 10538 15034 10573 15084
10504 14986 10539 15036 10574 15086
10505 14987 10540 15037 10575 15087
10506 14989 10541 15038 10576 15088
10507 14990 10542 15040 10577 15090
10508 14991 10543 15041 10578 15091
10509 14993 10544 15043 10579 15093
10510 14994 10545 15044 10580 15094
10511 14996 10546 15046 10581 15096
10512 14997 10547 15047 10582 15097
10513 14999 10548 15048 10583 15098
10514 15000 10549 15050 10584 15100
10515 15001 10550 15051 10585 15101
10516 15003 10551 15053 10586 15103
10517 15004 10552 15054 10587 15104
10518 15006 10553 15056 10588 15106
10519 15007 10554 15057 10589 15107
10520 15009 10555 15058 10590 15108
10521 15010 10556 15060 10591 15110
10522 15011 10557 15061 10592 15111
10523 15013 10558 15063 10593 15113
10524 15014 10559 15064 10594 15114
10525 15016 10560 15066 10595 15116
10526 15017 10561 15067 10596 15117
10527 15019 10562 15068 10597 15118

169
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
10598 15120 10633 15170 10668 15220
10599 15121 10634 15171 10669 15221
10600 15123 10635 15173 10670 15223
10601 15124 10636 15174 10671 15224
10602 15126 10637 15175 10672 15225
10603 15127 10638 15177 10673 15227
10604 15128 10639 15178 10674 15228
10605 15130 10640 15180 10675 15230
10606 15131 10641 15181 10676 15231
10607 15133 10642 15183 10677 15233
10608 15134 10643 15184 10678 15234
10609 15136 10644 15185 10679 15235
10610 15137 10645 15187 10680 15237
10611 15138 10646 15188 10681 15238
10612 15140 10647 15190 10682 15240
10613 15141 10648 15191 10683 15241
10614 15143 10649 15193 10684 15243
10615 15144 10650 15194 10685 15244
10616 15145 10651 15195 10686 15245
10617 15147 10652 15197 10687 15247
10618 15148 10653 15198 10688 15248
10619 15150 10654 15200 10689 15250
10620 15151 10655 15201 10690 15251
10621 15153 10656 15203 10691 15252
10622 15154 10657 15204 10692 15254
10623 15155 10658 15205 10693 15255
10624 15157 10659 15207 10694 15257
10625 15158 10660 15208 10695 15258
10626 15160 10661 15210 10696 15260
10627 15161 10662 15211 10697 15261
10628 15163 10663 15213 10698 15262
10629 15164 10664 15214 10699 15264
10630 15165 10665 15215 10700 15265
10631 15167 10666 15217 10701 15267
10632 15168 10667 15218 10702 15268

170
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
10703 15270 10738 15320 10773 15369
10704 15271 10739 15321 10774 15371
10705 15272 10740 15322 10775 15372
10706 15274 10741 15324 10776 15374
10707 15275 10742 15325 10777 15375
10708 15277 10743 15327 10778 15377
10709 15278 10744 15328 10779 15378
10710 15280 10745 15330 10780 15379
10711 15281 10746 15331 10781 15381
10712 15282 10747 15332 10782 15382
10713 15284 10748 15334 10783 15384
10714 15285 10749 15335 10784 15385
10715 15287 10750 15337 10785 15387
10716 15288 10751 15338 10786 15388
10717 15290 10752 15340 10787 15389
10718 15291 10753 15341 10788 15391
10719 15292 10754 15342 10789 15392
10720 15294 10755 15344 10790 15394
10721 15295 10756 15345 10791 15395
10722 15297 10757 15347 10792 15397
10723 15298 10758 15348 10793 15398
10724 15300 10759 15350 10794 15399
10725 15301 10760 15351 10795 15401
10726 15302 10761 15352 10796 15402
10727 15304 10762 15354 10797 15404
10728 15305 10763 15355 10798 15405
10729 15307 10764 15357 10799 15407
10730 15308 10765 15358 10800 15408
10731 15310 10766 15359 10801 15409
10732 15311 10767 15361 10802 15411
10733 15312 10768 15362 10803 15412
10734 15314 10769 15364 10804 15414
10735 15315 10770 15365 10805 15415
10736 15317 10771 15367 10806 15417
10737 15318 10772 15368 10807 15418

171
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
10808 15419 10843 15469 10878 15519
10809 15421 10844 15471 10879 15521
10810 15422 10845 15472 10880 15522
10811 15424 10846 15474 10881 15524
10812 15425 10847 15475 10882 15525
10813 15427 10848 15476 10883 15526
10814 15428 10849 15478 10884 15528
10815 15429 10850 15479 10885 15529
10816 15431 10851 15481 10886 15531
10817 15432 10852 15482 10887 15532
10818 15434 10853 15484 10888 15534
10819 15435 10854 15485 10889 15535
10820 15437 10855 15486 10890 15536
10821 15438 10856 15488 10891 15538
10822 15439 10857 15489 10892 15539
10823 15441 10858 15491 10893 15541
10824 15442 10859 15492 10894 15542
10825 15444 10860 15494 10895 15544
10826 15445 10861 15495 10896 15545
10827 15447 10862 15496 10897 15546
10828 15448 10863 15498 10898 15548
10829 15449 10864 15499 10899 15549
10830 15451 10865 15501 10900 15551
10831 15452 10866 15502 10901 15552
10832 15454 10867 15504 10902 15554
10833 15455 10868 15505 10903 15555
10834 15457 10869 15506 10904 15556
10835 15458 10870 15508 10905 15558
10836 15459 10871 15509 10906 15559
10837 15461 10872 15511 10907 15561
10838 15462 10873 15512 10908 15562
10839 15464 10874 15514 10909 15564
10840 15465 10875 15515 10910 15565
10841 15466 10876 15516 10911 15566
10842 15468 10877 15518 10912 15568

172
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
10913 15569 10948 15619 10983 15669
10914 15571 10949 15621 10984 15671
10915 15572 10950 15622 10985 15672
10916 15573 10951 15623 10986 15673
10917 15575 10952 15625 10987 15675
10918 15576 10953 15626 10988 15676
10919 15578 10954 15628 10989 15678
10920 15579 10955 15629 10990 15679
10921 15581 10956 15631 10991 15680
10922 15582 10957 15632 10992 15682
10923 15583 10958 15633 10993 15683
10924 15585 10959 15635 10994 15685
10925 15586 10960 15636 10995 15686
10926 15588 10961 15638 10996 15688
10927 15589 10962 15639 10997 15689
10928 15591 10963 15641 10998 15690
10929 15592 10964 15642 10999 15692
10930 15593 10965 15643 11000 15693
10931 15595 10966 15645 11001 15695
10932 15596 10967 15646 11002 15696
10933 15598 10968 15648 11003 15698
10934 15599 10969 15649 11004 15699
10935 15601 10970 15651 11005 15700
10936 15602 10971 15652 11006 15702
10937 15603 10972 15653 11007 15703
10938 15605 10973 15655 11008 15705
10939 15606 10974 15656 11009 15706
10940 15608 10975 15658 11010 15708
10941 15609 10976 15659 11011 15709
10942 15611 10977 15661 11012 15710
10943 15612 10978 15662 11013 15712
10944 15613 10979 15663 11014 15713
10945 15615 10980 15665 11015 15715
10946 15616 10981 15666 11016 15716
10947 15618 10982 15668 11017 15718

173
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
11018 15719 11053 15769 11088 15819
11019 15720 11054 15770 11089 15820
11020 15722 11055 15772 11090 15822
11021 15723 11056 15773 11091 15823
11022 15725 11057 15775 11092 15825
11023 15726 11058 15776 11093 15826
11024 15728 11059 15778 11094 15827
11025 15729 11060 15779 11095 15829
11026 15730 11061 15780 11096 15830
11027 15732 11062 15782 11097 15832
11028 15733 11063 15783 11098 15833
11029 15735 11064 15785 11099 15835
11030 15736 11065 15786 11100 15836
11031 15738 11066 15787 11101 15837
11032 15739 11067 15789 11102 15839
11033 15740 11068 15790 11103 15840
11034 15742 11069 15792 11104 15842
11035 15743 11070 15793 11105 15843
11036 15745 11071 15795 11106 15845
11037 15746 11072 15796 11107 15846
11038 15748 11073 15797 11108 15847
11039 15749 11074 15799 11109 15849
11040 15750 11075 15800 11110 15850
11041 15752 11076 15802 11111 15852
11042 15753 11077 15803 11112 15853
11043 15755 11078 15805 11113 15855
11044 15756 11079 15806 11114 15856
11045 15758 11080 15807 11115 15857
11046 15759 11081 15809 11116 15859
11047 15760 11082 15810 11117 15860
11048 15762 11083 15812 11118 15862
11049 15763 11084 15813 11119 15863
11050 15765 11085 15815 11120 15865
11051 15766 11086 15816 11121 15866
11052 15768 11087 15817 11122 15867

174
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
11123 15869 11158 15919 11193 15969
11124 15870 11159 15920 11194 15970
11125 15872 11160 15922 11195 15972
11126 15873 11161 15923 11196 15973
11127 15875 11162 15924 11197 15974
11128 15876 11163 15926 11198 15976
11129 15877 11164 15927 11199 15977
11130 15879 11165 15929 11200 15979
11131 15880 11166 15930 11201 15980
11132 15882 11167 15932 11202 15982
11133 15883 11168 15933 11203 15983
11134 15885 11169 15934 11204 15984
11135 15886 11170 15936 11205 15986
11136 15887 11171 15937 11206 15987
11137 15889 11172 15939 11207 15989
11138 15890 11173 15940 11208 15990
11139 15892 11174 15942 11209 15992
11140 15893 11175 15943 11210 15993
11141 15894 11176 15944 11211 15994
11142 15896 11177 15946 11212 15996
11143 15897 11178 15947 11213 15997
11144 15899 11179 15949 11214 15999
11145 15900 11180 15950 11215 16000
11146 15902 11181 15952 11216 16001
11147 15903 11182 15953 11217 16003
11148 15904 11183 15954 11218 16004
11149 15906 11184 15956 11219 16006
11150 15907 11185 15957 11220 16007
11151 15909 11186 15959 11221 16009
11152 15910 11187 15960 11222 16010
11153 15912 11188 15962 11223 16011
11154 15913 11189 15963 11224 16013
11155 15914 11190 15964 11225 16014
11156 15916 11191 15966 11226 16016
11157 15917 11192 15967 11227 16017

175
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
11228 16019 11263 16069 11298 16118
11229 16020 11264 16070 11299 16120
11230 16021 11265 16071 11300 16121
11231 16023 11266 16073 11301 16123
11232 16024 11267 16074 11302 16124
11233 16026 11268 16076 11303 16126
11234 16027 11269 16077 11304 16127
11235 16029 11270 16079 11305 16128
11236 16030 11271 16080 11306 16130
11237 16031 11272 16081 11307 16131
11238 16033 11273 16083 11308 16133
11239 16034 11274 16084 11309 16134
11240 16036 11275 16086 11310 16136
11241 16037 11276 16087 11311 16137
11242 16039 11277 16089 11312 16138
11243 16040 11278 16090 11313 16140
11244 16041 11279 16091 11314 16141
11245 16043 11280 16093 11315 16143
11246 16044 11281 16094 11316 16144
11247 16046 11282 16096 11317 16146
11248 16047 11283 16097 11318 16147
11249 16049 11284 16099 11319 16148
11250 16050 11285 16100 11320 16150
11251 16051 11286 16101 11321 16151
11252 16053 11287 16103 11322 16153
11253 16054 11288 16104 11323 16154
11254 16056 11289 16106 11324 16156
11255 16057 11290 16107 11325 16157
11256 16059 11291 16108 11326 16158
11257 16060 11292 16110 11327 16160
11258 16061 11293 16111 11328 16161
11259 16063 11294 16113 11329 16163
11260 16064 11295 16114 11330 16164
11261 16066 11296 16116 11331 16166
11262 16067 11297 16117 11332 16167

176
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
11333 16168 11368 16218 11403 16268
11334 16170 11369 16220 11404 16270
11335 16171 11370 16221 11405 16271
11336 16173 11371 16223 11406 16273
11337 16174 11372 16224 11407 16274
11338 16176 11373 16225 11408 16275
11339 16177 11374 16227 11409 16277
11340 16178 11375 16228 11410 16278
11341 16180 11376 16230 11411 16280
11342 16181 11377 16231 11412 16281
11343 16183 11378 16233 11413 16283
11344 16184 11379 16234 11414 16284
11345 16186 11380 16235 11415 16285
11346 16187 11381 16237 11416 16287
11347 16188 11382 16238 11417 16288
11348 16190 11383 16240 11418 16290
11349 16191 11384 16241 11419 16291
11350 16193 11385 16243 11420 16293
11351 16194 11386 16244 11421 16294
11352 16196 11387 16245 11422 16295
11353 16197 11388 16247 11423 16297
11354 16198 11389 16248 11424 16298
11355 16200 11390 16250 11425 16300
11356 16201 11391 16251 11426 16301
11357 16203 11392 16253 11427 16303
11358 16204 11393 16254 11428 16304
11359 16206 11394 16255 11429 16305
11360 16207 11395 16257 11430 16307
11361 16208 11396 16258 11431 16308
11362 16210 11397 16260 11432 16310
11363 16211 11398 16261 11433 16311
11364 16213 11399 16263 11434 16313
11365 16214 11400 16264 11435 16314
11366 16215 11401 16265 11436 16315
11367 16217 11402 16267 11437 16317

177
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
11438 16318 11473 16368 11508 16418
11439 16320 11474 16370 11509 16420
11440 16321 11475 16371 11510 16421
11441 16322 11476 16372 11511 16422
11442 16324 11477 16374 11512 16424
11443 16325 11478 16375 11513 16425
11444 16327 11479 16377 11514 16427
11445 16328 11480 16378 11515 16428
11446 16330 11481 16380 11516 16429
11447 16331 11482 16381 11517 16431
11448 16332 11483 16382 11518 16432
11449 16334 11484 16384 11519 16434
11450 16335 11485 16385 11520 16435
11451 16337 11486 16387 11521 16437
11452 16338 11487 16388 11522 16438
11453 16340 11488 16390 11523 16439
11454 16341 11489 16391 11524 16441
11455 16342 11490 16392 11525 16442
11456 16344 11491 16394 11526 16444
11457 16345 11492 16395 11527 16445
11458 16347 11493 16397 11528 16447
11459 16348 11494 16398 11529 16448
11460 16350 11495 16400 11530 16449
11461 16351 11496 16401 11531 16451
11462 16352 11497 16402 11532 16452
11463 16354 11498 16404 11533 16454
11464 16355 11499 16405 11534 16455
11465 16357 11500 16407 11535 16457
11466 16358 11501 16408 11536 16458
11467 16360 11502 16410 11537 16459
11468 16361 11503 16411 11538 16461
11469 16362 11504 16412 11539 16462
11470 16364 11505 16414 11540 16464
11471 16365 11506 16415 11541 16465
11472 16367 11507 16417 11542 16467

178
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
11543 16468 11578 16518 11613 16568
11544 16469 11579 16519 11614 16569
11545 16471 11580 16521 11615 16571
11546 16472 11581 16522 11616 16572
11547 16474 11582 16524 11617 16574
11548 16475 11583 16525 11618 16575
11549 16477 11584 16527 11619 16576
11550 16478 11585 16528 11620 16578
11551 16479 11586 16529 11621 16579
11552 16481 11587 16531 11622 16581
11553 16482 11588 16532 11623 16582
11554 16484 11589 16534 11624 16584
11555 16485 11590 16535 11625 16585
11556 16487 11591 16536 11626 16586
11557 16488 11592 16538 11627 16588
11558 16489 11593 16539 11628 16589
11559 16491 11594 16541 11629 16591
11560 16492 11595 16542 11630 16592
11561 16494 11596 16544 11631 16594
11562 16495 11597 16545 11632 16595
11563 16497 11598 16546 11633 16596
11564 16498 11599 16548 11634 16598
11565 16499 11600 16549 11635 16599
11566 16501 11601 16551 11636 16601
11567 16502 11602 16552 11637 16602
11568 16504 11603 16554 11638 16604
11569 16505 11604 16555 11639 16605
11570 16507 11605 16556 11640 16606
11571 16508 11606 16558 11641 16608
11572 16509 11607 16559 11642 16609
11573 16511 11608 16561 11643 16611
11574 16512 11609 16562 11644 16612
11575 16514 11610 16564 11645 16614
11576 16515 11611 16565 11646 16615
11577 16517 11612 16566 11647 16616

179
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
11648 16618 11683 16668 11718 16718
11649 16619 11684 16669 11719 16719
11650 16621 11685 16671 11720 16721
11651 16622 11686 16672 11721 16722
11652 16624 11687 16673 11722 16723
11653 16625 11688 16675 11723 16725
11654 16626 11689 16676 11724 16726
11655 16628 11690 16678 11725 16728
11656 16629 11691 16679 11726 16729
11657 16631 11692 16681 11727 16731
11658 16632 11693 16682 11728 16732
11659 16634 11694 16683 11729 16733
11660 16635 11695 16685 11730 16735
11661 16636 11696 16686 11731 16736
11662 16638 11697 16688 11732 16738
11663 16639 11698 16689 11733 16739
11664 16641 11699 16691 11734 16741
11665 16642 11700 16692 11735 16742
11666 16643 11701 16693 11736 16743
11667 16645 11702 16695 11737 16745
11668 16646 11703 16696 11738 16746
11669 16648 11704 16698 11739 16748
11670 16649 11705 16699 11740 16749
11671 16651 11706 16701 11741 16750
11672 16652 11707 16702 11742 16752
11673 16653 11708 16703 11743 16753
11674 16655 11709 16705 11744 16755
11675 16656 11710 16706 11745 16756
11676 16658 11711 16708 11746 16758
11677 16659 11712 16709 11747 16759
11678 16661 11713 16711 11748 16760
11679 16662 11714 16712 11749 16762
11680 16663 11715 16713 11750 16763
11681 16665 11716 16715 11751 16765
11682 16666 11717 16716 11752 16766

180
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
11753 16768 11788 16818 11823 16867
11754 16769 11789 16819 11824 16869
11755 16770 11790 16820 11825 16870
11756 16772 11791 16822 11826 16872
11757 16773 11792 16823 11827 16873
11758 16775 11793 16825 11828 16875
11759 16776 11794 16826 11829 16876
11760 16778 11795 16828 11830 16877
11761 16779 11796 16829 11831 16879
11762 16780 11797 16830 11832 16880
11763 16782 11798 16832 11833 16882
11764 16783 11799 16833 11834 16883
11765 16785 11800 16835 11835 16885
11766 16786 11801 16836 11836 16886
11767 16788 11802 16838 11837 16887
11768 16789 11803 16839 11838 16889
11769 16790 11804 16840 11839 16890
11770 16792 11805 16842 11840 16892
11771 16793 11806 16843 11841 16893
11772 16795 11807 16845 11842 16895
11773 16796 11808 16846 11843 16896
11774 16798 11809 16848 11844 16897
11775 16799 11810 16849 11845 16899
11776 16800 11811 16850 11846 16900
11777 16802 11812 16852 11847 16902
11778 16803 11813 16853 11848 16903
11779 16805 11814 16855 11849 16905
11780 16806 11815 16856 11850 16906
11781 16808 11816 16857 11851 16907
11782 16809 11817 16859 11852 16909
11783 16810 11818 16860 11853 16910
11784 16812 11819 16862 11854 16912
11785 16813 11820 16863 11855 16913
11786 16815 11821 16865 11856 16915
11787 16816 11822 16866 11857 16916

181
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
11858 16917 11893 16967 11928 17017
11859 16919 11894 16969 11929 17019
11860 16920 11895 16970 11930 17020
11861 16922 11896 16972 11931 17022
11862 16923 11897 16973 11932 17023
11863 16925 11898 16974 11933 17024
11864 16926 11899 16976 11934 17026
11865 16927 11900 16977 11935 17027
11866 16929 11901 16979 11936 17029
11867 16930 11902 16980 11937 17030
11868 16932 11903 16982 11938 17032
11869 16933 11904 16983 11939 17033
11870 16935 11905 16984 11940 17034
11871 16936 11906 16986 11941 17036
11872 16937 11907 16987 11942 17037
11873 16939 11908 16989 11943 17039
11874 16940 11909 16990 11944 17040
11875 16942 11910 16992 11945 17042
11876 16943 11911 16993 11946 17043
11877 16945 11912 16994 11947 17044
11878 16946 11913 16996 11948 17046
11879 16947 11914 16997 11949 17047
11880 16949 11915 16999 11950 17049
11881 16950 11916 17000 11951 17050
11882 16952 11917 17002 11952 17052
11883 16953 11918 17003 11953 17053
11884 16955 11919 17004 11954 17054
11885 16956 11920 17006 11955 17056
11886 16957 11921 17007 11956 17057
11887 16959 11922 17009 11957 17059
11888 16960 11923 17010 11958 17060
11889 16962 11924 17012 11959 17062
11890 16963 11925 17013 11960 17063
11891 16964 11926 17014 11961 17064
11892 16966 11927 17016 11962 17066

182
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
11963 17067 11998 17117 12033 17167
11964 17069 11999 17119 12034 17169
11965 17070 12000 17120 12035 17170
11966 17071 12001 17121 12036 17171
11967 17073 12002 17123 12037 17173
11968 17074 12003 17124 12038 17174
11969 17076 12004 17126 12039 17176
11970 17077 12005 17127 12040 17177
11971 17079 12006 17129 12041 17178
11972 17080 12007 17130 12042 17180
11973 17081 12008 17131 12043 17181
11974 17083 12009 17133 12044 17183
11975 17084 12010 17134 12045 17184
11976 17086 12011 17136 12046 17186
11977 17087 12012 17137 12047 17187
11978 17089 12013 17139 12048 17188
11979 17090 12014 17140 12049 17190
11980 17091 12015 17141 12050 17191
11981 17093 12016 17143 12051 17193
11982 17094 12017 17144 12052 17194
11983 17096 12018 17146 12053 17196
11984 17097 12019 17147 12054 17197
11985 17099 12020 17149 12055 17198
11986 17100 12021 17150 12056 17200
11987 17101 12022 17151 12057 17201
11988 17103 12023 17153 12058 17203
11989 17104 12024 17154 12059 17204
11990 17106 12025 17156 12060 17206
11991 17107 12026 17157 12061 17207
11992 17109 12027 17159 12062 17208
11993 17110 12028 17160 12063 17210
11994 17111 12029 17161 12064 17211
11995 17113 12030 17163 12065 17213
11996 17114 12031 17164 12066 17214
11997 17116 12032 17166 12067 17216

183
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
12068 17217 12103 17267 12138 17317
12069 17218 12104 17268 12139 17318
12070 17220 12105 17270 12140 17320
12071 17221 12106 17271 12141 17321
12072 17223 12107 17273 12142 17323
12073 17224 12108 17274 12143 17324
12074 17226 12109 17276 12144 17325
12075 17227 12110 17277 12145 17327
12076 17228 12111 17278 12146 17328
12077 17230 12112 17280 12147 17330
12078 17231 12113 17281 12148 17331
12079 17233 12114 17283 12149 17333
12080 17234 12115 17284 12150 17334
12081 17236 12116 17285 12151 17335
12082 17237 12117 17287 12152 17337
12083 17238 12118 17288 12153 17338
12084 17240 12119 17290 12154 17340
12085 17241 12120 17291 12155 17341
12086 17243 12121 17293 12156 17343
12087 17244 12122 17294 12157 17344
12088 17246 12123 17295 12158 17345
12089 17247 12124 17297 12159 17347
12090 17248 12125 17298 12160 17348
12091 17250 12126 17300 12161 17350
12092 17251 12127 17301 12162 17351
12093 17253 12128 17303 12163 17353
12094 17254 12129 17304 12164 17354
12095 17256 12130 17305 12165 17355
12096 17257 12131 17307 12166 17357
12097 17258 12132 17308 12167 17358
12098 17260 12133 17310 12168 17360
12099 17261 12134 17311 12169 17361
12100 17263 12135 17313 12170 17363
12101 17264 12136 17314 12171 17364
12102 17266 12137 17315 12172 17365

184
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
12173 17367 12208 17417 12243 17467
12174 17368 12209 17418 12244 17468
12175 17370 12210 17420 12245 17470
12176 17371 12211 17421 12246 17471
12177 17373 12212 17422 12247 17472
12178 17374 12213 17424 12248 17474
12179 17375 12214 17425 12249 17475
12180 17377 12215 17427 12250 17477
12181 17378 12216 17428 12251 17478
12182 17380 12217 17430 12252 17480
12183 17381 12218 17431 12253 17481
12184 17383 12219 17432 12254 17482
12185 17384 12220 17434 12255 17484
12186 17385 12221 17435 12256 17485
12187 17387 12222 17437 12257 17487
12188 17388 12223 17438 12258 17488
12189 17390 12224 17440 12259 17490
12190 17391 12225 17441 12260 17491
12191 17392 12226 17442 12261 17492
12192 17394 12227 17444 12262 17494
12193 17395 12228 17445 12263 17495
12194 17397 12229 17447 12264 17497
12195 17398 12230 17448 12265 17498
12196 17400 12231 17450 12266 17499
12197 17401 12232 17451 12267 17501
12198 17402 12233 17452 12268 17502
12199 17404 12234 17454 12269 17504
12200 17405 12235 17455 12270 17505
12201 17407 12236 17457 12271 17507
12202 17408 12237 17458 12272 17508
12203 17410 12238 17460 12273 17509
12204 17411 12239 17461 12274 17511
12205 17412 12240 17462 12275 17512
12206 17414 12241 17464 12276 17514
12207 17415 12242 17465 12277 17515

185
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
12278 17517 12313 17567 12348 17616
12279 17518 12314 17568 12349 17618
12280 17519 12315 17569 12350 17619
12281 17521 12316 17571 12351 17621
12282 17522 12317 17572 12352 17622
12283 17524 12318 17574 12353 17624
12284 17525 12319 17575 12354 17625
12285 17527 12320 17577 12355 17626
12286 17528 12321 17578 12356 17628
12287 17529 12322 17579 12357 17629
12288 17531 12323 17581 12358 17631
12289 17532 12324 17582 12359 17632
12290 17534 12325 17584 12360 17634
12291 17535 12326 17585 12361 17635
12292 17537 12327 17587 12362 17636
12293 17538 12328 17588 12363 17638
12294 17539 12329 17589 12364 17639
12295 17541 12330 17591 12365 17641
12296 17542 12331 17592 12366 17642
12297 17544 12332 17594 12367 17644
12298 17545 12333 17595 12368 17645
12299 17547 12334 17597 12369 17646
12300 17548 12335 17598 12370 17648
12301 17549 12336 17599 12371 17649
12302 17551 12337 17601 12372 17651
12303 17552 12338 17602 12373 17652
12304 17554 12339 17604 12374 17654
12305 17555 12340 17605 12375 17655
12306 17557 12341 17606 12376 17656
12307 17558 12342 17608 12377 17658
12308 17559 12343 17609 12378 17659
12309 17561 12344 17611 12379 17661
12310 17562 12345 17612 12380 17662
12311 17564 12346 17614 12381 17664
12312 17565 12347 17615 12382 17665

186
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
12383 17666 12418 17716 12453 17766
12384 17668 12419 17718 12454 17768
12385 17669 12420 17719 12455 17769
12386 17671 12421 17721 12456 17771
12387 17672 12422 17722 12457 17772
12388 17674 12423 17723 12458 17773
12389 17675 12424 17725 12459 17775
12390 17676 12425 17726 12460 17776
12391 17678 12426 17728 12461 17778
12392 17679 12427 17729 12462 17779
12393 17681 12428 17731 12463 17781
12394 17682 12429 17732 12464 17782
12395 17684 12430 17733 12465 17783
12396 17685 12431 17735 12466 17785
12397 17686 12432 17736 12467 17786
12398 17688 12433 17738 12468 17788
12399 17689 12434 17739 12469 17789
12400 17691 12435 17741 12470 17791
12401 17692 12436 17742 12471 17792
12402 17694 12437 17743 12472 17793
12403 17695 12438 17745 12473 17795
12404 17696 12439 17746 12474 17796
12405 17698 12440 17748 12475 17798
12406 17699 12441 17749 12476 17799
12407 17701 12442 17751 12477 17801
12408 17702 12443 17752 12478 17802
12409 17704 12444 17753 12479 17803
12410 17705 12445 17755 12480 17805
12411 17706 12446 17756 12481 17806
12412 17708 12447 17758 12482 17808
12413 17709 12448 17759 12483 17809
12414 17711 12449 17761 12484 17811
12415 17712 12450 17762 12485 17812
12416 17713 12451 17763 12486 17813
12417 17715 12452 17765 12487 17815

187
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
12488 17816 12523 17866 12558 17916
12489 17818 12524 17868 12559 17918
12490 17819 12525 17869 12560 17919
12491 17820 12526 17870 12561 17920
12492 17822 12527 17872 12562 17922
12493 17823 12528 17873 12563 17923
12494 17825 12529 17875 12564 17925
12495 17826 12530 17876 12565 17926
12496 17828 12531 17878 12566 17927
12497 17829 12532 17879 12567 17929
12498 17830 12533 17880 12568 17930
12499 17832 12534 17882 12569 17932
12500 17833 12535 17883 12570 17933
12501 17835 12536 17885 12571 17935
12502 17836 12537 17886 12572 17936
12503 17838 12538 17888 12573 17937
12504 17839 12539 17889 12574 17939
12505 17840 12540 17890 12575 17940
12506 17842 12541 17892 12576 17942
12507 17843 12542 17893 12577 17943
12508 17845 12543 17895 12578 17945
12509 17846 12544 17896 12579 17946
12510 17848 12545 17898 12580 17947
12511 17849 12546 17899 12581 17949
12512 17850 12547 17900 12582 17950
12513 17852 12548 17902 12583 17952
12514 17853 12549 17903 12584 17953
12515 17855 12550 17905 12585 17955
12516 17856 12551 17906 12586 17956
12517 17858 12552 17908 12587 17957
12518 17859 12553 17909 12588 17959
12519 17860 12554 17910 12589 17960
12520 17862 12555 17912 12590 17962
12521 17863 12556 17913 12591 17963
12522 17865 12557 17915 12592 17965

188
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
12593 17966 12628 18016 12663 18066
12594 17967 12629 18017 12664 18067
12595 17969 12630 18019 12665 18069
12596 17970 12631 18020 12666 18070
12597 17972 12632 18022 12667 18072
12598 17973 12633 18023 12668 18073
12599 17975 12634 18025 12669 18074
12600 17976 12635 18026 12670 18076
12601 17977 12636 18027 12671 18077
12602 17979 12637 18029 12672 18079
12603 17980 12638 18030 12673 18080
12604 17982 12639 18032 12674 18082
12605 17983 12640 18033 12675 18083
12606 17985 12641 18034 12676 18084
12607 17986 12642 18036 12677 18086
12608 17987 12643 18037 12678 18087
12609 17989 12644 18039 12679 18089
12610 17990 12645 18040 12680 18090
12611 17992 12646 18042 12681 18092
12612 17993 12647 18043 12682 18093
12613 17995 12648 18044 12683 18094
12614 17996 12649 18046 12684 18096
12615 17997 12650 18047 12685 18097
12616 17999 12651 18049 12686 18099
12617 18000 12652 18050 12687 18100
12618 18002 12653 18052 12688 18102
12619 18003 12654 18053 12689 18103
12620 18005 12655 18054 12690 18104
12621 18006 12656 18056 12691 18106
12622 18007 12657 18057 12692 18107
12623 18009 12658 18059 12693 18109
12624 18010 12659 18060 12694 18110
12625 18012 12660 18062 12695 18112
12626 18013 12661 18063 12696 18113
12627 18015 12662 18064 12697 18114

189
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
12698 18116 12733 18166 12768 18216
12699 18117 12734 18167 12769 18217
12700 18119 12735 18169 12770 18219
12701 18120 12736 18170 12771 18220
12702 18122 12737 18171 12772 18221
12703 18123 12738 18173 12773 18223
12704 18124 12739 18174 12774 18224
12705 18126 12740 18176 12775 18226
12706 18127 12741 18177 12776 18227
12707 18129 12742 18179 12777 18229
12708 18130 12743 18180 12778 18230
12709 18132 12744 18181 12779 18231
12710 18133 12745 18183 12780 18233
12711 18134 12746 18184 12781 18234
12712 18136 12747 18186 12782 18236
12713 18137 12748 18187 12783 18237
12714 18139 12749 18189 12784 18239
12715 18140 12750 18190 12785 18240
12716 18141 12751 18191 12786 18241
12717 18143 12752 18193 12787 18243
12718 18144 12753 18194 12788 18244
12719 18146 12754 18196 12789 18246
12720 18147 12755 18197 12790 18247
12721 18149 12756 18199 12791 18248
12722 18150 12757 18200 12792 18250
12723 18151 12758 18201 12793 18251
12724 18153 12759 18203 12794 18253
12725 18154 12760 18204 12795 18254
12726 18156 12761 18206 12796 18256
12727 18157 12762 18207 12797 18257
12728 18159 12763 18209 12798 18258
12729 18160 12764 18210 12799 18260
12730 18161 12765 18211 12800 18261
12731 18163 12766 18213 12801 18263
12732 18164 12767 18214 12802 18264

190
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
12803 18266 12838 18316 12873 18365
12804 18267 12839 18317 12874 18367
12805 18268 12840 18318 12875 18368
12806 18270 12841 18320 12876 18370
12807 18271 12842 18321 12877 18371
12808 18273 12843 18323 12878 18373
12809 18274 12844 18324 12879 18374
12810 18276 12845 18326 12880 18375
12811 18277 12846 18327 12881 18377
12812 18278 12847 18328 12882 18378
12813 18280 12848 18330 12883 18380
12814 18281 12849 18331 12884 18381
12815 18283 12850 18333 12885 18383
12816 18284 12851 18334 12886 18384
12817 18286 12852 18336 12887 18385
12818 18287 12853 18337 12888 18387
12819 18288 12854 18338 12889 18388
12820 18290 12855 18340 12890 18390
12821 18291 12856 18341 12891 18391
12822 18293 12857 18343 12892 18393
12823 18294 12858 18344 12893 18394
12824 18296 12859 18346 12894 18395
12825 18297 12860 18347 12895 18397
12826 18298 12861 18348 12896 18398
12827 18300 12862 18350 12897 18400
12828 18301 12863 18351 12898 18401
12829 18303 12864 18353 12899 18403
12830 18304 12865 18354 12900 18404
12831 18306 12866 18355 12901 18405
12832 18307 12867 18357 12902 18407
12833 18308 12868 18358 12903 18408
12834 18310 12869 18360 12904 18410
12835 18311 12870 18361 12905 18411
12836 18313 12871 18363 12906 18413
12837 18314 12872 18364 12907 18414

191
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
12908 18415 12943 18465 12978 18515
12909 18417 12944 18467 12979 18517
12910 18418 12945 18468 12980 18518
12911 18420 12946 18470 12981 18520
12912 18421 12947 18471 12982 18521
12913 18423 12948 18472 12983 18522
12914 18424 12949 18474 12984 18524
12915 18425 12950 18475 12985 18525
12916 18427 12951 18477 12986 18527
12917 18428 12952 18478 12987 18528
12918 18430 12953 18480 12988 18530
12919 18431 12954 18481 12989 18531
12920 18433 12955 18482 12990 18532
12921 18434 12956 18484 12991 18534
12922 18435 12957 18485 12992 18535
12923 18437 12958 18487 12993 18537
12924 18438 12959 18488 12994 18538
12925 18440 12960 18490 12995 18540
12926 18441 12961 18491 12996 18541
12927 18443 12962 18492 12997 18542
12928 18444 12963 18494 12998 18544
12929 18445 12964 18495 12999 18545
12930 18447 12965 18497 13000 18547
12931 18448 12966 18498 13001 18548
12932 18450 12967 18500 13002 18550
12933 18451 12968 18501 13003 18551
12934 18453 12969 18502 13004 18552
12935 18454 12970 18504 13005 18554
12936 18455 12971 18505 13006 18555
12937 18457 12972 18507 13007 18557
12938 18458 12973 18508 13008 18558
12939 18460 12974 18510 13009 18560
12940 18461 12975 18511 13010 18561
12941 18462 12976 18512 13011 18562
12942 18464 12977 18514 13012 18564

192
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
13013 18565 13048 18615 13083 18665
13014 18567 13049 18617 13084 18667
13015 18568 13050 18618 13085 18668
13016 18569 13051 18619 13086 18669
13017 18571 13052 18621 13087 18671
13018 18572 13053 18622 13088 18672
13019 18574 13054 18624 13089 18674
13020 18575 13055 18625 13090 18675
13021 18577 13056 18627 13091 18676
13022 18578 13057 18628 13092 18678
13023 18579 13058 18629 13093 18679
13024 18581 13059 18631 13094 18681
13025 18582 13060 18632 13095 18682
13026 18584 13061 18634 13096 18684
13027 18585 13062 18635 13097 18685
13028 18587 13063 18637 13098 18686
13029 18588 13064 18638 13099 18688
13030 18589 13065 18639 13100 18689
13031 18591 13066 18641 13101 18691
13032 18592 13067 18642 13102 18692
13033 18594 13068 18644 13103 18694
13034 18595 13069 18645 13104 18695
13035 18597 13070 18647 13105 18696
13036 18598 13071 18648 13106 18698
13037 18599 13072 18649 13107 18699
13038 18601 13073 18651 13108 18701
13039 18602 13074 18652 13109 18702
13040 18604 13075 18654 13110 18704
13041 18605 13076 18655 13111 18705
13042 18607 13077 18657 13112 18706
13043 18608 13078 18658 13113 18708
13044 18609 13079 18659 13114 18709
13045 18611 13080 18661 13115 18711
13046 18612 13081 18662 13116 18712
13047 18614 13082 18664 13117 18714

193
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
13118 18715 13153 18765 13188 18815
13119 18716 13154 18766 13189 18816
13120 18718 13155 18768 13190 18818
13121 18719 13156 18769 13191 18819
13122 18721 13157 18771 13192 18821
13123 18722 13158 18772 13193 18822
13124 18724 13159 18774 13194 18823
13125 18725 13160 18775 13195 18825
13126 18726 13161 18776 13196 18826
13127 18728 13162 18778 13197 18828
13128 18729 13163 18779 13198 18829
13129 18731 13164 18781 13199 18831
13130 18732 13165 18782 13200 18832
13131 18734 13166 18783 13201 18833
13132 18735 13167 18785 13202 18835
13133 18736 13168 18786 13203 18836
13134 18738 13169 18788 13204 18838
13135 18739 13170 18789 13205 18839
13136 18741 13171 18791 13206 18841
13137 18742 13172 18792 13207 18842
13138 18744 13173 18793 13208 18843
13139 18745 13174 18795 13209 18845
13140 18746 13175 18796 13210 18846
13141 18748 13176 18798 13211 18848
13142 18749 13177 18799 13212 18849
13143 18751 13178 18801 13213 18851
13144 18752 13179 18802 13214 18852
13145 18754 13180 18803 13215 18853
13146 18755 13181 18805 13216 18855
13147 18756 13182 18806 13217 18856
13148 18758 13183 18808 13218 18858
13149 18759 13184 18809 13219 18859
13150 18761 13185 18811 13220 18861
13151 18762 13186 18812 13221 18862
13152 18764 13187 18813 13222 18863

194
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
13223 18865 13258 18915 13293 18965
13224 18866 13259 18916 13294 18966
13225 18868 13260 18918 13295 18968
13226 18869 13261 18919 13296 18969
13227 18871 13262 18920 13297 18970
13228 18872 13263 18922 13298 18972
13229 18873 13264 18923 13299 18973
13230 18875 13265 18925 13300 18975
13231 18876 13266 18926 13301 18976
13232 18878 13267 18928 13302 18978
13233 18879 13268 18929 13303 18979
13234 18881 13269 18930 13304 18980
13235 18882 13270 18932 13305 18982
13236 18883 13271 18933 13306 18983
13237 18885 13272 18935 13307 18985
13238 18886 13273 18936 13308 18986
13239 18888 13274 18938 13309 18988
13240 18889 13275 18939 13310 18989
13241 18890 13276 18940 13311 18990
13242 18892 13277 18942 13312 18992
13243 18893 13278 18943 13313 18993
13244 18895 13279 18945 13314 18995
13245 18896 13280 18946 13315 18996
13246 18898 13281 18948 13316 18997
13247 18899 13282 18949 13317 18999
13248 18900 13283 18950 13318 19000
13249 18902 13284 18952 13319 19002
13250 18903 13285 18953 13320 19003
13251 18905 13286 18955 13321 19005
13252 18906 13287 18956 13322 19006
13253 18908 13288 18958 13323 19007
13254 18909 13289 18959 13324 19009
13255 18910 13290 18960 13325 19010
13256 18912 13291 18962 13326 19012
13257 18913 13292 18963 13327 19013

195
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
13328 19015 13363 19065 13398 19114
13329 19016 13364 19066 13399 19116
13330 19017 13365 19067 13400 19117
13331 19019 13366 19069 13401 19119
13332 19020 13367 19070 13402 19120
13333 19022 13368 19072 13403 19122
13334 19023 13369 19073 13404 19123
13335 19025 13370 19075 13405 19124
13336 19026 13371 19076 13406 19126
13337 19027 13372 19077 13407 19127
13338 19029 13373 19079 13408 19129
13339 19030 13374 19080 13409 19130
13340 19032 13375 19082 13410 19132
13341 19033 13376 19083 13411 19133
13342 19035 13377 19085 13412 19134
13343 19036 13378 19086 13413 19136
13344 19037 13379 19087 13414 19137
13345 19039 13380 19089 13415 19139
13346 19040 13381 19090 13416 19140
13347 19042 13382 19092 13417 19142
13348 19043 13383 19093 13418 19143
13349 19045 13384 19095 13419 19144
13350 19046 13385 19096 13420 19146
13351 19047 13386 19097 13421 19147
13352 19049 13387 19099 13422 19149
13353 19050 13388 19100 13423 19150
13354 19052 13389 19102 13424 19152
13355 19053 13390 19103 13425 19153
13356 19055 13391 19104 13426 19154
13357 19056 13392 19106 13427 19156
13358 19057 13393 19107 13428 19157
13359 19059 13394 19109 13429 19159
13360 19060 13395 19110 13430 19160
13361 19062 13396 19112 13431 19162
13362 19063 13397 19113 13432 19163

196
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
13433 19164 13468 19214 13503 19264
13434 19166 13469 19216 13504 19266
13435 19167 13470 19217 13505 19267
13436 19169 13471 19219 13506 19269
13437 19170 13472 19220 13507 19270
13438 19172 13473 19221 13508 19271
13439 19173 13474 19223 13509 19273
13440 19174 13475 19224 13510 19274
13441 19176 13476 19226 13511 19276
13442 19177 13477 19227 13512 19277
13443 19179 13478 19229 13513 19279
13444 19180 13479 19230 13514 19280
13445 19182 13480 19231 13515 19281
13446 19183 13481 19233 13516 19283
13447 19184 13482 19234 13517 19284
13448 19186 13483 19236 13518 19286
13449 19187 13484 19237 13519 19287
13450 19189 13485 19239 13520 19289
13451 19190 13486 19240 13521 19290
13452 19192 13487 19241 13522 19291
13453 19193 13488 19243 13523 19293
13454 19194 13489 19244 13524 19294
13455 19196 13490 19246 13525 19296
13456 19197 13491 19247 13526 19297
13457 19199 13492 19249 13527 19299
13458 19200 13493 19250 13528 19300
13459 19202 13494 19251 13529 19301
13460 19203 13495 19253 13530 19303
13461 19204 13496 19254 13531 19304
13462 19206 13497 19256 13532 19306
13463 19207 13498 19257 13533 19307
13464 19209 13499 19259 13534 19309
13465 19210 13500 19260 13535 19310
13466 19211 13501 19261 13536 19311
13467 19213 13502 19263 13537 19313

197
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
13538 19314 13573 19364 13608 19414
13539 19316 13574 19366 13609 19416
13540 19317 13575 19367 13610 19417
13541 19318 13576 19368 13611 19418
13542 19320 13577 19370 13612 19420
13543 19321 13578 19371 13613 19421
13544 19323 13579 19373 13614 19423
13545 19324 13580 19374 13615 19424
13546 19326 13581 19376 13616 19425
13547 19327 13582 19377 13617 19427
13548 19328 13583 19378 13618 19428
13549 19330 13584 19380 13619 19430
13550 19331 13585 19381 13620 19431
13551 19333 13586 19383 13621 19433
13552 19334 13587 19384 13622 19434
13553 19336 13588 19386 13623 19435
13554 19337 13589 19387 13624 19437
13555 19338 13590 19388 13625 19438
13556 19340 13591 19390 13626 19440
13557 19341 13592 19391 13627 19441
13558 19343 13593 19393 13628 19443
13559 19344 13594 19394 13629 19444
13560 19346 13595 19396 13630 19445
13561 19347 13596 19397 13631 19447
13562 19348 13597 19398 13632 19448
13563 19350 13598 19400 13633 19450
13564 19351 13599 19401 13634 19451
13565 19353 13600 19403 13635 19453
13566 19354 13601 19404 13636 19454
13567 19356 13602 19406 13637 19455
13568 19357 13603 19407 13638 19457
13569 19358 13604 19408 13639 19458
13570 19360 13605 19410 13640 19460
13571 19361 13606 19411 13641 19461
13572 19363 13607 19413 13642 19463

198
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
13643 19464 13678 19514 13713 19564
13644 19465 13679 19515 13714 19565
13645 19467 13680 19517 13715 19567
13646 19468 13681 19518 13716 19568
13647 19470 13682 19520 13717 19570
13648 19471 13683 19521 13718 19571
13649 19473 13684 19523 13719 19572
13650 19474 13685 19524 13720 19574
13651 19475 13686 19525 13721 19575
13652 19477 13687 19527 13722 19577
13653 19478 13688 19528 13723 19578
13654 19480 13689 19530 13724 19580
13655 19481 13690 19531 13725 19581
13656 19483 13691 19532 13726 19582
13657 19484 13692 19534 13727 19584
13658 19485 13693 19535 13728 19585
13659 19487 13694 19537 13729 19587
13660 19488 13695 19538 13730 19588
13661 19490 13696 19540 13731 19590
13662 19491 13697 19541 13732 19591
13663 19493 13698 19542 13733 19592
13664 19494 13699 19544 13734 19594
13665 19495 13700 19545 13735 19595
13666 19497 13701 19547 13736 19597
13667 19498 13702 19548 13737 19598
13668 19500 13703 19550 13738 19600
13669 19501 13704 19551 13739 19601
13670 19503 13705 19552 13740 19602
13671 19504 13706 19554 13741 19604
13672 19505 13707 19555 13742 19605
13673 19507 13708 19557 13743 19607
13674 19508 13709 19558 13744 19608
13675 19510 13710 19560 13745 19610
13676 19511 13711 19561 13746 19611
13677 19513 13712 19562 13747 19612

199
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
13748 19614 13783 19664 13818 19714
13749 19615 13784 19665 13819 19715
13750 19617 13785 19667 13820 19717
13751 19618 13786 19668 13821 19718
13752 19620 13787 19669 13822 19719
13753 19621 13788 19671 13823 19721
13754 19622 13789 19672 13824 19722
13755 19624 13790 19674 13825 19724
13756 19625 13791 19675 13826 19725
13757 19627 13792 19677 13827 19727
13758 19628 13793 19678 13828 19728
13759 19630 13794 19679 13829 19729
13760 19631 13795 19681 13830 19731
13761 19632 13796 19682 13831 19732
13762 19634 13797 19684 13832 19734
13763 19635 13798 19685 13833 19735
13764 19637 13799 19687 13834 19737
13765 19638 13800 19688 13835 19738
13766 19639 13801 19689 13836 19739
13767 19641 13802 19691 13837 19741
13768 19642 13803 19692 13838 19742
13769 19644 13804 19694 13839 19744
13770 19645 13805 19695 13840 19745
13771 19647 13806 19697 13841 19746
13772 19648 13807 19698 13842 19748
13773 19649 13808 19699 13843 19749
13774 19651 13809 19701 13844 19751
13775 19652 13810 19702 13845 19752
13776 19654 13811 19704 13846 19754
13777 19655 13812 19705 13847 19755
13778 19657 13813 19707 13848 19756
13779 19658 13814 19708 13849 19758
13780 19659 13815 19709 13850 19759
13781 19661 13816 19711 13851 19761
13782 19662 13817 19712 13852 19762

200
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
13853 19764 13888 19814 13923 19863
13854 19765 13889 19815 13924 19865
13855 19766 13890 19816 13925 19866
13856 19768 13891 19818 13926 19868
13857 19769 13892 19819 13927 19869
13858 19771 13893 19821 13928 19871
13859 19772 13894 19822 13929 19872
13860 19774 13895 19824 13930 19873
13861 19775 13896 19825 13931 19875
13862 19776 13897 19826 13932 19876
13863 19778 13898 19828 13933 19878
13864 19779 13899 19829 13934 19879
13865 19781 13900 19831 13935 19881
13866 19782 13901 19832 13936 19882
13867 19784 13902 19834 13937 19883
13868 19785 13903 19835 13938 19885
13869 19786 13904 19836 13939 19886
13870 19788 13905 19838 13940 19888
13871 19789 13906 19839 13941 19889
13872 19791 13907 19841 13942 19891
13873 19792 13908 19842 13943 19892
13874 19794 13909 19844 13944 19893
13875 19795 13910 19845 13945 19895
13876 19796 13911 19846 13946 19896
13877 19798 13912 19848 13947 19898
13878 19799 13913 19849 13948 19899
13879 19801 13914 19851 13949 19901
13880 19802 13915 19852 13950 19902
13881 19804 13916 19853 13951 19903
13882 19805 13917 19855 13952 19905
13883 19806 13918 19856 13953 19906
13884 19808 13919 19858 13954 19908
13885 19809 13920 19859 13955 19909
13886 19811 13921 19861 13956 19911
13887 19812 13922 19862 13957 19912

201
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
13958 19913 13993 19963 14028 20013
13959 19915 13994 19965 14029 20015
13960 19916 13995 19966 14030 20016
13961 19918 13996 19968 14031 20018
13962 19919 13997 19969 14032 20019
13963 19921 13998 19970 14033 20020
13964 19922 13999 19972 14034 20022
13965 19923 14000 19973 14035 20023
13966 19925 14001 19975 14036 20025
13967 19926 14002 19976 14037 20026
13968 19928 14003 19978 14038 20028
13969 19929 14004 19979 14039 20029
13970 19931 14005 19980 14040 20030
13971 19932 14006 19982 14041 20032
13972 19933 14007 19983 14042 20033
13973 19935 14008 19985 14043 20035
13974 19936 14009 19986 14044 20036
13975 19938 14010 19988 14045 20038
13976 19939 14011 19989 14046 20039
13977 19941 14012 19990 14047 20040
13978 19942 14013 19992 14048 20042
13979 19943 14014 19993 14049 20043
13980 19945 14015 19995 14050 20045
13981 19946 14016 19996 14051 20046
13982 19948 14017 19998 14052 20048
13983 19949 14018 19999 14053 20049
13984 19951 14019 20000 14054 20050
13985 19952 14020 20002 14055 20052
13986 19953 14021 20003 14056 20053
13987 19955 14022 20005 14057 20055
13988 19956 14023 20006 14058 20056
13989 19958 14024 20008 14059 20058
13990 19959 14025 20009 14060 20059
13991 19960 14026 20010 14061 20060
13992 19962 14027 20012 14062 20062

202
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
14063 20063 14098 20113 14133 20163
14064 20065 14099 20115 14134 20165
14065 20066 14100 20116 14135 20166
14066 20067 14101 20117 14136 20167
14067 20069 14102 20119 14137 20169
14068 20070 14103 20120 14138 20170
14069 20072 14104 20122 14139 20172
14070 20073 14105 20123 14140 20173
14071 20075 14106 20125 14141 20174
14072 20076 14107 20126 14142 20176
14073 20077 14108 20127 14143 20177
14074 20079 14109 20129 14144 20179
14075 20080 14110 20130 14145 20180
14076 20082 14111 20132 14146 20182
14077 20083 14112 20133 14147 20183
14078 20085 14113 20135 14148 20184
14079 20086 14114 20136 14149 20186
14080 20087 14115 20137 14150 20187
14081 20089 14116 20139 14151 20189
14082 20090 14117 20140 14152 20190
14083 20092 14118 20142 14153 20192
14084 20093 14119 20143 14154 20193
14085 20095 14120 20145 14155 20194
14086 20096 14121 20146 14156 20196
14087 20097 14122 20147 14157 20197
14088 20099 14123 20149 14158 20199
14089 20100 14124 20150 14159 20200
14090 20102 14125 20152 14160 20202
14091 20103 14126 20153 14161 20203
14092 20105 14127 20155 14162 20204
14093 20106 14128 20156 14163 20206
14094 20107 14129 20157 14164 20207
14095 20109 14130 20159 14165 20209
14096 20110 14131 20160 14166 20210
14097 20112 14132 20162 14167 20212

203
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
14168 20213 14203 20263 14238 20313
14169 20214 14204 20264 14239 20314
14170 20216 14205 20266 14240 20316
14171 20217 14206 20267 14241 20317
14172 20219 14207 20269 14242 20319
14173 20220 14208 20270 14243 20320
14174 20222 14209 20272 14244 20321
14175 20223 14210 20273 14245 20323
14176 20224 14211 20274 14246 20324
14177 20226 14212 20276 14247 20326
14178 20227 14213 20277 14248 20327
14179 20229 14214 20279 14249 20329
14180 20230 14215 20280 14250 20330
14181 20232 14216 20281 14251 20331
14182 20233 14217 20283 14252 20333
14183 20234 14218 20284 14253 20334
14184 20236 14219 20286 14254 20336
14185 20237 14220 20287 14255 20337
14186 20239 14221 20289 14256 20339
14187 20240 14222 20290 14257 20340
14188 20242 14223 20291 14258 20341
14189 20243 14224 20293 14259 20343
14190 20244 14225 20294 14260 20344
14191 20246 14226 20296 14261 20346
14192 20247 14227 20297 14262 20347
14193 20249 14228 20299 14263 20349
14194 20250 14229 20300 14264 20350
14195 20252 14230 20301 14265 20351
14196 20253 14231 20303 14266 20353
14197 20254 14232 20304 14267 20354
14198 20256 14233 20306 14268 20356
14199 20257 14234 20307 14269 20357
14200 20259 14235 20309 14270 20359
14201 20260 14236 20310 14271 20360
14202 20262 14237 20311 14272 20361

204
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
14273 20363 14308 20413 14343 20463
14274 20364 14309 20414 14344 20464
14275 20366 14310 20416 14345 20466
14276 20367 14311 20417 14346 20467
14277 20369 14312 20418 14347 20468
14278 20370 14313 20420 14348 20470
14279 20371 14314 20421 14349 20471
14280 20373 14315 20423 14350 20473
14281 20374 14316 20424 14351 20474
14282 20376 14317 20426 14352 20476
14283 20377 14318 20427 14353 20477
14284 20379 14319 20428 14354 20478
14285 20380 14320 20430 14355 20480
14286 20381 14321 20431 14356 20481
14287 20383 14322 20433 14357 20483
14288 20384 14323 20434 14358 20484
14289 20386 14324 20436 14359 20486
14290 20387 14325 20437 14360 20487
14291 20388 14326 20438 14361 20488
14292 20390 14327 20440 14362 20490
14293 20391 14328 20441 14363 20491
14294 20393 14329 20443 14364 20493
14295 20394 14330 20444 14365 20494
14296 20396 14331 20446 14366 20495
14297 20397 14332 20447 14367 20497
14298 20398 14333 20448 14368 20498
14299 20400 14334 20450 14369 20500
14300 20401 14335 20451 14370 20501
14301 20403 14336 20453 14371 20503
14302 20404 14337 20454 14372 20504
14303 20406 14338 20456 14373 20505
14304 20407 14339 20457 14374 20507
14305 20408 14340 20458 14375 20508
14306 20410 14341 20460 14376 20510
14307 20411 14342 20461 14377 20511

205
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
14378 20513 14413 20563 14448 20612
14379 20514 14414 20564 14449 20614
14380 20515 14415 20565 14450 20615
14381 20517 14416 20567 14451 20617
14382 20518 14417 20568 14452 20618
14383 20520 14418 20570 14453 20620
14384 20521 14419 20571 14454 20621
14385 20523 14420 20573 14455 20622
14386 20524 14421 20574 14456 20624
14387 20525 14422 20575 14457 20625
14388 20527 14423 20577 14458 20627
14389 20528 14424 20578 14459 20628
14390 20530 14425 20580 14460 20630
14391 20531 14426 20581 14461 20631
14392 20533 14427 20583 14462 20632
14393 20534 14428 20584 14463 20634
14394 20535 14429 20585 14464 20635
14395 20537 14430 20587 14465 20637
14396 20538 14431 20588 14466 20638
14397 20540 14432 20590 14467 20640
14398 20541 14433 20591 14468 20641
14399 20543 14434 20593 14469 20642
14400 20544 14435 20594 14470 20644
14401 20545 14436 20595 14471 20645
14402 20547 14437 20597 14472 20647
14403 20548 14438 20598 14473 20648
14404 20550 14439 20600 14474 20650
14405 20551 14440 20601 14475 20651
14406 20553 14441 20602 14476 20652
14407 20554 14442 20604 14477 20654
14408 20555 14443 20605 14478 20655
14409 20557 14444 20607 14479 20657
14410 20558 14445 20608 14480 20658
14411 20560 14446 20610 14481 20660
14412 20561 14447 20611 14482 20661

206
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
14483 20662 14518 20712 14553 20762
14484 20664 14519 20714 14554 20764
14485 20665 14520 20715 14555 20765
14486 20667 14521 20717 14556 20767
14487 20668 14522 20718 14557 20768
14488 20670 14523 20719 14558 20769
14489 20671 14524 20721 14559 20771
14490 20672 14525 20722 14560 20772
14491 20674 14526 20724 14561 20774
14492 20675 14527 20725 14562 20775
14493 20677 14528 20727 14563 20777
14494 20678 14529 20728 14564 20778
14495 20680 14530 20729 14565 20779
14496 20681 14531 20731 14566 20781
14497 20682 14532 20732 14567 20782
14498 20684 14533 20734 14568 20784
14499 20685 14534 20735 14569 20785
14500 20687 14535 20737 14570 20787
14501 20688 14536 20738 14571 20788
14502 20690 14537 20739 14572 20789
14503 20691 14538 20741 14573 20791
14504 20692 14539 20742 14574 20792
14505 20694 14540 20744 14575 20794
14506 20695 14541 20745 14576 20795
14507 20697 14542 20747 14577 20797
14508 20698 14543 20748 14578 20798
14509 20700 14544 20749 14579 20799
14510 20701 14545 20751 14580 20801
14511 20702 14546 20752 14581 20802
14512 20704 14547 20754 14582 20804
14513 20705 14548 20755 14583 20805
14514 20707 14549 20757 14584 20807
14515 20708 14550 20758 14585 20808
14516 20709 14551 20759 14586 20809
14517 20711 14552 20761 14587 20811

207
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
14588 20812 14623 20862 14658 20912
14589 20814 14624 20864 14659 20914
14590 20815 14625 20865 14660 20915
14591 20816 14626 20866 14661 20916
14592 20818 14627 20868 14662 20918
14593 20819 14628 20869 14663 20919
14594 20821 14629 20871 14664 20921
14595 20822 14630 20872 14665 20922
14596 20824 14631 20874 14666 20923
14597 20825 14632 20875 14667 20925
14598 20826 14633 20876 14668 20926
14599 20828 14634 20878 14669 20928
14600 20829 14635 20879 14670 20929
14601 20831 14636 20881 14671 20931
14602 20832 14637 20882 14672 20932
14603 20834 14638 20884 14673 20933
14604 20835 14639 20885 14674 20935
14605 20836 14640 20886 14675 20936
14606 20838 14641 20888 14676 20938
14607 20839 14642 20889 14677 20939
14608 20841 14643 20891 14678 20941
14609 20842 14644 20892 14679 20942
14610 20844 14645 20894 14680 20943
14611 20845 14646 20895 14681 20945
14612 20846 14647 20896 14682 20946
14613 20848 14648 20898 14683 20948
14614 20849 14649 20899 14684 20949
14615 20851 14650 20901 14685 20951
14616 20852 14651 20902 14686 20952
14617 20854 14652 20904 14687 20953
14618 20855 14653 20905 14688 20955
14619 20856 14654 20906 14689 20956
14620 20858 14655 20908 14690 20958
14621 20859 14656 20909 14691 20959
14622 20861 14657 20911 14692 20961

208
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
14693 20962 14728 21012 14763 21062
14694 20963 14729 21013 14764 21063
14695 20965 14730 21015 14765 21065
14696 20966 14731 21016 14766 21066
14697 20968 14732 21018 14767 21068
14698 20969 14733 21019 14768 21069
14699 20971 14734 21021 14769 21070
14700 20972 14735 21022 14770 21072
14701 20973 14736 21023 14771 21073
14702 20975 14737 21025 14772 21075
14703 20976 14738 21026 14773 21076
14704 20978 14739 21028 14774 21078
14705 20979 14740 21029 14775 21079
14706 20981 14741 21030 14776 21080
14707 20982 14742 21032 14777 21082
14708 20983 14743 21033 14778 21083
14709 20985 14744 21035 14779 21085
14710 20986 14745 21036 14780 21086
14711 20988 14746 21038 14781 21088
14712 20989 14747 21039 14782 21089
14713 20991 14748 21040 14783 21090
14714 20992 14749 21042 14784 21092
14715 20993 14750 21043 14785 21093
14716 20995 14751 21045 14786 21095
14717 20996 14752 21046 14787 21096
14718 20998 14753 21048 14788 21098
14719 20999 14754 21049 14789 21099
14720 21001 14755 21050 14790 21100
14721 21002 14756 21052 14791 21102
14722 21003 14757 21053 14792 21103
14723 21005 14758 21055 14793 21105
14724 21006 14759 21056 14794 21106
14725 21008 14760 21058 14795 21108
14726 21009 14761 21059 14796 21109
14727 21011 14762 21060 14797 21110

209
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
14798 21112 14833 21162 14868 21212
14799 21113 14834 21163 14869 21213
14800 21115 14835 21165 14870 21215
14801 21116 14836 21166 14871 21216
14802 21118 14837 21167 14872 21217
14803 21119 14838 21169 14873 21219
14804 21120 14839 21170 14874 21220
14805 21122 14840 21172 14875 21222
14806 21123 14841 21173 14876 21223
14807 21125 14842 21175 14877 21225
14808 21126 14843 21176 14878 21226
14809 21128 14844 21177 14879 21227
14810 21129 14845 21179 14880 21229
14811 21130 14846 21180 14881 21230
14812 21132 14847 21182 14882 21232
14813 21133 14848 21183 14883 21233
14814 21135 14849 21185 14884 21235
14815 21136 14850 21186 14885 21236
14816 21137 14851 21187 14886 21237
14817 21139 14852 21189 14887 21239
14818 21140 14853 21190 14888 21240
14819 21142 14854 21192 14889 21242
14820 21143 14855 21193 14890 21243
14821 21145 14856 21195 14891 21244
14822 21146 14857 21196 14892 21246
14823 21147 14858 21197 14893 21247
14824 21149 14859 21199 14894 21249
14825 21150 14860 21200 14895 21250
14826 21152 14861 21202 14896 21252
14827 21153 14862 21203 14897 21253
14828 21155 14863 21205 14898 21254
14829 21156 14864 21206 14899 21256
14830 21157 14865 21207 14900 21257
14831 21159 14866 21209 14901 21259
14832 21160 14867 21210 14902 21260

210
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
14903 21262 14938 21312 14973 21361
14904 21263 14939 21313 14974 21363
14905 21264 14940 21314 14975 21364
14906 21266 14941 21316 14976 21366
14907 21267 14942 21317 14977 21367
14908 21269 14943 21319 14978 21369
14909 21270 14944 21320 14979 21370
14910 21272 14945 21322 14980 21371
14911 21273 14946 21323 14981 21373
14912 21274 14947 21324 14982 21374
14913 21276 14948 21326 14983 21376
14914 21277 14949 21327 14984 21377
14915 21279 14950 21329 14985 21379
14916 21280 14951 21330 14986 21380
14917 21282 14952 21332 14987 21381
14918 21283 14953 21333 14988 21383
14919 21284 14954 21334 14989 21384
14920 21286 14955 21336 14990 21386
14921 21287 14956 21337 14991 21387
14922 21289 14957 21339 14992 21389
14923 21290 14958 21340 14993 21390
14924 21292 14959 21342 14994 21391
14925 21293 14960 21343 14995 21393
14926 21294 14961 21344 14996 21394
14927 21296 14962 21346 14997 21396
14928 21297 14963 21347 14998 21397
14929 21299 14964 21349 14999 21399
14930 21300 14965 21350 15000 21400
14931 21302 14966 21351 15001 21401
14932 21303 14967 21353 15002 21403
14933 21304 14968 21354 15003 21404
14934 21306 14969 21356 15004 21406
14935 21307 14970 21357 15005 21407
14936 21309 14971 21359 15006 21409
14937 21310 14972 21360 15007 21410

211
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
15008 21411 15043 21461 15078 21511
15009 21413 15044 21463 15079 21513
15010 21414 15045 21464 15080 21514
15011 21416 15046 21466 15081 21516
15012 21417 15047 21467 15082 21517
15013 21419 15048 21468 15083 21518
15014 21420 15049 21470 15084 21520
15015 21421 15050 21471 15085 21521
15016 21423 15051 21473 15086 21523
15017 21424 15052 21474 15087 21524
15018 21426 15053 21476 15088 21526
15019 21427 15054 21477 15089 21527
15020 21429 15055 21478 15090 21528
15021 21430 15056 21480 15091 21530
15022 21431 15057 21481 15092 21531
15023 21433 15058 21483 15093 21533
15024 21434 15059 21484 15094 21534
15025 21436 15060 21486 15095 21536
15026 21437 15061 21487 15096 21537
15027 21439 15062 21488 15097 21538
15028 21440 15063 21490 15098 21540
15029 21441 15064 21491 15099 21541
15030 21443 15065 21493 15100 21543
15031 21444 15066 21494 15101 21544
15032 21446 15067 21496 15102 21546
15033 21447 15068 21497 15103 21547
15034 21449 15069 21498 15104 21548
15035 21450 15070 21500 15105 21550
15036 21451 15071 21501 15106 21551
15037 21453 15072 21503 15107 21553
15038 21454 15073 21504 15108 21554
15039 21456 15074 21506 15109 21556
15040 21457 15075 21507 15110 21557
15041 21458 15076 21508 15111 21558
15042 21460 15077 21510 15112 21560

212
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
15113 21561 15148 21611 15183 21661
15114 21563 15149 21613 15184 21663
15115 21564 15150 21614 15185 21664
15116 21565 15151 21615 15186 21665
15117 21567 15152 21617 15187 21667
15118 21568 15153 21618 15188 21668
15119 21570 15154 21620 15189 21670
15120 21571 15155 21621 15190 21671
15121 21573 15156 21623 15191 21672
15122 21574 15157 21624 15192 21674
15123 21575 15158 21625 15193 21675
15124 21577 15159 21627 15194 21677
15125 21578 15160 21628 15195 21678
15126 21580 15161 21630 15196 21680
15127 21581 15162 21631 15197 21681
15128 21583 15163 21633 15198 21682
15129 21584 15164 21634 15199 21684
15130 21585 15165 21635 15200 21685
15131 21587 15166 21637 15201 21687
15132 21588 15167 21638 15202 21688
15133 21590 15168 21640 15203 21690
15134 21591 15169 21641 15204 21691
15135 21593 15170 21643 15205 21692
15136 21594 15171 21644 15206 21694
15137 21595 15172 21645 15207 21695
15138 21597 15173 21647 15208 21697
15139 21598 15174 21648 15209 21698
15140 21600 15175 21650 15210 21700
15141 21601 15176 21651 15211 21701
15142 21603 15177 21653 15212 21702
15143 21604 15178 21654 15213 21704
15144 21605 15179 21655 15214 21705
15145 21607 15180 21657 15215 21707
15146 21608 15181 21658 15216 21708
15147 21610 15182 21660 15217 21710

213
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
15218 21711 15253 21761 15288 21811
15219 21712 15254 21762 15289 21812
15220 21714 15255 21764 15290 21814
15221 21715 15256 21765 15291 21815
15222 21717 15257 21767 15292 21817
15223 21718 15258 21768 15293 21818
15224 21720 15259 21770 15294 21819
15225 21721 15260 21771 15295 21821
15226 21722 15261 21772 15296 21822
15227 21724 15262 21774 15297 21824
15228 21725 15263 21775 15298 21825
15229 21727 15264 21777 15299 21827
15230 21728 15265 21778 15300 21828
15231 21730 15266 21779 15301 21829
15232 21731 15267 21781 15302 21831
15233 21732 15268 21782 15303 21832
15234 21734 15269 21784 15304 21834
15235 21735 15270 21785 15305 21835
15236 21737 15271 21787 15306 21837
15237 21738 15272 21788 15307 21838
15238 21740 15273 21789 15308 21839
15239 21741 15274 21791 15309 21841
15240 21742 15275 21792 15310 21842
15241 21744 15276 21794 15311 21844
15242 21745 15277 21795 15312 21845
15243 21747 15278 21797 15313 21847
15244 21748 15279 21798 15314 21848
15245 21750 15280 21799 15315 21849
15246 21751 15281 21801 15316 21851
15247 21752 15282 21802 15317 21852
15248 21754 15283 21804 15318 21854
15249 21755 15284 21805 15319 21855
15250 21757 15285 21807 15320 21857
15251 21758 15286 21808 15321 21858
15252 21760 15287 21809 15322 21859

214
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
15323 21861 15358 21911 15393 21961
15324 21862 15359 21912 15394 21962
15325 21864 15360 21914 15395 21964
15326 21865 15361 21915 15396 21965
15327 21867 15362 21916 15397 21966
15328 21868 15363 21918 15398 21968
15329 21869 15364 21919 15399 21969
15330 21871 15365 21921 15400 21971
15331 21872 15366 21922 15401 21972
15332 21874 15367 21924 15402 21974
15333 21875 15368 21925 15403 21975
15334 21877 15369 21926 15404 21976
15335 21878 15370 21928 15405 21978
15336 21879 15371 21929 15406 21979
15337 21881 15372 21931 15407 21981
15338 21882 15373 21932 15408 21982
15339 21884 15374 21934 15409 21984
15340 21885 15375 21935 15410 21985
15341 21886 15376 21936 15411 21986
15342 21888 15377 21938 15412 21988
15343 21889 15378 21939 15413 21989
15344 21891 15379 21941 15414 21991
15345 21892 15380 21942 15415 21992
15346 21894 15381 21944 15416 21993
15347 21895 15382 21945 15417 21995
15348 21896 15383 21946 15418 21996
15349 21898 15384 21948 15419 21998
15350 21899 15385 21949 15420 21999
15351 21901 15386 21951 15421 22001
15352 21902 15387 21952 15422 22002
15353 21904 15388 21954 15423 22003
15354 21905 15389 21955 15424 22005
15355 21906 15390 21956 15425 22006
15356 21908 15391 21958 15426 22008
15357 21909 15392 21959 15427 22009

215
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
15428 22011 15463 22061 15498 22110
15429 22012 15464 22062 15499 22112
15430 22013 15465 22063 15500 22113
15431 22015 15466 22065 15501 22115
15432 22016 15467 22066 15502 22116
15433 22018 15468 22068 15503 22118
15434 22019 15469 22069 15504 22119
15435 22021 15470 22071 15505 22120
15436 22022 15471 22072 15506 22122
15437 22023 15472 22073 15507 22123
15438 22025 15473 22075 15508 22125
15439 22026 15474 22076 15509 22126
15440 22028 15475 22078 15510 22128
15441 22029 15476 22079 15511 22129
15442 22031 15477 22081 15512 22130
15443 22032 15478 22082 15513 22132
15444 22033 15479 22083 15514 22133
15445 22035 15480 22085 15515 22135
15446 22036 15481 22086 15516 22136
15447 22038 15482 22088 15517 22138
15448 22039 15483 22089 15518 22139
15449 22041 15484 22091 15519 22140
15450 22042 15485 22092 15520 22142
15451 22043 15486 22093 15521 22143
15452 22045 15487 22095 15522 22145
15453 22046 15488 22096 15523 22146
15454 22048 15489 22098 15524 22148
15455 22049 15490 22099 15525 22149
15456 22051 15491 22100 15526 22150
15457 22052 15492 22102 15527 22152
15458 22053 15493 22103 15528 22153
15459 22055 15494 22105 15529 22155
15460 22056 15495 22106 15530 22156
15461 22058 15496 22108 15531 22158
15462 22059 15497 22109 15532 22159

216
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
15533 22160 15568 22210 15603 22260
15534 22162 15569 22212 15604 22262
15535 22163 15570 22213 15605 22263
15536 22165 15571 22215 15606 22265
15537 22166 15572 22216 15607 22266
15538 22168 15573 22217 15608 22267
15539 22169 15574 22219 15609 22269
15540 22170 15575 22220 15610 22270
15541 22172 15576 22222 15611 22272
15542 22173 15577 22223 15612 22273
15543 22175 15578 22225 15613 22275
15544 22176 15579 22226 15614 22276
15545 22178 15580 22227 15615 22277
15546 22179 15581 22229 15616 22279
15547 22180 15582 22230 15617 22280
15548 22182 15583 22232 15618 22282
15549 22183 15584 22233 15619 22283
15550 22185 15585 22235 15620 22285
15551 22186 15586 22236 15621 22286
15552 22188 15587 22237 15622 22287
15553 22189 15588 22239 15623 22289
15554 22190 15589 22240 15624 22290
15555 22192 15590 22242 15625 22292
15556 22193 15591 22243 15626 22293
15557 22195 15592 22245 15627 22295
15558 22196 15593 22246 15628 22296
15559 22198 15594 22247 15629 22297
15560 22199 15595 22249 15630 22299
15561 22200 15596 22250 15631 22300
15562 22202 15597 22252 15632 22302
15563 22203 15598 22253 15633 22303
15564 22205 15599 22255 15634 22305
15565 22206 15600 22256 15635 22306
15566 22207 15601 22257 15636 22307
15567 22209 15602 22259 15637 22309

217
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
15638 22310 15673 22360 15708 22410
15639 22312 15674 22362 15709 22412
15640 22313 15675 22363 15710 22413
15641 22314 15676 22364 15711 22414
15642 22316 15677 22366 15712 22416
15643 22317 15678 22367 15713 22417
15644 22319 15679 22369 15714 22419
15645 22320 15680 22370 15715 22420
15646 22322 15681 22372 15716 22421
15647 22323 15682 22373 15717 22423
15648 22324 15683 22374 15718 22424
15649 22326 15684 22376 15719 22426
15650 22327 15685 22377 15720 22427
15651 22329 15686 22379 15721 22429
15652 22330 15687 22380 15722 22430
15653 22332 15688 22382 15723 22431
15654 22333 15689 22383 15724 22433
15655 22334 15690 22384 15725 22434
15656 22336 15691 22386 15726 22436
15657 22337 15692 22387 15727 22437
15658 22339 15693 22389 15728 22439
15659 22340 15694 22390 15729 22440
15660 22342 15695 22392 15730 22441
15661 22343 15696 22393 15731 22443
15662 22344 15697 22394 15732 22444
15663 22346 15698 22396 15733 22446
15664 22347 15699 22397 15734 22447
15665 22349 15700 22399 15735 22449
15666 22350 15701 22400 15736 22450
15667 22352 15702 22402 15737 22451
15668 22353 15703 22403 15738 22453
15669 22354 15704 22404 15739 22454
15670 22356 15705 22406 15740 22456
15671 22357 15706 22407 15741 22457
15672 22359 15707 22409 15742 22459

218
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
15743 22460 15778 22510 15813 22560
15744 22461 15779 22511 15814 22561
15745 22463 15780 22513 15815 22563
15746 22464 15781 22514 15816 22564
15747 22466 15782 22516 15817 22566
15748 22467 15783 22517 15818 22567
15749 22469 15784 22519 15819 22568
15750 22470 15785 22520 15820 22570
15751 22471 15786 22521 15821 22571
15752 22473 15787 22523 15822 22573
15753 22474 15788 22524 15823 22574
15754 22476 15789 22526 15824 22576
15755 22477 15790 22527 15825 22577
15756 22479 15791 22528 15826 22578
15757 22480 15792 22530 15827 22580
15758 22481 15793 22531 15828 22581
15759 22483 15794 22533 15829 22583
15760 22484 15795 22534 15830 22584
15761 22486 15796 22536 15831 22586
15762 22487 15797 22537 15832 22587
15763 22489 15798 22538 15833 22588
15764 22490 15799 22540 15834 22590
15765 22491 15800 22541 15835 22591
15766 22493 15801 22543 15836 22593
15767 22494 15802 22544 15837 22594
15768 22496 15803 22546 15838 22596
15769 22497 15804 22547 15839 22597
15770 22499 15805 22548 15840 22598
15771 22500 15806 22550 15841 22600
15772 22501 15807 22551 15842 22601
15773 22503 15808 22553 15843 22603
15774 22504 15809 22554 15844 22604
15775 22506 15810 22556 15845 22606
15776 22507 15811 22557 15846 22607
15777 22509 15812 22558 15847 22608

219
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
15848 22610 15883 22660 15918 22710
15849 22611 15884 22661 15919 22711
15850 22613 15885 22663 15920 22713
15851 22614 15886 22664 15921 22714
15852 22616 15887 22665 15922 22715
15853 22617 15888 22667 15923 22717
15854 22618 15889 22668 15924 22718
15855 22620 15890 22670 15925 22720
15856 22621 15891 22671 15926 22721
15857 22623 15892 22673 15927 22723
15858 22624 15893 22674 15928 22724
15859 22626 15894 22675 15929 22725
15860 22627 15895 22677 15930 22727
15861 22628 15896 22678 15931 22728
15862 22630 15897 22680 15932 22730
15863 22631 15898 22681 15933 22731
15864 22633 15899 22683 15934 22733
15865 22634 15900 22684 15935 22734
15866 22635 15901 22685 15936 22735
15867 22637 15902 22687 15937 22737
15868 22638 15903 22688 15938 22738
15869 22640 15904 22690 15939 22740
15870 22641 15905 22691 15940 22741
15871 22643 15906 22693 15941 22742
15872 22644 15907 22694 15942 22744
15873 22645 15908 22695 15943 22745
15874 22647 15909 22697 15944 22747
15875 22648 15910 22698 15945 22748
15876 22650 15911 22700 15946 22750
15877 22651 15912 22701 15947 22751
15878 22653 15913 22703 15948 22752
15879 22654 15914 22704 15949 22754
15880 22655 15915 22705 15950 22755
15881 22657 15916 22707 15951 22757
15882 22658 15917 22708 15952 22758

220
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
15953 22760 15988 22810 16023 22859
15954 22761 15989 22811 16024 22861
15955 22762 15990 22812 16025 22862
15956 22764 15991 22814 16026 22864
15957 22765 15992 22815 16027 22865
15958 22767 15993 22817 16028 22867
15959 22768 15994 22818 16029 22868
15960 22770 15995 22820 16030 22869
15961 22771 15996 22821 16031 22871
15962 22772 15997 22822 16032 22872
15963 22774 15998 22824 16033 22874
15964 22775 15999 22825 16034 22875
15965 22777 16000 22827 16035 22877
15966 22778 16001 22828 16036 22878
15967 22780 16002 22830 16037 22879
15968 22781 16003 22831 16038 22881
15969 22782 16004 22832 16039 22882
15970 22784 16005 22834 16040 22884
15971 22785 16006 22835 16041 22885
15972 22787 16007 22837 16042 22887
15973 22788 16008 22838 16043 22888
15974 22790 16009 22840 16044 22889
15975 22791 16010 22841 16045 22891
15976 22792 16011 22842 16046 22892
15977 22794 16012 22844 16047 22894
15978 22795 16013 22845 16048 22895
15979 22797 16014 22847 16049 22897
15980 22798 16015 22848 16050 22898
15981 22800 16016 22849 16051 22899
15982 22801 16017 22851 16052 22901
15983 22802 16018 22852 16053 22902
15984 22804 16019 22854 16054 22904
15985 22805 16020 22855 16055 22905
15986 22807 16021 22857 16056 22907
15987 22808 16022 22858 16057 22908

221
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
16058 22909 16093 22959 16128 23009
16059 22911 16094 22961 16129 23011
16060 22912 16095 22962 16130 23012
16061 22914 16096 22964 16131 23014
16062 22915 16097 22965 16132 23015
16063 22917 16098 22966 16133 23016
16064 22918 16099 22968 16134 23018
16065 22919 16100 22969 16135 23019
16066 22921 16101 22971 16136 23021
16067 22922 16102 22972 16137 23022
16068 22924 16103 22974 16138 23024
16069 22925 16104 22975 16139 23025
16070 22927 16105 22976 16140 23026
16071 22928 16106 22978 16141 23028
16072 22929 16107 22979 16142 23029
16073 22931 16108 22981 16143 23031
16074 22932 16109 22982 16144 23032
16075 22934 16110 22984 16145 23034
16076 22935 16111 22985 16146 23035
16077 22937 16112 22986 16147 23036
16078 22938 16113 22988 16148 23038
16079 22939 16114 22989 16149 23039
16080 22941 16115 22991 16150 23041
16081 22942 16116 22992 16151 23042
16082 22944 16117 22994 16152 23044
16083 22945 16118 22995 16153 23045
16084 22947 16119 22996 16154 23046
16085 22948 16120 22998 16155 23048
16086 22949 16121 22999 16156 23049
16087 22951 16122 23001 16157 23051
16088 22952 16123 23002 16158 23052
16089 22954 16124 23004 16159 23054
16090 22955 16125 23005 16160 23055
16091 22956 16126 23006 16161 23056
16092 22958 16127 23008 16162 23058

222
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
16163 23059 16198 23109 16233 23159
16164 23061 16199 23111 16234 23161
16165 23062 16200 23112 16235 23162
16166 23063 16201 23113 16236 23163
16167 23065 16202 23115 16237 23165
16168 23066 16203 23116 16238 23166
16169 23068 16204 23118 16239 23168
16170 23069 16205 23119 16240 23169
16171 23071 16206 23121 16241 23170
16172 23072 16207 23122 16242 23172
16173 23073 16208 23123 16243 23173
16174 23075 16209 23125 16244 23175
16175 23076 16210 23126 16245 23176
16176 23078 16211 23128 16246 23178
16177 23079 16212 23129 16247 23179
16178 23081 16213 23131 16248 23180
16179 23082 16214 23132 16249 23182
16180 23083 16215 23133 16250 23183
16181 23085 16216 23135 16251 23185
16182 23086 16217 23136 16252 23186
16183 23088 16218 23138 16253 23188
16184 23089 16219 23139 16254 23189
16185 23091 16220 23141 16255 23190
16186 23092 16221 23142 16256 23192
16187 23093 16222 23143 16257 23193
16188 23095 16223 23145 16258 23195
16189 23096 16224 23146 16259 23196
16190 23098 16225 23148 16260 23198
16191 23099 16226 23149 16261 23199
16192 23101 16227 23151 16262 23200
16193 23102 16228 23152 16263 23202
16194 23103 16229 23153 16264 23203
16195 23105 16230 23155 16265 23205
16196 23106 16231 23156 16266 23206
16197 23108 16232 23158 16267 23208

223
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
16268 23209 16303 23259 16338 23309
16269 23210 16304 23260 16339 23310
16270 23212 16305 23262 16340 23312
16271 23213 16306 23263 16341 23313
16272 23215 16307 23265 16342 23315
16273 23216 16308 23266 16343 23316
16274 23218 16309 23268 16344 23317
16275 23219 16310 23269 16345 23319
16276 23220 16311 23270 16346 23320
16277 23222 16312 23272 16347 23322
16278 23223 16313 23273 16348 23323
16279 23225 16314 23275 16349 23325
16280 23226 16315 23276 16350 23326
16281 23228 16316 23277 16351 23327
16282 23229 16317 23279 16352 23329
16283 23230 16318 23280 16353 23330
16284 23232 16319 23282 16354 23332
16285 23233 16320 23283 16355 23333
16286 23235 16321 23285 16356 23335
16287 23236 16322 23286 16357 23336
16288 23238 16323 23287 16358 23337
16289 23239 16324 23289 16359 23339
16290 23240 16325 23290 16360 23340
16291 23242 16326 23292 16361 23342
16292 23243 16327 23293 16362 23343
16293 23245 16328 23295 16363 23345
16294 23246 16329 23296 16364 23346
16295 23248 16330 23297 16365 23347
16296 23249 16331 23299 16366 23349
16297 23250 16332 23300 16367 23350
16298 23252 16333 23302 16368 23352
16299 23253 16334 23303 16369 23353
16300 23255 16335 23305 16370 23355
16301 23256 16336 23306 16371 23356
16302 23258 16337 23307 16372 23357

224
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
16373 23359 16408 23409 16443 23459
16374 23360 16409 23410 16444 23460
16375 23362 16410 23412 16445 23462
16376 23363 16411 23413 16446 23463
16377 23365 16412 23414 16447 23464
16378 23366 16413 23416 16448 23466
16379 23367 16414 23417 16449 23467
16380 23369 16415 23419 16450 23469
16381 23370 16416 23420 16451 23470
16382 23372 16417 23422 16452 23472
16383 23373 16418 23423 16453 23473
16384 23375 16419 23424 16454 23474
16385 23376 16420 23426 16455 23476
16386 23377 16421 23427 16456 23477
16387 23379 16422 23429 16457 23479
16388 23380 16423 23430 16458 23480
16389 23382 16424 23432 16459 23482
16390 23383 16425 23433 16460 23483
16391 23384 16426 23434 16461 23484
16392 23386 16427 23436 16462 23486
16393 23387 16428 23437 16463 23487
16394 23389 16429 23439 16464 23489
16395 23390 16430 23440 16465 23490
16396 23392 16431 23442 16466 23491
16397 23393 16432 23443 16467 23493
16398 23394 16433 23444 16468 23494
16399 23396 16434 23446 16469 23496
16400 23397 16435 23447 16470 23497
16401 23399 16436 23449 16471 23499
16402 23400 16437 23450 16472 23500
16403 23402 16438 23452 16473 23501
16404 23403 16439 23453 16474 23503
16405 23404 16440 23454 16475 23504
16406 23406 16441 23456 16476 23506
16407 23407 16442 23457 16477 23507

225
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
16478 23509 16513 23559 16548 23608
16479 23510 16514 23560 16549 23610
16480 23511 16515 23561 16550 23611
16481 23513 16516 23563 16551 23613
16482 23514 16517 23564 16552 23614
16483 23516 16518 23566 16553 23616
16484 23517 16519 23567 16554 23617
16485 23519 16520 23569 16555 23618
16486 23520 16521 23570 16556 23620
16487 23521 16522 23571 16557 23621
16488 23523 16523 23573 16558 23623
16489 23524 16524 23574 16559 23624
16490 23526 16525 23576 16560 23626
16491 23527 16526 23577 16561 23627
16492 23529 16527 23579 16562 23628
16493 23530 16528 23580 16563 23630
16494 23531 16529 23581 16564 23631
16495 23533 16530 23583 16565 23633
16496 23534 16531 23584 16566 23634
16497 23536 16532 23586 16567 23636
16498 23537 16533 23587 16568 23637
16499 23539 16534 23589 16569 23638
16500 23540 16535 23590 16570 23640
16501 23541 16536 23591 16571 23641
16502 23543 16537 23593 16572 23643
16503 23544 16538 23594 16573 23644
16504 23546 16539 23596 16574 23646
16505 23547 16540 23597 16575 23647
16506 23549 16541 23598 16576 23648
16507 23550 16542 23600 16577 23650
16508 23551 16543 23601 16578 23651
16509 23553 16544 23603 16579 23653
16510 23554 16545 23604 16580 23654
16511 23556 16546 23606 16581 23656
16512 23557 16547 23607 16582 23657

226
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
16583 23658 16618 23708 16653 23758
16584 23660 16619 23710 16654 23760
16585 23661 16620 23711 16655 23761
16586 23663 16621 23713 16656 23763
16587 23664 16622 23714 16657 23764
16588 23666 16623 23715 16658 23765
16589 23667 16624 23717 16659 23767
16590 23668 16625 23718 16660 23768
16591 23670 16626 23720 16661 23770
16592 23671 16627 23721 16662 23771
16593 23673 16628 23723 16663 23773
16594 23674 16629 23724 16664 23774
16595 23676 16630 23725 16665 23775
16596 23677 16631 23727 16666 23777
16597 23678 16632 23728 16667 23778
16598 23680 16633 23730 16668 23780
16599 23681 16634 23731 16669 23781
16600 23683 16635 23733 16670 23783
16601 23684 16636 23734 16671 23784
16602 23686 16637 23735 16672 23785
16603 23687 16638 23737 16673 23787
16604 23688 16639 23738 16674 23788
16605 23690 16640 23740 16675 23790
16606 23691 16641 23741 16676 23791
16607 23693 16642 23743 16677 23793
16608 23694 16643 23744 16678 23794
16609 23696 16644 23745 16679 23795
16610 23697 16645 23747 16680 23797
16611 23698 16646 23748 16681 23798
16612 23700 16647 23750 16682 23800
16613 23701 16648 23751 16683 23801
16614 23703 16649 23753 16684 23803
16615 23704 16650 23754 16685 23804
16616 23705 16651 23755 16686 23805
16617 23707 16652 23757 16687 23807

227
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
16688 23808 16723 23858 16758 23908
16689 23810 16724 23860 16759 23910
16690 23811 16725 23861 16760 23911
16691 23812 16726 23862 16761 23912
16692 23814 16727 23864 16762 23914
16693 23815 16728 23865 16763 23915
16694 23817 16729 23867 16764 23917
16695 23818 16730 23868 16765 23918
16696 23820 16731 23870 16766 23919
16697 23821 16732 23871 16767 23921
16698 23822 16733 23872 16768 23922
16699 23824 16734 23874 16769 23924
16700 23825 16735 23875 16770 23925
16701 23827 16736 23877 16771 23927
16702 23828 16737 23878 16772 23928
16703 23830 16738 23880 16773 23929
16704 23831 16739 23881 16774 23931
16705 23832 16740 23882 16775 23932
16706 23834 16741 23884 16776 23934
16707 23835 16742 23885 16777 23935
16708 23837 16743 23887 16778 23937
16709 23838 16744 23888 16779 23938
16710 23840 16745 23890 16780 23939
16711 23841 16746 23891 16781 23941
16712 23842 16747 23892 16782 23942
16713 23844 16748 23894 16783 23944
16714 23845 16749 23895 16784 23945
16715 23847 16750 23897 16785 23947
16716 23848 16751 23898 16786 23948
16717 23850 16752 23900 16787 23949
16718 23851 16753 23901 16788 23951
16719 23852 16754 23902 16789 23952
16720 23854 16755 23904 16790 23954
16721 23855 16756 23905 16791 23955
16722 23857 16757 23907 16792 23957

228
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
16793 23958 16828 24008 16863 24058
16794 23959 16829 24009 16864 24059
16795 23961 16830 24011 16865 24061
16796 23962 16831 24012 16866 24062
16797 23964 16832 24014 16867 24064
16798 23965 16833 24015 16868 24065
16799 23967 16834 24017 16869 24066
16800 23968 16835 24018 16870 24068
16801 23969 16836 24019 16871 24069
16802 23971 16837 24021 16872 24071
16803 23972 16838 24022 16873 24072
16804 23974 16839 24024 16874 24074
16805 23975 16840 24025 16875 24075
16806 23977 16841 24026 16876 24076
16807 23978 16842 24028 16877 24078
16808 23979 16843 24029 16878 24079
16809 23981 16844 24031 16879 24081
16810 23982 16845 24032 16880 24082
16811 23984 16846 24034 16881 24084
16812 23985 16847 24035 16882 24085
16813 23987 16848 24036 16883 24086
16814 23988 16849 24038 16884 24088
16815 23989 16850 24039 16885 24089
16816 23991 16851 24041 16886 24091
16817 23992 16852 24042 16887 24092
16818 23994 16853 24044 16888 24094
16819 23995 16854 24045 16889 24095
16820 23997 16855 24046 16890 24096
16821 23998 16856 24048 16891 24098
16822 23999 16857 24049 16892 24099
16823 24001 16858 24051 16893 24101
16824 24002 16859 24052 16894 24102
16825 24004 16860 24054 16895 24104
16826 24005 16861 24055 16896 24105
16827 24007 16862 24056 16897 24106

229
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
16898 24108 16933 24158 16968 24208
16899 24109 16934 24159 16969 24209
16900 24111 16935 24161 16970 24211
16901 24112 16936 24162 16971 24212
16902 24114 16937 24163 16972 24213
16903 24115 16938 24165 16973 24215
16904 24116 16939 24166 16974 24216
16905 24118 16940 24168 16975 24218
16906 24119 16941 24169 16976 24219
16907 24121 16942 24171 16977 24221
16908 24122 16943 24172 16978 24222
16909 24124 16944 24173 16979 24223
16910 24125 16945 24175 16980 24225
16911 24126 16946 24176 16981 24226
16912 24128 16947 24178 16982 24228
16913 24129 16948 24179 16983 24229
16914 24131 16949 24181 16984 24231
16915 24132 16950 24182 16985 24232
16916 24133 16951 24183 16986 24233
16917 24135 16952 24185 16987 24235
16918 24136 16953 24186 16988 24236
16919 24138 16954 24188 16989 24238
16920 24139 16955 24189 16990 24239
16921 24141 16956 24191 16991 24240
16922 24142 16957 24192 16992 24242
16923 24143 16958 24193 16993 24243
16924 24145 16959 24195 16994 24245
16925 24146 16960 24196 16995 24246
16926 24148 16961 24198 16996 24248
16927 24149 16962 24199 16997 24249
16928 24151 16963 24201 16998 24250
16929 24152 16964 24202 16999 24252
16930 24153 16965 24203 17000 24253
16931 24155 16966 24205 17001 24255
16932 24156 16967 24206 17002 24256

230
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
17003 24258 17038 24308 17073 24357
17004 24259 17039 24309 17074 24359
17005 24260 17040 24310 17075 24360
17006 24262 17041 24312 17076 24362
17007 24263 17042 24313 17077 24363
17008 24265 17043 24315 17078 24365
17009 24266 17044 24316 17079 24366
17010 24268 17045 24318 17080 24367
17011 24269 17046 24319 17081 24369
17012 24270 17047 24320 17082 24370
17013 24272 17048 24322 17083 24372
17014 24273 17049 24323 17084 24373
17015 24275 17050 24325 17085 24375
17016 24276 17051 24326 17086 24376
17017 24278 17052 24328 17087 24377
17018 24279 17053 24329 17088 24379
17019 24280 17054 24330 17089 24380
17020 24282 17055 24332 17090 24382
17021 24283 17056 24333 17091 24383
17022 24285 17057 24335 17092 24385
17023 24286 17058 24336 17093 24386
17024 24288 17059 24338 17094 24387
17025 24289 17060 24339 17095 24389
17026 24290 17061 24340 17096 24390
17027 24292 17062 24342 17097 24392
17028 24293 17063 24343 17098 24393
17029 24295 17064 24345 17099 24395
17030 24296 17065 24346 17100 24396
17031 24298 17066 24347 17101 24397
17032 24299 17067 24349 17102 24399
17033 24300 17068 24350 17103 24400
17034 24302 17069 24352 17104 24402
17035 24303 17070 24353 17105 24403
17036 24305 17071 24355 17106 24405
17037 24306 17072 24356 17107 24406

231
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
17108 24407 17143 24457 17178 24507
17109 24409 17144 24459 17179 24509
17110 24410 17145 24460 17180 24510
17111 24412 17146 24462 17181 24512
17112 24413 17147 24463 17182 24513
17113 24415 17148 24464 17183 24514
17114 24416 17149 24466 17184 24516
17115 24417 17150 24467 17185 24517
17116 24419 17151 24469 17186 24519
17117 24420 17152 24470 17187 24520
17118 24422 17153 24472 17188 24522
17119 24423 17154 24473 17189 24523
17120 24425 17155 24474 17190 24524
17121 24426 17156 24476 17191 24526
17122 24427 17157 24477 17192 24527
17123 24429 17158 24479 17193 24529
17124 24430 17159 24480 17194 24530
17125 24432 17160 24482 17195 24532
17126 24433 17161 24483 17196 24533
17127 24435 17162 24484 17197 24534
17128 24436 17163 24486 17198 24536
17129 24437 17164 24487 17199 24537
17130 24439 17165 24489 17200 24539
17131 24440 17166 24490 17201 24540
17132 24442 17167 24492 17202 24542
17133 24443 17168 24493 17203 24543
17134 24445 17169 24494 17204 24544
17135 24446 17170 24496 17205 24546
17136 24447 17171 24497 17206 24547
17137 24449 17172 24499 17207 24549
17138 24450 17173 24500 17208 24550
17139 24452 17174 24502 17209 24552
17140 24453 17175 24503 17210 24553
17141 24454 17176 24504 17211 24554
17142 24456 17177 24506 17212 24556

232
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
17213 24557 17248 24607 17283 24657
17214 24559 17249 24609 17284 24659
17215 24560 17250 24610 17285 24660
17216 24561 17251 24611 17286 24661
17217 24563 17252 24613 17287 24663
17218 24564 17253 24614 17288 24664
17219 24566 17254 24616 17289 24666
17220 24567 17255 24617 17290 24667
17221 24569 17256 24619 17291 24668
17222 24570 17257 24620 17292 24670
17223 24571 17258 24621 17293 24671
17224 24573 17259 24623 17294 24673
17225 24574 17260 24624 17295 24674
17226 24576 17261 24626 17296 24676
17227 24577 17262 24627 17297 24677
17228 24579 17263 24629 17298 24678
17229 24580 17264 24630 17299 24680
17230 24581 17265 24631 17300 24681
17231 24583 17266 24633 17301 24683
17232 24584 17267 24634 17302 24684
17233 24586 17268 24636 17303 24686
17234 24587 17269 24637 17304 24687
17235 24589 17270 24639 17305 24688
17236 24590 17271 24640 17306 24690
17237 24591 17272 24641 17307 24691
17238 24593 17273 24643 17308 24693
17239 24594 17274 24644 17309 24694
17240 24596 17275 24646 17310 24696
17241 24597 17276 24647 17311 24697
17242 24599 17277 24649 17312 24698
17243 24600 17278 24650 17313 24700
17244 24601 17279 24651 17314 24701
17245 24603 17280 24653 17315 24703
17246 24604 17281 24654 17316 24704
17247 24606 17282 24656 17317 24706

233
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
17318 24707 17353 24757 17388 24807
17319 24708 17354 24758 17389 24808
17320 24710 17355 24760 17390 24810
17321 24711 17356 24761 17391 24811
17322 24713 17357 24763 17392 24813
17323 24714 17358 24764 17393 24814
17324 24716 17359 24766 17394 24815
17325 24717 17360 24767 17395 24817
17326 24718 17361 24768 17396 24818
17327 24720 17362 24770 17397 24820
17328 24721 17363 24771 17398 24821
17329 24723 17364 24773 17399 24823
17330 24724 17365 24774 17400 24824
17331 24726 17366 24775 17401 24825
17332 24727 17367 24777 17402 24827
17333 24728 17368 24778 17403 24828
17334 24730 17369 24780 17404 24830
17335 24731 17370 24781 17405 24831
17336 24733 17371 24783 17406 24833
17337 24734 17372 24784 17407 24834
17338 24736 17373 24785 17408 24835
17339 24737 17374 24787 17409 24837
17340 24738 17375 24788 17410 24838
17341 24740 17376 24790 17411 24840
17342 24741 17377 24791 17412 24841
17343 24743 17378 24793 17413 24843
17344 24744 17379 24794 17414 24844
17345 24746 17380 24795 17415 24845
17346 24747 17381 24797 17416 24847
17347 24748 17382 24798 17417 24848
17348 24750 17383 24800 17418 24850
17349 24751 17384 24801 17419 24851
17350 24753 17385 24803 17420 24853
17351 24754 17386 24804 17421 24854
17352 24756 17387 24805 17422 24855

234
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
17423 24857 17458 24907 17493 24957
17424 24858 17459 24908 17494 24958
17425 24860 17460 24910 17495 24960
17426 24861 17461 24911 17496 24961
17427 24863 17462 24912 17497 24962
17428 24864 17463 24914 17498 24964
17429 24865 17464 24915 17499 24965
17430 24867 17465 24917 17500 24967
17431 24868 17466 24918 17501 24968
17432 24870 17467 24920 17502 24970
17433 24871 17468 24921 17503 24971
17434 24873 17469 24922 17504 24972
17435 24874 17470 24924 17505 24974
17436 24875 17471 24925 17506 24975
17437 24877 17472 24927 17507 24977
17438 24878 17473 24928 17508 24978
17439 24880 17474 24930 17509 24980
17440 24881 17475 24931 17510 24981
17441 24882 17476 24932 17511 24982
17442 24884 17477 24934 17512 24984
17443 24885 17478 24935 17513 24985
17444 24887 17479 24937 17514 24987
17445 24888 17480 24938 17515 24988
17446 24890 17481 24940 17516 24989
17447 24891 17482 24941 17517 24991
17448 24892 17483 24942 17518 24992
17449 24894 17484 24944 17519 24994
17450 24895 17485 24945 17520 24995
17451 24897 17486 24947 17521 24997
17452 24898 17487 24948 17522 24998
17453 24900 17488 24950 17523 24999
17454 24901 17489 24951 17524 25001
17455 24902 17490 24952 17525 25002
17456 24904 17491 24954 17526 25004
17457 24905 17492 24955 17527 25005

235
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
17528 25007 17563 25057 17598 25106
17529 25008 17564 25058 17599 25108
17530 25009 17565 25059 17600 25109
17531 25011 17566 25061 17601 25111
17532 25012 17567 25062 17602 25112
17533 25014 17568 25064 17603 25114
17534 25015 17569 25065 17604 25115
17535 25017 17570 25067 17605 25116
17536 25018 17571 25068 17606 25118
17537 25019 17572 25069 17607 25119
17538 25021 17573 25071 17608 25121
17539 25022 17574 25072 17609 25122
17540 25024 17575 25074 17610 25124
17541 25025 17576 25075 17611 25125
17542 25027 17577 25077 17612 25126
17543 25028 17578 25078 17613 25128
17544 25029 17579 25079 17614 25129
17545 25031 17580 25081 17615 25131
17546 25032 17581 25082 17616 25132
17547 25034 17582 25084 17617 25134
17548 25035 17583 25085 17618 25135
17549 25037 17584 25087 17619 25136
17550 25038 17585 25088 17620 25138
17551 25039 17586 25089 17621 25139
17552 25041 17587 25091 17622 25141
17553 25042 17588 25092 17623 25142
17554 25044 17589 25094 17624 25144
17555 25045 17590 25095 17625 25145
17556 25047 17591 25096 17626 25146
17557 25048 17592 25098 17627 25148
17558 25049 17593 25099 17628 25149
17559 25051 17594 25101 17629 25151
17560 25052 17595 25102 17630 25152
17561 25054 17596 25104 17631 25154
17562 25055 17597 25105 17632 25155

236
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
17633 25156 17668 25206 17703 25256
17634 25158 17669 25208 17704 25258
17635 25159 17670 25209 17705 25259
17636 25161 17671 25211 17706 25261
17637 25162 17672 25212 17707 25262
17638 25164 17673 25213 17708 25263
17639 25165 17674 25215 17709 25265
17640 25166 17675 25216 17710 25266
17641 25168 17676 25218 17711 25268
17642 25169 17677 25219 17712 25269
17643 25171 17678 25221 17713 25271
17644 25172 17679 25222 17714 25272
17645 25174 17680 25223 17715 25273
17646 25175 17681 25225 17716 25275
17647 25176 17682 25226 17717 25276
17648 25178 17683 25228 17718 25278
17649 25179 17684 25229 17719 25279
17650 25181 17685 25231 17720 25281
17651 25182 17686 25232 17721 25282
17652 25184 17687 25233 17722 25283
17653 25185 17688 25235 17723 25285
17654 25186 17689 25236 17724 25286
17655 25188 17690 25238 17725 25288
17656 25189 17691 25239 17726 25289
17657 25191 17692 25241 17727 25291
17658 25192 17693 25242 17728 25292
17659 25194 17694 25243 17729 25293
17660 25195 17695 25245 17730 25295
17661 25196 17696 25246 17731 25296
17662 25198 17697 25248 17732 25298
17663 25199 17698 25249 17733 25299
17664 25201 17699 25251 17734 25301
17665 25202 17700 25252 17735 25302
17666 25203 17701 25253 17736 25303
17667 25205 17702 25255 17737 25305

237
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
17738 25306 17773 25356 17808 25406
17739 25308 17774 25358 17809 25408
17740 25309 17775 25359 17810 25409
17741 25310 17776 25360 17811 25410
17742 25312 17777 25362 17812 25412
17743 25313 17778 25363 17813 25413
17744 25315 17779 25365 17814 25415
17745 25316 17780 25366 17815 25416
17746 25318 17781 25368 17816 25417
17747 25319 17782 25369 17817 25419
17748 25320 17783 25370 17818 25420
17749 25322 17784 25372 17819 25422
17750 25323 17785 25373 17820 25423
17751 25325 17786 25375 17821 25425
17752 25326 17787 25376 17822 25426
17753 25328 17788 25378 17823 25427
17754 25329 17789 25379 17824 25429
17755 25330 17790 25380 17825 25430
17756 25332 17791 25382 17826 25432
17757 25333 17792 25383 17827 25433
17758 25335 17793 25385 17828 25435
17759 25336 17794 25386 17829 25436
17760 25338 17795 25388 17830 25437
17761 25339 17796 25389 17831 25439
17762 25340 17797 25390 17832 25440
17763 25342 17798 25392 17833 25442
17764 25343 17799 25393 17834 25443
17765 25345 17800 25395 17835 25445
17766 25346 17801 25396 17836 25446
17767 25348 17802 25398 17837 25447
17768 25349 17803 25399 17838 25449
17769 25350 17804 25400 17839 25450
17770 25352 17805 25402 17840 25452
17771 25353 17806 25403 17841 25453
17772 25355 17807 25405 17842 25455

238
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
17843 25456 17878 25506 17913 25556
17844 25457 17879 25507 17914 25557
17845 25459 17880 25509 17915 25559
17846 25460 17881 25510 17916 25560
17847 25462 17882 25512 17917 25562
17848 25463 17883 25513 17918 25563
17849 25465 17884 25515 17919 25564
17850 25466 17885 25516 17920 25566
17851 25467 17886 25517 17921 25567
17852 25469 17887 25519 17922 25569
17853 25470 17888 25520 17923 25570
17854 25472 17889 25522 17924 25572
17855 25473 17890 25523 17925 25573
17856 25475 17891 25524 17926 25574
17857 25476 17892 25526 17927 25576
17858 25477 17893 25527 17928 25577
17859 25479 17894 25529 17929 25579
17860 25480 17895 25530 17930 25580
17861 25482 17896 25532 17931 25582
17862 25483 17897 25533 17932 25583
17863 25485 17898 25534 17933 25584
17864 25486 17899 25536 17934 25586
17865 25487 17900 25537 17935 25587
17866 25489 17901 25539 17936 25589
17867 25490 17902 25540 17937 25590
17868 25492 17903 25542 17938 25592
17869 25493 17904 25543 17939 25593
17870 25495 17905 25544 17940 25594
17871 25496 17906 25546 17941 25596
17872 25497 17907 25547 17942 25597
17873 25499 17908 25549 17943 25599
17874 25500 17909 25550 17944 25600
17875 25502 17910 25552 17945 25602
17876 25503 17911 25553 17946 25603
17877 25505 17912 25554 17947 25604

239
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
17948 25606 17983 25656 18018 25706
17949 25607 17984 25657 18019 25707
17950 25609 17985 25659 18020 25709
17951 25610 17986 25660 18021 25710
17952 25612 17987 25661 18022 25711
17953 25613 17988 25663 18023 25713
17954 25614 17989 25664 18024 25714
17955 25616 17990 25666 18025 25716
17956 25617 17991 25667 18026 25717
17957 25619 17992 25669 18027 25719
17958 25620 17993 25670 18028 25720
17959 25622 17994 25671 18029 25721
17960 25623 17995 25673 18030 25723
17961 25624 17996 25674 18031 25724
17962 25626 17997 25676 18032 25726
17963 25627 17998 25677 18033 25727
17964 25629 17999 25679 18034 25729
17965 25630 18000 25680 18035 25730
17966 25631 18001 25681 18036 25731
17967 25633 18002 25683 18037 25733
17968 25634 18003 25684 18038 25734
17969 25636 18004 25686 18039 25736
17970 25637 18005 25687 18040 25737
17971 25639 18006 25689 18041 25738
17972 25640 18007 25690 18042 25740
17973 25641 18008 25691 18043 25741
17974 25643 18009 25693 18044 25743
17975 25644 18010 25694 18045 25744
17976 25646 18011 25696 18046 25746
17977 25647 18012 25697 18047 25747
17978 25649 18013 25699 18048 25748
17979 25650 18014 25700 18049 25750
17980 25651 18015 25701 18050 25751
17981 25653 18016 25703 18051 25753
17982 25654 18017 25704 18052 25754

240
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
18053 25756 18088 25806 18123 25855
18054 25757 18089 25807 18124 25857
18055 25758 18090 25808 18125 25858
18056 25760 18091 25810 18126 25860
18057 25761 18092 25811 18127 25861
18058 25763 18093 25813 18128 25863
18059 25764 18094 25814 18129 25864
18060 25766 18095 25816 18130 25865
18061 25767 18096 25817 18131 25867
18062 25768 18097 25818 18132 25868
18063 25770 18098 25820 18133 25870
18064 25771 18099 25821 18134 25871
18065 25773 18100 25823 18135 25873
18066 25774 18101 25824 18136 25874
18067 25776 18102 25826 18137 25875
18068 25777 18103 25827 18138 25877
18069 25778 18104 25828 18139 25878
18070 25780 18105 25830 18140 25880
18071 25781 18106 25831 18141 25881
18072 25783 18107 25833 18142 25883
18073 25784 18108 25834 18143 25884
18074 25786 18109 25836 18144 25885
18075 25787 18110 25837 18145 25887
18076 25788 18111 25838 18146 25888
18077 25790 18112 25840 18147 25890
18078 25791 18113 25841 18148 25891
18079 25793 18114 25843 18149 25893
18080 25794 18115 25844 18150 25894
18081 25796 18116 25845 18151 25895
18082 25797 18117 25847 18152 25897
18083 25798 18118 25848 18153 25898
18084 25800 18119 25850 18154 25900
18085 25801 18120 25851 18155 25901
18086 25803 18121 25853 18156 25903
18087 25804 18122 25854 18157 25904

241
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
18158 25905 18193 25955 18228 26005
18159 25907 18194 25957 18229 26007
18160 25908 18195 25958 18230 26008
18161 25910 18196 25960 18231 26010
18162 25911 18197 25961 18232 26011
18163 25913 18198 25962 18233 26012
18164 25914 18199 25964 18234 26014
18165 25915 18200 25965 18235 26015
18166 25917 18201 25967 18236 26017
18167 25918 18202 25968 18237 26018
18168 25920 18203 25970 18238 26020
18169 25921 18204 25971 18239 26021
18170 25923 18205 25972 18240 26022
18171 25924 18206 25974 18241 26024
18172 25925 18207 25975 18242 26025
18173 25927 18208 25977 18243 26027
18174 25928 18209 25978 18244 26028
18175 25930 18210 25980 18245 26030
18176 25931 18211 25981 18246 26031
18177 25933 18212 25982 18247 26032
18178 25934 18213 25984 18248 26034
18179 25935 18214 25985 18249 26035
18180 25937 18215 25987 18250 26037
18181 25938 18216 25988 18251 26038
18182 25940 18217 25990 18252 26040
18183 25941 18218 25991 18253 26041
18184 25943 18219 25992 18254 26042
18185 25944 18220 25994 18255 26044
18186 25945 18221 25995 18256 26045
18187 25947 18222 25997 18257 26047
18188 25948 18223 25998 18258 26048
18189 25950 18224 26000 18259 26050
18190 25951 18225 26001 18260 26051
18191 25952 18226 26002 18261 26052
18192 25954 18227 26004 18262 26054

242
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
18263 26055 18298 26105 18333 26155
18264 26057 18299 26107 18334 26157
18265 26058 18300 26108 18335 26158
18266 26059 18301 26109 18336 26159
18267 26061 18302 26111 18337 26161
18268 26062 18303 26112 18338 26162
18269 26064 18304 26114 18339 26164
18270 26065 18305 26115 18340 26165
18271 26067 18306 26117 18341 26166
18272 26068 18307 26118 18342 26168
18273 26069 18308 26119 18343 26169
18274 26071 18309 26121 18344 26171
18275 26072 18310 26122 18345 26172
18276 26074 18311 26124 18346 26174
18277 26075 18312 26125 18347 26175
18278 26077 18313 26127 18348 26176
18279 26078 18314 26128 18349 26178
18280 26079 18315 26129 18350 26179
18281 26081 18316 26131 18351 26181
18282 26082 18317 26132 18352 26182
18283 26084 18318 26134 18353 26184
18284 26085 18319 26135 18354 26185
18285 26087 18320 26137 18355 26186
18286 26088 18321 26138 18356 26188
18287 26089 18322 26139 18357 26189
18288 26091 18323 26141 18358 26191
18289 26092 18324 26142 18359 26192
18290 26094 18325 26144 18360 26194
18291 26095 18326 26145 18361 26195
18292 26097 18327 26147 18362 26196
18293 26098 18328 26148 18363 26198
18294 26099 18329 26149 18364 26199
18295 26101 18330 26151 18365 26201
18296 26102 18331 26152 18366 26202
18297 26104 18332 26154 18367 26204

243
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
18368 26205 18403 26255 18438 26305
18369 26206 18404 26256 18439 26306
18370 26208 18405 26258 18440 26308
18371 26209 18406 26259 18441 26309
18372 26211 18407 26261 18442 26311
18373 26212 18408 26262 18443 26312
18374 26214 18409 26264 18444 26313
18375 26215 18410 26265 18445 26315
18376 26216 18411 26266 18446 26316
18377 26218 18412 26268 18447 26318
18378 26219 18413 26269 18448 26319
18379 26221 18414 26271 18449 26321
18380 26222 18415 26272 18450 26322
18381 26224 18416 26273 18451 26323
18382 26225 18417 26275 18452 26325
18383 26226 18418 26276 18453 26326
18384 26228 18419 26278 18454 26328
18385 26229 18420 26279 18455 26329
18386 26231 18421 26281 18456 26331
18387 26232 18422 26282 18457 26332
18388 26234 18423 26283 18458 26333
18389 26235 18424 26285 18459 26335
18390 26236 18425 26286 18460 26336
18391 26238 18426 26288 18461 26338
18392 26239 18427 26289 18462 26339
18393 26241 18428 26291 18463 26341
18394 26242 18429 26292 18464 26342
18395 26244 18430 26293 18465 26343
18396 26245 18431 26295 18466 26345
18397 26246 18432 26296 18467 26346
18398 26248 18433 26298 18468 26348
18399 26249 18434 26299 18469 26349
18400 26251 18435 26301 18470 26351
18401 26252 18436 26302 18471 26352
18402 26254 18437 26303 18472 26353

244
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
18473 26355 18508 26405 18543 26455
18474 26356 18509 26406 18544 26456
18475 26358 18510 26408 18545 26458
18476 26359 18511 26409 18546 26459
18477 26361 18512 26410 18547 26460
18478 26362 18513 26412 18548 26462
18479 26363 18514 26413 18549 26463
18480 26365 18515 26415 18550 26465
18481 26366 18516 26416 18551 26466
18482 26368 18517 26418 18552 26468
18483 26369 18518 26419 18553 26469
18484 26371 18519 26420 18554 26470
18485 26372 18520 26422 18555 26472
18486 26373 18521 26423 18556 26473
18487 26375 18522 26425 18557 26475
18488 26376 18523 26426 18558 26476
18489 26378 18524 26428 18559 26478
18490 26379 18525 26429 18560 26479
18491 26380 18526 26430 18561 26480
18492 26382 18527 26432 18562 26482
18493 26383 18528 26433 18563 26483
18494 26385 18529 26435 18564 26485
18495 26386 18530 26436 18565 26486
18496 26388 18531 26438 18566 26487
18497 26389 18532 26439 18567 26489
18498 26390 18533 26440 18568 26490
18499 26392 18534 26442 18569 26492
18500 26393 18535 26443 18570 26493
18501 26395 18536 26445 18571 26495
18502 26396 18537 26446 18572 26496
18503 26398 18538 26448 18573 26497
18504 26399 18539 26449 18574 26499
18505 26400 18540 26450 18575 26500
18506 26402 18541 26452 18576 26502
18507 26403 18542 26453 18577 26503

245
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
18578 26505 18613 26555 18648 26604
18579 26506 18614 26556 18649 26606
18580 26507 18615 26557 18650 26607
18581 26509 18616 26559 18651 26609
18582 26510 18617 26560 18652 26610
18583 26512 18618 26562 18653 26612
18584 26513 18619 26563 18654 26613
18585 26515 18620 26565 18655 26614
18586 26516 18621 26566 18656 26616
18587 26517 18622 26567 18657 26617
18588 26519 18623 26569 18658 26619
18589 26520 18624 26570 18659 26620
18590 26522 18625 26572 18660 26622
18591 26523 18626 26573 18661 26623
18592 26525 18627 26575 18662 26624
18593 26526 18628 26576 18663 26626
18594 26527 18629 26577 18664 26627
18595 26529 18630 26579 18665 26629
18596 26530 18631 26580 18666 26630
18597 26532 18632 26582 18667 26632
18598 26533 18633 26583 18668 26633
18599 26535 18634 26585 18669 26634
18600 26536 18635 26586 18670 26636
18601 26537 18636 26587 18671 26637
18602 26539 18637 26589 18672 26639
18603 26540 18638 26590 18673 26640
18604 26542 18639 26592 18674 26642
18605 26543 18640 26593 18675 26643
18606 26545 18641 26594 18676 26644
18607 26546 18642 26596 18677 26646
18608 26547 18643 26597 18678 26647
18609 26549 18644 26599 18679 26649
18610 26550 18645 26600 18680 26650
18611 26552 18646 26602 18681 26652
18612 26553 18647 26603 18682 26653

246
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
18683 26654 18718 26704 18753 26754
18684 26656 18719 26706 18754 26756
18685 26657 18720 26707 18755 26757
18686 26659 18721 26709 18756 26759
18687 26660 18722 26710 18757 26760
18688 26662 18723 26711 18758 26761
18689 26663 18724 26713 18759 26763
18690 26664 18725 26714 18760 26764
18691 26666 18726 26716 18761 26766
18692 26667 18727 26717 18762 26767
18693 26669 18728 26719 18763 26769
18694 26670 18729 26720 18764 26770
18695 26672 18730 26721 18765 26771
18696 26673 18731 26723 18766 26773
18697 26674 18732 26724 18767 26774
18698 26676 18733 26726 18768 26776
18699 26677 18734 26727 18769 26777
18700 26679 18735 26729 18770 26779
18701 26680 18736 26730 18771 26780
18702 26682 18737 26731 18772 26781
18703 26683 18738 26733 18773 26783
18704 26684 18739 26734 18774 26784
18705 26686 18740 26736 18775 26786
18706 26687 18741 26737 18776 26787
18707 26689 18742 26739 18777 26789
18708 26690 18743 26740 18778 26790
18709 26692 18744 26741 18779 26791
18710 26693 18745 26743 18780 26793
18711 26694 18746 26744 18781 26794
18712 26696 18747 26746 18782 26796
18713 26697 18748 26747 18783 26797
18714 26699 18749 26749 18784 26799
18715 26700 18750 26750 18785 26800
18716 26701 18751 26751 18786 26801
18717 26703 18752 26753 18787 26803

247
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
18788 26804 18823 26854 18858 26904
18789 26806 18824 26856 18859 26906
18790 26807 18825 26857 18860 26907
18791 26808 18826 26858 18861 26908
18792 26810 18827 26860 18862 26910
18793 26811 18828 26861 18863 26911
18794 26813 18829 26863 18864 26913
18795 26814 18830 26864 18865 26914
18796 26816 18831 26866 18866 26915
18797 26817 18832 26867 18867 26917
18798 26818 18833 26868 18868 26918
18799 26820 18834 26870 18869 26920
18800 26821 18835 26871 18870 26921
18801 26823 18836 26873 18871 26923
18802 26824 18837 26874 18872 26924
18803 26826 18838 26876 18873 26925
18804 26827 18839 26877 18874 26927
18805 26828 18840 26878 18875 26928
18806 26830 18841 26880 18876 26930
18807 26831 18842 26881 18877 26931
18808 26833 18843 26883 18878 26933
18809 26834 18844 26884 18879 26934
18810 26836 18845 26886 18880 26935
18811 26837 18846 26887 18881 26937
18812 26838 18847 26888 18882 26938
18813 26840 18848 26890 18883 26940
18814 26841 18849 26891 18884 26941
18815 26843 18850 26893 18885 26943
18816 26844 18851 26894 18886 26944
18817 26846 18852 26896 18887 26945
18818 26847 18853 26897 18888 26947
18819 26848 18854 26898 18889 26948
18820 26850 18855 26900 18890 26950
18821 26851 18856 26901 18891 26951
18822 26853 18857 26903 18892 26953

248
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
18893 26954 18928 27004 18963 27054
18894 26955 18929 27005 18964 27055
18895 26957 18930 27007 18965 27057
18896 26958 18931 27008 18966 27058
18897 26960 18932 27010 18967 27060
18898 26961 18933 27011 18968 27061
18899 26963 18934 27013 18969 27062
18900 26964 18935 27014 18970 27064
18901 26965 18936 27015 18971 27065
18902 26967 18937 27017 18972 27067
18903 26968 18938 27018 18973 27068
18904 26970 18939 27020 18974 27070
18905 26971 18940 27021 18975 27071
18906 26973 18941 27022 18976 27072
18907 26974 18942 27024 18977 27074
18908 26975 18943 27025 18978 27075
18909 26977 18944 27027 18979 27077
18910 26978 18945 27028 18980 27078
18911 26980 18946 27030 18981 27080
18912 26981 18947 27031 18982 27081
18913 26983 18948 27032 18983 27082
18914 26984 18949 27034 18984 27084
18915 26985 18950 27035 18985 27085
18916 26987 18951 27037 18986 27087
18917 26988 18952 27038 18987 27088
18918 26990 18953 27040 18988 27090
18919 26991 18954 27041 18989 27091
18920 26993 18955 27042 18990 27092
18921 26994 18956 27044 18991 27094
18922 26995 18957 27045 18992 27095
18923 26997 18958 27047 18993 27097
18924 26998 18959 27048 18994 27098
18925 27000 18960 27050 18995 27100
18926 27001 18961 27051 18996 27101
18927 27003 18962 27052 18997 27102

249
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
18998 27104 19033 27154 19068 27204
18999 27105 19034 27155 19069 27205
19000 27107 19035 27157 19070 27207
19001 27108 19036 27158 19071 27208
19002 27110 19037 27159 19072 27209
19003 27111 19038 27161 19073 27211
19004 27112 19039 27162 19074 27212
19005 27114 19040 27164 19075 27214
19006 27115 19041 27165 19076 27215
19007 27117 19042 27167 19077 27217
19008 27118 19043 27168 19078 27218
19009 27120 19044 27169 19079 27219
19010 27121 19045 27171 19080 27221
19011 27122 19046 27172 19081 27222
19012 27124 19047 27174 19082 27224
19013 27125 19048 27175 19083 27225
19014 27127 19049 27177 19084 27227
19015 27128 19050 27178 19085 27228
19016 27129 19051 27179 19086 27229
19017 27131 19052 27181 19087 27231
19018 27132 19053 27182 19088 27232
19019 27134 19054 27184 19089 27234
19020 27135 19055 27185 19090 27235
19021 27137 19056 27187 19091 27236
19022 27138 19057 27188 19092 27238
19023 27139 19058 27189 19093 27239
19024 27141 19059 27191 19094 27241
19025 27142 19060 27192 19095 27242
19026 27144 19061 27194 19096 27244
19027 27145 19062 27195 19097 27245
19028 27147 19063 27197 19098 27246
19029 27148 19064 27198 19099 27248
19030 27149 19065 27199 19100 27249
19031 27151 19066 27201 19101 27251
19032 27152 19067 27202 19102 27252

250
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
19103 27254 19138 27304 19173 27353
19104 27255 19139 27305 19174 27355
19105 27256 19140 27306 19175 27356
19106 27258 19141 27308 19176 27358
19107 27259 19142 27309 19177 27359
19108 27261 19143 27311 19178 27361
19109 27262 19144 27312 19179 27362
19110 27264 19145 27314 19180 27363
19111 27265 19146 27315 19181 27365
19112 27266 19147 27316 19182 27366
19113 27268 19148 27318 19183 27368
19114 27269 19149 27319 19184 27369
19115 27271 19150 27321 19185 27371
19116 27272 19151 27322 19186 27372
19117 27274 19152 27324 19187 27373
19118 27275 19153 27325 19188 27375
19119 27276 19154 27326 19189 27376
19120 27278 19155 27328 19190 27378
19121 27279 19156 27329 19191 27379
19122 27281 19157 27331 19192 27381
19123 27282 19158 27332 19193 27382
19124 27284 19159 27334 19194 27383
19125 27285 19160 27335 19195 27385
19126 27286 19161 27336 19196 27386
19127 27288 19162 27338 19197 27388
19128 27289 19163 27339 19198 27389
19129 27291 19164 27341 19199 27391
19130 27292 19165 27342 19200 27392
19131 27294 19166 27343 19201 27393
19132 27295 19167 27345 19202 27395
19133 27296 19168 27346 19203 27396
19134 27298 19169 27348 19204 27398
19135 27299 19170 27349 19205 27399
19136 27301 19171 27351 19206 27401
19137 27302 19172 27352 19207 27402

251
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
19208 27403 19243 27453 19278 27503
19209 27405 19244 27455 19279 27505
19210 27406 19245 27456 19280 27506
19211 27408 19246 27458 19281 27508
19212 27409 19247 27459 19282 27509
19213 27411 19248 27460 19283 27510
19214 27412 19249 27462 19284 27512
19215 27413 19250 27463 19285 27513
19216 27415 19251 27465 19286 27515
19217 27416 19252 27466 19287 27516
19218 27418 19253 27468 19288 27518
19219 27419 19254 27469 19289 27519
19220 27421 19255 27470 19290 27520
19221 27422 19256 27472 19291 27522
19222 27423 19257 27473 19292 27523
19223 27425 19258 27475 19293 27525
19224 27426 19259 27476 19294 27526
19225 27428 19260 27478 19295 27528
19226 27429 19261 27479 19296 27529
19227 27431 19262 27480 19297 27530
19228 27432 19263 27482 19298 27532
19229 27433 19264 27483 19299 27533
19230 27435 19265 27485 19300 27535
19231 27436 19266 27486 19301 27536
19232 27438 19267 27488 19302 27538
19233 27439 19268 27489 19303 27539
19234 27441 19269 27490 19304 27540
19235 27442 19270 27492 19305 27542
19236 27443 19271 27493 19306 27543
19237 27445 19272 27495 19307 27545
19238 27446 19273 27496 19308 27546
19239 27448 19274 27498 19309 27548
19240 27449 19275 27499 19310 27549
19241 27450 19276 27500 19311 27550
19242 27452 19277 27502 19312 27552

252
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
19313 27553 19348 27603 19383 27653
19314 27555 19349 27605 19384 27655
19315 27556 19350 27606 19385 27656
19316 27557 19351 27607 19386 27657
19317 27559 19352 27609 19387 27659
19318 27560 19353 27610 19388 27660
19319 27562 19354 27612 19389 27662
19320 27563 19355 27613 19390 27663
19321 27565 19356 27615 19391 27664
19322 27566 19357 27616 19392 27666
19323 27567 19358 27617 19393 27667
19324 27569 19359 27619 19394 27669
19325 27570 19360 27620 19395 27670
19326 27572 19361 27622 19396 27672
19327 27573 19362 27623 19397 27673
19328 27575 19363 27625 19398 27674
19329 27576 19364 27626 19399 27676
19330 27577 19365 27627 19400 27677
19331 27579 19366 27629 19401 27679
19332 27580 19367 27630 19402 27680
19333 27582 19368 27632 19403 27682
19334 27583 19369 27633 19404 27683
19335 27585 19370 27635 19405 27684
19336 27586 19371 27636 19406 27686
19337 27587 19372 27637 19407 27687
19338 27589 19373 27639 19408 27689
19339 27590 19374 27640 19409 27690
19340 27592 19375 27642 19410 27692
19341 27593 19376 27643 19411 27693
19342 27595 19377 27645 19412 27694
19343 27596 19378 27646 19413 27696
19344 27597 19379 27647 19414 27697
19345 27599 19380 27649 19415 27699
19346 27600 19381 27650 19416 27700
19347 27602 19382 27652 19417 27702

253
Pre-revised Pre-revised Pre-revised
Revised Revised Revised
Pension + Pension + Pension +
Pension Pension Pension
DP (if any) DP (if any) DP (if any)
19418 27703 19446 27743 19474 27783
19419 27704 19447 27744 19475 27784
19420 27706 19448 27746 19476 27786
19421 27707 19449 27747 19477 27787
19422 27709 19450 27749 19478 27789
19423 27710 19451 27750 19479 27790
19424 27712 19452 27752 19480 27791
19425 27713 19453 27753 19481 27793
19426 27714 19454 27754 19482 27794
19427 27716 19455 27756 19483 27796
19428 27717 19456 27757 19484 27797
19429 27719 19457 27759 19485 27799
19430 27720 19458 27760 19486 27800
19431 27722 19459 27762 19487 27801
19432 27723 19460 27763 19488 27803
19433 27724 19461 27764 19489 27804
19434 27726 19462 27766 19490 27806
19435 27727 19463 27767 19491 27807
19436 27729 19464 27769 19492 27809
19437 27730 19465 27770 19493 27810
19438 27732 19466 27771 19494 27811
19439 27733 19467 27773 19495 27813
19440 27734 19468 27774 19496 27814
19441 27736 19469 27776 19497 27816
19442 27737 19470 27777 19498 27817
19443 27739 19471 27779 19499 27819
19444 27740 19472 27780 19500 27820
19445 27742 19473 27781 22500 32100

254
 Annex 5.1.2
Proposed Revised Commutation Table

Age Factor Age Factor Age Factor

20 9.188 41 9.075 62 8.093
21 9.187 42 9.059 63 7.982
22 9.186 43 9.040 64 7.862
23 9.185 44 9.019 65 7.731
24 9.184 45 8.996 66 7.591
25 9.183 46 8.971 67 7.431
26 9.182 47 8.943 68 7.262
27 9.180 48 8.913 69 7.083
28 9.178 49 8.881 70 6.897
29 9.176 50 8.846 71 6.703
30 9.173 51 8.808 72 6.502
31 9.169 52 8.768 73 6.296
32 9.164 53 8.724 74 6.085
33 9.159 54 8.678 75 5.872
34 9.152 55 8.627 76 5.657
35 9.145 56 8.572 77 5.443
36 9.136 57 8.512 78 5.229
37 9.126 58 8.446 79 5.018
38 9.116 59 8.371 80 4.812
39 9.103 60 8.287 81 4.611
40 9.090 61 8.194

[Basis: LIC(94-96) Ultimate Tables and 8.00% interest]

255
 E-GOVERNANCE AND BEST Annex 6.3.1
PRACTICES

6.1 E Government

1. The term e-government is of recent origin and there exists no standard definition
since the conceptual understanding is still evolving. The generally accepted definition is:
"e-government" or electronic government refers to the use of Information and
Communication Technologies (ICTs) by government agencies for any or all of the
following reasons:
• Exchange of information with citizens, businesses or other government
departments
• Speedier and more efficient delivery of public services
• Improving internal efficiency
• Reducing costs or increasing revenue
• Re-structuring of administrative processes (http://www.nisg.org).

2. The essence of e-Government can be summarized as: "The enhanced value for
stakeholders through transformation" Conventional delivery systems will continue to be
important given the restricted coverage though internet, limited spread of education, lack
of infrastructure like power etc. There is widespread societal bureaucratic routine,
paperwork, procedures and delays, overcentralization, systematic rigidities and poor
service quality. Change in institutional practices and institutional environment is
necessary to maintain systemic viability in the face of global competition. Technology
impacts the way work is organized and how employees work. Not all the existing
processes add value and still remain valid.
a) ICT offers an opportunity for improvement in public service delivery and most
administrative best practices build upon the process redesign and convergence
that ICT facilitates. ICT leads to a transformation in work processes and service
delivery, lowers transaction cost with improvement in transparency and
accountability. It enables transformational change rather than merely technical
change. E- Governance information systems should not mean electronic
reproduction of existing institutional patterns and relations, and the same
patterns of inter-department co-operation.
b) ICT enabled E-Governance models and best practices enable integration of
Government processes and communication with access enabled across space and
time on an on-line real time basis, with status tracking and status information.
Integrated user group interface through ICT platforms help provide minimal

256
 public interface for time bound delivery of services with reduction in delay and
corruption, improved transparency and help bridge the performance gap.
Examples of best practices are the Passenger Reservation System (PRS) and the
Freight Operation Information System (FOIS) of the Indian Railways.
c) The integration of back-end services and transformation of process design for
basic service delivery linked to organizational level restructuring is at the heart of
the transformation.
d) It is also important to integrate Government services with inter-operable
standards with convergence across departments breaking up the silos and
duplication of meta-data and processes and divisions between the technical /
operational side and between field and secretariat. Architectural change of
organisations is also part of this transformation. The concept of networking of
organizations and information systems, with public administration functioning
on a networked horizontal structural base, marking a departure from hierarchical
command structures is the future administrative roadmap.
3. Stages of E- Governance
Stage I – WEB PRESENCE- The first phase is marked by web presence of public
institutions and dissemination of information. This has been facilitated by the Right to
Information Act, 2005 (RTI) and this has been developed as a basic feature of all public
services where type of service and service provider details are made available in a pro-
active manner. This information is also being integrated for citizen access through the
National and State Portals which provide basic information on Government programmes
and services. Web presence can range from basic and static information to access to
databases, documents, policies etc with the aid of help features and site map.
Stage II – INTERACTIVE PRESENCE- The next stage is marked by an interactive
interface with stakeholders with pro-active solutions to problem solving and electronic
requests for services and financial transactions. The service starts on the internet but
does not always end there. Applications related to property tax, land registration,
property titles and programmes like ‘bhoomi’ are now being replicated at the national
level. Efforts to widen the reach of these basic services to ordinary citizens through
community access in several ways – through Online Sections at Government Offices,
integrated service delivery through one-stop service centres – E kiosks, e-seva kendras
etc, Post Offices, call centres, cooperative centres etc. – are now well tested in states like
Andhra Pradesh, Karnataka, Maharashtra, Rajasthan, Gujarat, UP etc. (see Annex 6.3.3)

Stage III – TRANSACTIONAL PRESENCE- Completion of transactions on the internet

and access to internet. This interaction in turn results in vertical and horizontal
integration which changes the way a service is delivered, the effort being for completion
of the transaction for the service through the internet with putting in place of back-end
integration. The architectural model for this stage requires interoperability and
convergence. There is electronic communication between the platform and citizen and the
transaction is completed online.

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Stage IV – NETWORKED PRESENCE AND E-PARTICIPATION- The fourth stage is
marked by a Government to Citizen (G2C) framework based on an integrated network
of public agencies, process certification and participation in basic process design and
political processes. Web comment forms, upcoming events, on line polling mechanism,
discussion forums and online consultation facilities are part of this stage. Integrated
Portals are central to this integration. Web based political participation and
institutionalization of stakeholder participation with tools like citizen polling mark
important benchmarks in this stage. The promise of inclusion of all is an important
hallmark of this stage. The Sixth Central Pay Commission’s use of the online portal for
inviting feedback and consultation on various relevant aspects through the questionnaire
and processing of the same electronically is an instance of the same. These responses have
been placed online with search facilities and can be viewed at the Commission’s website
(http://india.gov.in/govt/paycommission.php) and have been analysed at Annex A-1 of
the Report.

4. There are innumerable knowledge pieces and best practices available for Stage II
and III. It is the last two stages with integration of e-participation which are of strategic/
critical importance for transformation towards E-Governance. In India’s case the Second
UN World Public Sector Report 2003 had evaluated the country’s service delivery by
stage. India’s ‘emerging presence’ score is at 100; ‘enhanced presence’ at 63; ‘interactive
presence’ at 64; ‘transactional presence’ at 2.4; and networked presence at 4.65 - with a
total score of 45. This is higher than that in OECD countries like Spain and similar to
Japan but substantially below the leaders (for further details see UN Global E-
Government Survey and Graph 4.4 in the Second UN World Public Sector Report.“E-
Government at the Crossroads”, 2003, http://unpan1.un.org/intradoc/groups/public/
documents/un/unpan 012733. pdf ).

National e-governance Plan

5. The NeGP Vision consists of making all Government services accessible to the
common man in his locality, through common service delivery outlets and ensure
efficiency, transparency & reliability of such services at affordable costs to realise the
basic needs of the common man. The Government has approved the National e-
Governance Plan (NeGP), comprising of 27 Mission Mode Projects (MMPs) and 10
components.

MCA 21 - The first Mission Mode Project to be launched under NeGP

6. The MCA 21 project is an outcome of the MCA's quest for simplifying forms,
making forms e-centric, promoting online transactions, and reaching out to stakeholders
in an economy that is growing fast and adjusting to the demands of globalization. MCA
21 services are available 24X7 anytime and anywhere through MCA Portal. With more

258
than 8 Lakhs registered entities, the MCA has over 60 million pages of corporate
information in its database. Until recently, corporate representatives were required to
visit ROCs just because most transactions were paper-based, leaving little or no room for
value-added services. Procedures relating to sorting, storage and retrieval of paper-based
records were cumbersome and time-consuming. Due to manual collection of information
and verification processes, long queues were inevitable at official counters. During the
peak season (Oct-Dec), the situation used to become unmanageable. The process of
obtaining information was time-consuming for stakeholders, while the information the
erstwhile system yielded was often inaccurate or outdated. The MCA21 covers a network
of 25 MCA offices across the country, with more than eight Lakh registered companies. E-
filing of all documents is mandatory since September 16, 2006, with the amendment in
Companies Act mandating use of digital signatures of companies' authorized
representatives. The new system enables payment of statutory fees through off-line as
well as on-line modes. As of July 20, 2007, the portal registered an average of 17 lakh hits
per day. The e-filings till then totaled 23.77 lakhs. For details see
http://www.nisg.org/previewproject.php. The MCA 21 has obtained the Excellence in
Government Process Re-engineering Categry Award 2007-08 (gold).

Passport Seva - A Mission Mode Project under NeGP

7. The Passport Seva Project is intended to transform the delivery of all passport-
related services across the country, with accent on process efficiency, citizen focus,
employee productivity and system transparency. This transformation is sought to be
achieved through citizen-facing processes identified for aggregation in the proposed
Passport Facilitation Centers (PFCs) and in service-oriented processes streamlined for
efficiency at existing passport offices. The project is being implemented in the public-
private partnership mode. The project is expected to result in the issue of passports
within 3 days and in cases, which require police verification, within 3 days after the
completion of the verification process. It envisages 68 Passport Facilitation Centres all
over the country where the non-sovereign functions, involved in the passport issuance
process, such as initial scrutiny of the application forms, acceptance of fee, scanning of the
documents, taking photos, etc. will be done by the service provider to be selected through
an open bidding process. The Government staff at the Passport Facilitation Centres will
verify the documents and decide on granting of passport. The other activities such as
printing and dispatch will also be done by the Government staff. Police verification will
be expedited through electronic linkage of the Passport Facilitation Centres. For further
details see http://www.nisg.org/projects/81_ Summary PassportSeva. pdf.

8. Other Central Mission Mode Projects (MMPS) of the NeGP include

• DARPG -E-Office-This project is aimed at significantly improving the operational
efficiency of the Government, by transitioning to a Less Paper Office within next
five years. The design this MMP is to achieve work flow automation and
knowledge management.

259
 • Banking – Core Banking Technology for online fund settlement, electronic mass
payment system http://finmin.nic.in/the_ministry/dept_eco_affairs/index.html
• Central Excise – filing of service tax & excise returns through
http://www.cbec.gov.in/.
• Income Tax – 19 defined services including e – filing & online submission of
forms & online payment of taxes are being covered. The MMP will include
processing, correspondence, Tax accounting and allocation of PAN.
(http://finmin.nic.in/the_ministry/dept_revenue/cbdt/ index. html)
• NIC - National Portal of India being implemented to provide a single window
access to the information and services of the Indian Government at all levels from
Central Government to State Government to District Administration and
Panchayat for the Citizens (http://india.gov.in/).
• DGS&D, Ministry of Commerce and Industry - To reduce cycle time and cost of
procurement, to enhance transparency and efficiency of procurement covering all
aspect of procurement from indent of tender-to-tender preparation, bidding, bid
evaluation and award of contract with security features
(http://www.commerce.nic.in/).
• eBiz Project implemented by Department of Industry Policy & Promotion (DIPP)
for provision of Government to Business (G2B) services to stakeholders. Pilot has
been initiated in four states, namely, UP, Maharashtra , Haryana at 1 district in
each state. 25 G2B services relating to 14 departments of central, state and local
governments would be provided online (http://dipp.nic.in/ ).

State level Mission Mode Projects:

9. State level Mission Mode Projects include Agriculture, Commercial Taxes , e-

District , Employment Exchange, Land Records, Municipalities, Panchayats, Police,
Property Registration, Road Transport and Treasuries (http://www.mit.gov.in/default
.aspx?id =831).

Awards for Exemplary Implementation of e-Governance Initiatives:

10. These are presented by the Department of Administrative Reforms and Public
Grievances (DARPG) every year. The category of awards include Excellence in
Government Process Re-engineering, Exemplary Horizontal Transfer of ICT-based Best
Practice, Outstanding performance in Citizen-Centric Service Delivery, Innovative
Technology Usage in e-Governance, Exemplary Usage of ICT by PSUs, Best
Government Website, Sectoral Award and ,Special Award for achievements in areas not
covered in any of the above specified award category such as projects focused on
knowledge management, information Security, project management etc. The Evaluation
Criteria (Parameters) for Excellence in Government Process Re-Engineering for instance
are citizen centricity, user convenience, efficiency enhancement, cost effectiveness,
capacity building & organizational sustainability, accountability, innovation and

260
appropriate delegation. Outstanding performance in Citizen-Centric Service Delivery has
stakeholder consultation, citizen centricity & relevance, user convenience, cost to user,
citizen charter adherence, problem resolution, privacy & security policy, innovation, e-
inclusion, sustainability and no of users & services etc. as parameters. For further details
on Best Practices and Reforms Iniatiatives see the DARPG website http://darpg.nic.in
and the Governance Knowledge Centre at www.indiagovernance.gov.in. The
Performance Related Incentive Scheme (PRIS) can be an effective tool to disseminate
these best practices and initiatives.

The National Institute of Smart Governance:

11. NISG has been incorporated as a 'not-for-profit company' under Section 25 of the
Companies Act 1956 India, at Hyderabad in 2002.http://www.nisg.org/ . Its vision is to
establish itself as a Centre of Excellence in e-Governance by leveraging private sector
resources through public private partnership mode for the spread of e-Governance. NISG
believes that the key to unlocking potential in the government sector lies in educating
stakeholders about the unlimited possibilities in an e-centric dispensation. Informed
stakeholders will complement efforts to re-invent government through modified
procedures that mirror efficiency, convenience, fairness, equity and justice. Such
transformation calls for a paradigm shift in thinking. The illustration given below
highlights the key ingredients of government transformation:-

6.3.2 BEST PRACTICES

1. A Best Practice is the improvement in efficiency of management systems for the

delivery of basic services, communication of information and facilitating public decision
making. (Learn from Them, A compilation of Best Practices, DARPG, 2007). The UN
defines best practices as successful initiatives which have a demonstrable and tangible
impact on improving people’s quality of life; are the result of effective partnerships
between the public, private and civic sectors of society; and are socially, culturally,

261
economically and environmentally sustainable. While basic analytical models are
available (what works and why) there are problems in going to scale, in sustainability
and replicability. Best Practices often incorporate active solutions for problem solving
based on effective partnerships and institutionalized interface with stakeholders and
citizens.

2. The MIT identified six key similarities among Best Practices, which are applicable
to both private and public sector organizations:
i. A focus on simultaneous improvement in quality, costs and delivery
ii. Closer links to customers
iii. Closer relationships with suppliers
iv. The effective use of technology for strategic advantage
v. Less hierarchical and less compartmentalized organization for greater flexibility
vi. Human Resources policies that promote continuous learning, teamwork,
participation and flexibility

3. The Second UN Conference on Human Settlements (Habitat II) launched the call
of Best Practice as a means of identifying what works in improving living conditions on a
sustainable basis. The international community adopted a single definition of a Best
Practice based on three criteria comprising Partnership, Impact and Sustainability and an
additional criterion of Leadership and Community Empowerment.)

4. The Administrative Reforms Commission has lamented our incapacity to

institutionalize best practices. There are a large number of demonstrated best practices,
knowledge pieces and instruments for transforming public service delivery and
improving the quality of life. There is a rapid pace of expansion of public interface at the
ground level in many states ushering in a period of rapid change. E-governance service
centres, offering multiple services with local language content development, are run on
sustainable business models with process re-engineering and back-end integration. These
are now being replicated across the country. State Governments are now speedily
delivering cutting edge services with development of Best Practices across sectors.
Mission Mode Projects in the Central Government are also transforming public service
delivery in key areas. These reforms at the Centre and in the States are highly context
bound and the PRIS can be used to facilitate these changes.

262
6.3.3 STATE LEVEL BEST PRACTICES – SAMPLE EXAMPLES

Andhra Pradesh - E-Seva centres have been established in over 200 villages and
towns delivering services to citizens based on a low-cost
networking model. Of the 46 bigger e-Seva Centres at mandal
headquarters, 16 are headed by MACTS (Mutually Aided
Cooperative Societies) which are led by women and have at least
2,000 women members
(http://unpan1.un.org/intradoc/groups/public/documents/U
NPAN 023551[1].pdf).
- Bhu Bharati, an integrated land information system, has been
piloted in Nizamabad district and details can be seen at
http://www.nisg.org/preview project.php;
- e-village Chiluvuru in Guntur District with Wi-fi connectivity, e-
village web site and databases MPHS (Multi Purpose House-hold
Survey), Land Record Management System and Pattadar Pass
Books, Ration Cards Management System, Cooperative Bank
Loans Management System, System for School Children
attendance and mid day meals on net, health records, crop
marketing and counseling for farmers, e-commerce including
insurance and transfers etc.
- Andhra Performance Tracking System for improving delivery of
services and infrastructure.
- For further case studies see UNPAN virtual library; Andhra
Pradesh: Pioneering E-governance State, Improving Citizen –
Government Interface through e-Governance: A Study of India
http://unpan1.un.org/intradoc/groups/public/documents/UN
PAN 021281[1].pdf etc.

Assam - ASHA Web portal for agriculture business in partnership with

farmers and producers organizations, financial institutions and
community information centres (CICs), localized content with
value added services like insurance, credit, trading etc.
- Project SANWAD offering citizen oriented services like certificate
(income, caste, domicile, land records etc.) and online grievance
redressal system. PPP Business Model for kiosks.

Delhi - Has planned a roll out of 8000 ‘Government to citizen kiosks” in

2008 through a project called Jeevan. While 23 departments and
104 services have been identified to be brought under the ``Jeevan"
project, 45 priority services would be made available initially
through computerised citizen service centres or portals with

263
 online payment gateway on a BOT basis. Services will include
payment of utility bills, getting licenses or certificates, issue of
forms etc on a single online platform.

Gujarat - The One-Day Governance model provides eight citizen services

across the counter in one hour. These eight services are income
certificate, domicile certificate, addition/deletion/modification of
name in ration card etc based on business process re-engineering
and set procedures.125 out of 143 municipal centres and all 225
talukas have these One Day Governance Centres or Jan Seva
Kendras.
- Computerizied Inter-state Check-posts in Gujarat http://unpan
1.un.org/intradoc/groups/public/documents/Other/UNPAN
022731.pdf).
- The Chiranjiv Yojana for controlling maternal mortality.
- Nirmal Gujarat Project for cleanliness.
- Municipal Reforms in Surat where decentralization freed the
municipal commissioner to focus on policy issues and empowered
zonal commissioners to deal with a fast-changing situation.
- Swantah Sukhay – Every District/taluka level officer selects a
project, with quantifiable targets and specific deadlines with
freedom and flexibility to implement one project in a campaign
mode for services to general public. Projects include 24X7 days
medical facilities in rural areas, model fair price shops,
telemarketing of rural produce incorporating ICT, biometric
attendance, citizen centres etc.
- Power Sector Reforms for reliable rural power supply.
- Vat Information System - Excellence in Government Process Re-
engineering Category Award 2007-08 (silver).

Karnataka - Has opened 800 Citizen Service Centres offering an integrated

range of services like certificates, pensions, social security
payments and special packages like Bhoomi and Kaveri e-
registration at ‘one stop shops’.
- Bhoomi allows computerized easy access and facilities for
‘mutations and updation of 20 million land records belonging to
6.7 million farmers in an efficient and transparent way based on a
self sustaining business models."
- The State is now developing procurement reforms linked with e-
GP state wide end to end programme from indent to payment
with e-tendering, electronic submission of bids, contract
management and e-payment integrated with the treasury system
in a phased manner.

264
 - VAT Processing System obtained the Exemplary Horizontal
Transfer of ICT based Best Practice category 2007-08 (bronze)
- Other successful initiatives are khajane (online treasury project),
Gram Swaraj Project to improve service delivery and
management of public resources at the Panchayat level etc.

Haryana - Best Practices on ‘Integrated Workflow System for Paperless

Admission’ with online offcampus counseling for all technical
courses including post graduate, undergraduate and diploma
education hasobtained Central award for Exemplary Horizontal
Transfer of ICT based Best Practice category 2007-08;
- Mustard Procurement management System has obtained an
award in the Special Sectoral Award Category, 2007-2008.
- Janani Suvidha Yojana for maternal health care.

Kerala - Successfully piloted Rural ICT access points Akshaya with e-

payment facilities. The SWIFT pilot programme provides one
point solution for 25 types of certificates.
- PEARL for administration of registration laws and documents,
Agriculture management Information System, etc.
- Asraya a community based initiative to remove destitution.

Madhya - Gyandoot Community-Owned Rural Internet Kiosks in Dhar

where the entire expenditure for the Gyandoot network has been
Pradesh
borne by Panchayats and the community with no expenditure
burden for the state or national
government.(http://unpan1.un.org/intradoc/groups/public/doc
uments/ Other/UNPAN022122.pdf)
- Decentralizing Teacher Management in MP lowered teacher
absenteeism and reinforced accountability. Use of para-teachers
made it possible to extend a decentralized model of teacher
management in MP that boosted school enrollment in a fiscally-
constrained setting.
- Rogi Kalyan Samitis with autonomy to charge user fees and
deploy them for purchase of equipment and maintenance’ are
other important experiments.
- City Bus Service, Indore.

Maharashtra - Has introduced special legislation, the Maharashtra Government

Servants Regulation of Transfers and Prevention of Delay in
Discharge of Official Duties Act, 2006 for improved public service
delivery with time limit of seven days for pendancy with any
government servant and overall time limit of forty-five days for

265
 clearance of the file. Appropriate disciplinary action has been laid
against defaulters. The Act also prescribes delegation with up to a
maximum of three levels of submission before final decision.
- It has also impressive best practices including Koshvahini or e-
treasury package, e-registration etc.
- Warana "Wired Village" project http://unpan1.un.org/intradoc
/groups/public/documents/Other/UNPAN 022417[1].pdf, etc.

Rajasthan - Has set up over 500 e- mitra service centres on PPP basis in 31 out
of 32 districts with services including certificates, payment of bills,
transport ticketing, ration card etc with business process re-
engineering in linked departments.
- SARATHI (Stamp and Registration Automation with Technology
and Information) e-registration in an hour.

Tamilnadu - E- Registration Star and Reginet on a self sustaining basis,

- SARI Project Madurai District pilot phase services include
farming advice by the Madurai Agricultural College & Research
Centre; applications for government loans; e-mail, chatting and
voicemail; eyecare and treatment; income, caste, birth and death
certificates; old age pension; computer education etc.
- Universal Public Distribution System using ICT for online PDS
system with smart cards and biometrics.

Tripura - E Suvidha Kendras or service facilitation centres in all SDM offices

providing 22 citizen services with tracking.

Uttar Pradesh - The Lokavani pilot of Sitapur District incorporated franchisee e-

kiosks which offer services related to grievances, land records,
employment services, tender services, court information system
etc 15 services on a self-sustaining basis. The programme allows
for registration and tracking of applications. Has been rolled out
in 21 districts with over 398 kiosks, pilots in land records, e-
registration etc underway. Over 16000 Common Service Centres
are proposed.
-
West Bengal - Gram Panchayat Accounts and Management in 400 panchayats
with total coverage by 2009; GIS based information system at GP
level. Pilots for Citizen Service Centres ongoing. Tele-medecine
projects linking Referral and District Nodal Centres or Hospitals
providing teleconsultation with referral centres. 6697 Citizen
Service Centres for delivery of various services planned.

266
6.3.4 Case Study of Machine Tool Prototype Factory (MPF) Ambarnath

The Machine Tool Prototype Factory (MPF), Ambarnath, presents an example of the
transformation motivational tools and productivity practices can achieve to improve
service delivery quality in an organisation.

2. At MPF, Ambarnath, a highly proactive approach as under has been adopted for
quantification and monitoring of productivity amongst office staff:
• Identification of key performance areas through brainstorming and interaction
amongst officers and staff.
• Extensive use of Information Technology resources for the purpose of constant
monitoring, feedback to all concerned with an aim to improve the same.
• To improve office productivity, “Management by Objective” was encouraged
amongst the staff through tools like Total Productivity Management (TPM)
wherein staff actively and voluntarily participates in the process to improve the
working environment.
• Adopting the TPM philosophy as a way of life by the office staff thereby ensuring
continuous, small improvements that are perceived as attainable by the dealing
staff.
3. Insofar as identification of key performance areas is concerned, the following
indicators have been identified:
• Monitoring the movement of dak from the stage of the receipt of letters till it
enters the online system. and further monitoring of the desired/allocated work
till it is disposed off
• Identification of important attributes related to the job assigned to the particular
staff, desired skill levels, requirement of training and change in the level of skill
after completion of training, etc through what is known as ‘Brain Mapping’.
4. The practice of TPM has been started in all the offices of MPF.
i. Taking oath in the morning before starting of the work has developed a sense of
commitment in the employees. The biggest stumbling block in the Government
sector is negative attitude of persons towards their work content and poor team
spirit. The biggest gain which MPF has achieved after introducing first step of
TPM i.e. 5S is gain in respect of positive change in the attitude.
ii. Staff involvement in problem identification and measures to improve their
organizational functioning and service deliverables is most important. In the
Establishment section for instance the main problems identified were congestion,
no cross ventilation and poor natural light, haphazard record management
system with papers and files not traceable in time and poor staff motivation. The
Staff removed all unwanted papers, files, almirahs, broken tables, chairs etc. from
their offices and sent them for either storage of old files at Central Record Room
as per the life of the files or old furniture and other office equipments for disposal
action.

267
iii. The staff was divided into three groups : Strategic Group – to handle all matters
pertaining to Recruitment, Promotions, RTI Queries etc., Services Group – to
handle all matters pertaining to Pensions, LTC, Leave Records, Service Records
etc and Dak Group – to handle receipt, dispatch and monitoring of all incoming
and outgoing Dak. The senior most staff within the group was designated as the
Group Incharge and all staff was asked to create and maintain a work-flow chart
and a check-list for each item of work. As part of the attitudinal change,
monitoring the movement of the files, letters etc. through computer was taken
up. There has been improvement in the productivity of the individual and
consequently the overall productivity of the sections. Appreciating the fact that
goals can be achieved only when they are coupled with the best efforts,
continuity of performance remains the benchmark and targets are being
monitored by the General Manager.
iv. A major gain achieved is the innovation at the workplace. All the employees in
the offices have achieved some spare time during their duty hours, and, during
that period, they have started thinking of improving the work by adopting better
methods for doing their jobs.
• Records retrieval time has been slashed from 300 seconds to 30 seconds.
• All Reports and Returns being sent on the 1st of every month.
• Personal information schedule (PIS) being updated on the 2nd of every month,
Periodical Increment Certificate (PIC) being issued on the 4th of every month
• A pension case is sorted out within 06 working hours as compared with earliest
response time of more than 35 days prior to introduction of TPM.
v. Employees can view their records and status of pending requests, biometric
attendance details, salary calculations, overtime and piece work rates on–line on a
real time basis. Suppliers and vendors can see reports on pending dues and status
of bills online. All papers are tracked with levels of pendency and period of
pendency being shown clearly online. Similarly, documents and works pending
with given officers are shown clearly on real time basis.
5. Employees are not caught up in non-productive routine and focus clearly on every
day work, completing it well in time. The improvements have culminated in excellent
service, contributing to employee satisfaction making them more productive in turn.
Pride in the workplace is tangible. The approach is being extended to all production as
well as non-production areas with targets for processes with excellent results wherever it
had been adopted and at the same time, has shown the potential of yielding similar
excellent results everywhere.
6. The example of MPF Ambarnath shows how transformation and excellence in
performance and public service delivery is possible with development of employee
involvement and motivation through
• an enabling work environment;
• utilization of the process redesign, convergence and integration that Information
and Communication Technology (ICT) facilitates through on-line real time basis,

268
 with status tracking, status information and integrated user group interface to
minimize delay;
• strengthening of delegation and accountability at the delivery level with creation
of teams and reduction of hierarchy; and
• introduction of transparency and pride in the workplace.
7. The Commission has noted the initiatives taken by the organization with
satisfaction and this is an instance of the type of motivated organizational level excellence
and change it seeks to achieve through the tool of Performance Related Incentives.

269
 Annex 8.1.1
List of Regulatory Bodies*

Name of the Regulatory Governing Act and No. of Members and

Body functions (in brief) salaries

1. Coastal Aquaculture The Coastal Aquaculture Chairperson : 1

Authority Authority Act, 2005 Members : 10
M/o Agriculture To make regulations for the
Department of Animal construction and operation Chairman: Rs.26000/-
Husbandry, Dairying & aquaculture farms within
Fisheries the coastal areas. Member Secretary:
Rs.22400-24500
Others paid fees and
TA/DA

2. Khadi and Village Khadi and Village Industries Chairperson : 1

Industries Commission Commission Act, 1956 Members : 10
M/o Agro & Rural To plan, promote, facilitate,
Industries organize and assist in the Chairman: Rs.12,000/-p.m.
establishment and (consolidated)
development of Khadi and
Village Industries in the Part time Members:
rural areas in coordination Sitting Fee @ Rs.300 per
with other agencies engaged day for attending meeting
in rural development official work on tour
wherever necessary. subject to a ceiling of
Rs.3,600 p.m. plus
accommodation, transport
facility , TA/DA, Mobile
Phone and secretarial
assistance when called for
official work.

* Based on information received by the Commission.

270
3. Veterinary Council of The Indian Veterinary President :1
India Council Act, 1984 Vice President :1
M/o Agriculture To make provision for the Members : 25
Department of Animal regulation of veterinary
Husbandry, Dairying & practice and the The President, Vice
Fisheries maintenance of registers of President and Members
persons qualified to engage are paid TA/DA and Fees
in veterinary practice for the for attending various
whole of India and for meetings of the
matters connected therewith Council/Committees.
or ancillary thereto.

4. Coir Board Coir Industry Act, 1953 Chairperson :1

M/o Agro & Rural Members : 40
Industries To promote development of
coir industry, facilitate Chairman:
export of coir fibre, coir mats Rs.12000 p.m. +other
and other articles made of allowances
coir. Members:Rs.500 per day
sitting fee +
TA/DA+transport+mobile
telephone.

5. The Agricultural and The Agricultural and Chairperson : 1

Processed Food Processed Food Products Members : 38
Products Export Export Development
Development Authority, Authority Act, 1985 Chairman:
Ministry of Commerce Rs.18400-500-22400
& Industry To undertake measures for
the development and The Chairman and
promotion of export of Members of the Authority
scheduled products. are paid such other
allowances and benefits
are as per Central
Government norms.

6. Telecom Regulatory The Telecom Regulatory Chairperson : 1

Authority of India Authority of India Act, 1997. Members
Ministry of To make measures to Full time : 2
Communications & IT, facilitate competition and Part time : 2
D/o Telecommuni- promote efficiency in the
cations operation of Chairperson – Rs.30000/-
telecommunication services (fixed)

271
 so as to facilitate growth in Members – Rs.26000
such services and to lay (fixed)
down the standards of
quality of service to be Part time Member:
provided by the service Sitting fee of Rs.2000
providers. (subject to maximum of
Rs.26000 p.m.) +
conveyance allowance
Rs.500/-.
Chairperson – Rs.30000/-
(fixed)
Members – Rs.26000 (Full
time) (fixed)
Part time Member:
Sitting fee of Rs.2000
(subject to maximum of
Rs.26000 p.m.) +
conveyance allowance
Rs.500/-.
7. TDSAT The Telecom Regulatory Chairperson : 1
Authority of India Act, 1997. Members : 2

To adjudicate disputes in the Chairperson – Rs.30000/

telecom, broadcasting and (fixed)
cable sector services. Members – Rs.26000
(fixed)
8. Office of Controller of Information Technology A Controller of Certifying
Certifying Authorities Act, 2000 Authorities and such
M/o Communications number of Deputy
& Information To exercise supervision over Controllers and Assistant
Technology, D/o the activities of the Controllers as the
Information Technology Certifying Authorities and Government deems fit.
lay down the standards to
be maintained by the Controller of Certifying
Certifying Authorities; Authorities – Rs.26000
(fixed)
9. Cyber Regulations Information Technology Presiding Officer: 1.
Appellate Tribunal Act, 2000
M/o Communications Summoning and enforcing Presiding Officer –
& Information the attendance of any person Rs.26000 (fixed)
Technology, D/o and examining him on
Information Technology oath;(b) requiring the
discovery and production of

272
 documents or other
electronic records;(c)
receiving evidence on
affidavits;(d)issuing
commissions for the
examination of witness or
documents;(e)reviewing its
decisions;(f) dismissing an
application for default or
deciding it ex parte;(g) any
other matter which may be
prescribed.

10. The Competition The Competition Act, 2002
Commission of India To prevent practices having
M/o Company Affairs adverse effect on
competition; to promote and
sustain competition in the
market; to protect the
interest of consumers and to
ensure freedom of trade.
The Commission shall
consist of a Chairperson
and not less than two and
not more than ten other
Members.
Chairman & Members
Rs.26000 (fixed)

11. Forward Markets The Forward Contracts Chairperson : 1

Commission (Regulation) Act, 1952 Members : 3
M/o Consumer Affairs, To keep forward markets
D/o Consumer Affairs under observation and to Chairman:
take such action in relation Rs.22400-525-24500
to them as it may consider Members:
necessary, and to make Rs.18400-22400
recommendations generally
with a view to improving
the organization and
working of forward
markets.

12. Securities Appellate SAT Rules, 2003 Presiding Officer: 1

Tribunal To adjudicate on the orders Members : 2
M/o Finance passed under Securities Presiding Officer
D/o Economic Affairs and Exchange Board of Rs.30000/- (fixed)
India Act, 1992.
Member Rs.26000/- (fixed)

273
13. Securities & Exchange Securities and Exchange Chairperson : 1
Board of India Board of India Act, 1992 Members : 8
M/o Finance To protect the interests of
D/o Economic Affairs investors in securities and to Chairperson - Rs 26000
promote the development Members - Rs 22400-
of, and to regulate the 24500
securities market, by such
measures as it thinks fit.

14. Insurance Regulatory Insurance Regulatory and Chairperson : 1

and Development Development Authority Act, Members
Authority 1999 Full time : 5
M/o Finance To protect of the interests of Part time : 4
the policy holders in matters
concerning assigning of Chairperson – Rs 26000
policy, nomination by policy Members Rs 22400-24500
holders, insurable interest,
settlement of insurance
claim, etc. and to regulate
investment of funds by
insurance companies.
15. Food Authority (being The Food Safety and Chairperson : 1
set up) Standards Act, 2006 Members : 22

M/o Food Processing To regulate and monitor the
Industries manufacture, processing
distribution, sale and import
of food so as to ensure safe
and wholesome food.
The salary and allowances
payable to and the other
terms and conditions of
service of the Chairperson
and Members other than
ex officio Members are as
prescribed by the Central
Government.

16. Medical Council of The Indian Medical Council President : 1

India Act, 1956 Vice President: 1
M/o Health & Family Members:
Welfare The Council may confer or (a) one member from each
impose upon it by any State other than a
The Indian Medical regulations such as Union Territory;
Council Act, 1956 permission for (b) one member from each
establishment of new University
medical college, new course (c) one member from each

274
 of study etc., non- State in which a State
recognition of Medical Medical Register is
qualifications in certain maintained
cases, recognition of medical (d) seven members from
qualification granted by persons enrolled on
Universities or Medical any of the State
Institutions in India, etc. Medical Registers.
Eight members to be
nominated by the Central
Government

Only fees and TA/DA

paid
17. Pharmacy Council of The Pharmacy Act, 1948 President : 1
India Vice President: 1
The Functions of the Members: 18 +
M/o Health & Family Pharmacy Council of India one member to represent
Welfare include, education each state elected from
regulations, application of each state council and who
Education Regulations to is a registered pharmacist,
States, approved Courses of and one member to
study and examinations, represent each Union
withdrawal of approval, etc Territory, nominated by
the Union Territory
Council.

The Central Council shall ,

with the previous sanction
of the Central Government
,
(i) fix the remuneration
and allowances to be paid
to the President, Vice
President, and other
members of that Council;
(ii) the pay and allowances
and other conditions of
service of officers and
servants of that Council.
18. Indian Nursing Council The Indian Nursing Council President : 1
Act, 1947 Vice President: 1
M/o Health & Family The functions include, Members:: 35
Welfare recognition of qualifications,

275
 effect of recognition, power Fees and allowances paid
to require information as to to the President, Vice
courses of study and President and members
training and examinations,
etc.
19. Dental Council of India The Dentists Act, 1948 Members: 15
The functions include,
M/o Health & Family recognition of dental Fees and allowances paid
Welfare qualifications, qualifications to the President, Vice
of dental hygienists, President and other
qualifications of dental members of the Council
mechanics, withdrawal of
recognition of recognized
dental qualification, etc.
20. The Homeopathy The Homeopathy Central President : 1
Central Council Council Act, 1973 Vice President: 1
M/o Health & Family Members:
Welfare, The powers/functions of the (a) such number of
D/o Ayurveda, Yoga & Central Council include, members not exceeding
Naturopathy, Unani, recognition of medical five from each State
Siddha & Homeopathy qualifications granted by (b) one member from each
(AYUSH) certain medical institutions University
in India; recognition of (c) such number of
medical qualifications members, not exceeding
granted by medical forty percent of the total
institutions in States or number of members from
countries, withdrawal of amongst persons having
recognitions, etc. special knowledge in
Homeopathy or other
related disciplines.

Fees and allowances paid

to the President, Vice
President and members

21. The Indian Medicine The Indian Medicine Central President : 1

Central Council, Council Act, 1970 Vice President: 1
M/o Health & Family Members:
Welfare, The Functions/powers of (a) such number of
D/o Ayurveda, Yoga & the Council include, members not exceeding
Naturopathy, Unani, recognition of medical five for each of the
Siddha & Homeopathy qualifications granted by Ayurveda, Siddha and
(AYUSH) certain medical institutions Unani systems of medicine

276
 in India; recognition of from each State
medical qualifications (b) one member for each of
granted by certain medical the Ayurveda, Siddha and
institutions whose Unani systems of medicine
qualifications are not from each University (c)
included in Second such number of members,
Schedule; recognition of not exceeding thirty per
medical qualifications cent of the total number of
granted by medical members from amongst
institutions in countries with persons having special
which there is a scheme of knowledge or practical
reciprocity; etc. experience in respect of
Indian medicine;

fees and allowances paid

to the President, Vice
President and members
22. Petroleum and Natural The Petroleum and Natural Chairperson : 1
Gas Regulatory Board Gas Regulatory Board Act, Members : 4
2006
M/o Petroleum & Chairperson:
natural Gas To protect the interest of Rs.26000/-
consumers by fostering fair Member:
trade and competition Rs.22400-24500
amongst the entities; register
entities to, lay down the
technical standards and
specifications including
safety standards in activities
relating to petroleum,
petroleum products and
natural gas, including the
construction and operation
of pipeline and
infrastructure projects
related to downstream
petroleum and natural gas
sector, etc.

23. Brahmaputra Board The Brahmaputra Board Chairperson : 1

Act, 1980 Vice Chairperson : 1
M/o Water Resources Genl. Manager : 1
To carry out surveys and Members : 17

277
 investigations in the
Brahmaputra Valley and Chairman
prepare a Master Plan for Rs.22400-525-24500
the control of floods and Vice Chairman
bank erosion and Rs.18400-500-22400 +
improvement of drainage in spl.pay Rs.1000
the Brahmaputra valley; etc. General Manager
Rs.18400-500-22400 +
spl.pay Rs.500

24. Tungabhadra Board Andhra State Act, 1953 Chairman :1

Members :3
M/o Water Resources To deal with all matters Chairman
relating to works on or (Nominated by the
connected with the Government of India)
Tungabhadra Project which
are common to both the Members:
States of Andhra Pradesh
and Karnataka, (i) Representative of
the Government of
Andhra Pradesh

(ii) Representative of
the Government of
Karnataka

(iii) Representative of
the Government of
India

Only fees and TA/DA are

paid.
25. Narmada Control Inter State Water Disputes Chairman :1
Authority Act, 1956 Members : 16
Chairman
M/o Water Resources Overall coordination and (Secretary to the Govt. of
direction of the India, M/o Water
implementation of all the Resources) Members also
projects including the officials
engineering works, the
environmental protection Fee and TA/DA
measures and the
rehabilitation programme

278
 and to ensure the faithful
compliance of the terms and
conditions stipulated by the
Central Government at the
time of clearance of the
aforesaid projects

26. The Betwa River Board The Betwa River Board Act, Chairman :1
1976 Members :3
M/o Water Resources The Union Minister in
To carry out surveys and charge of Irrigation shall
investigations in the Betwa be the Chairman of the
Inter-State river valley and Board
prepare a comprehensive
project report for the Fee and TA/DA are paid.
construction of Rajghat Dam
and appurtenant works and
for the generation of power
at Rajghat Dam, including
the construction of a power
house near the dam, etc
27. Central Silk Board Central Silk Board Act, 1948 Chairman :1
Members : 30
M/o Textiles To undertake, assist or
encourage scientific, For Chairperson
technological and economic honorarium of Rs.8000
research; devising means for p.m. & allowances
improved methods of
mulberry cultivation, For Board Members
rearing, developing, etc., Only TA/DA is available.
improving the quality and
production of raw silk,
improving the marketing of
raw silk etc.

28. Commissioner of The Sick Textile Government may appoint

Payments Undertakings such number of persons as
(Nationalisation) Act, 1974 it may think fit to be
M/o Textiles and Commissioners of
The Swadeshi Cotton Mills Payments; and may also
Company Limited appoint such other persons
(Acquisition and Transfer of as it may think fit to assist
Undertakings) Act, 1986 the Commissioner

279
 The Functions include, Chairperson/HOD/
examination of Claims, Presiding Officer
admission or rejection of Rs.18400-500-22400
claims, disbursement of
money to claimants,
disbursement of amounts to
the owners of sick textile
undertakings and
depositing the undisbursed
or unclaimed amounts to the
general revenue account
29. Jute Manufactures The Jute Manufactures Chairman :1
Development Council Development Council Act, Vice Chairman :1
1983 Members : 29
M/o Textiles
Evolve an integrated (i) The Chairman &
approach to jute cultivation Members are paid such
in the matter of formulation salary and allowances as
of schemes, extension work, may be fixed by the
implementation and Central Governmen
evaluation of schemes
aimed at increasing the yield
of jute and improving the
quality thereof etc.

30. Textiles Committee Textiles Committee Act, Chairman :1

1963
M/o Textiles
To ensure qualities of
textiles both for internal
marketing and export
purposes and the
manufacture and use of
standard type of textile
machinery, undertake, assist
and encourage scientific,
technological and economic
research in textile industry
and textile machinery, etc.
Vice Chairman :1
Joint Secretary :1
Members :
such other members as the
Central Government may
think who have special
knowledge or practical
experience in the field.
No remuneration other
than TA/DA is paid

280
31. National Highways The Control of National Presiding Officer : 1
Tribunal Highways (Land and
Traffic) Act, 2002 Presiding Officer:
M/o Shipping, Road Rs.18400-500-22400
Transport & Highways To provide for control of
D/o Road Transport land within the National
and Highways Highways, right of way and
traffic moving on the
National Highways and also
for removal of unauthorized
occupation thereon.
32. Central Electricity Electricity Regulatory Chairman :1
Regulatory Commission Commissions Act, 1998 Members :3

M/o Power To regulate the tariff of Rs.26000/- per month for

generating companies Chairperson and
owned or controlled by the Members.
Central Government; to
regulate the tariff of
generating companies, other
than those owned or
controlled by the Central
Government; to regulate the
inter-State transmission of
energy including tariff of the
transmission utilities; to
promote competition,
efficiency and economy in
the activities of the
electricity industry, etc.

33. Atomic Energy Atomic Energy Act, 1962 Chairman : 1

Regulatory Board Ex-Officio Member: 1
Members : 3
D/o Atomic Energy
The Chairman of AERB
draws salary and
allowances as applicable to
the post of Secretary to the
Government of India.

281
 Other Members of the
AERB are eminent
scientists from various
organizations and are paid
only honorarium for the
days of the meeting .
34. Central Pollution The Water (Prevention and Chairman :1
Control Board Control of Pollution) Act, Members : 15
1974 Member Secretary : 1
M/o Environment &
Forests To provide for the Chairman:
prevention and control of Rs.22400-24500
water pollution and the Member Secretary:
maintaining of restoring of Rs.16400-20000
wholesomeness of water. Members:
As may be prescribed from
time to time
35. Protection of Plant The Protection of Plant Chairman :1
Varieties and Farmers’ Varieties and Farmers’ Members : 15
Rights Authority Rights Act, 2001
Chairman:
D/o Agriculture & To promote for the Rs.26000 (fixed)
Cooperation development of new Members:
varieties of plants and to As prescribed from time to
protect the rights of the time.
farmers and breeders.
36. National Rainfed Area Chief Executive Officer
Authority :1
Members :5
D/o Agriculture &
Cooperation Chief Executive Officer:
Rs.26000 (fixed)
Members:
(Additional
Secretary/Joint Secretary
level officers)

282
 A-1
Responses to the Sixth Central Pay
Commission Questionnaire

1. The Sixth Central Pay Commission devised a questionnaire consisting of 37

questions in 19 key areas and decided to obtain feedback from not only employees and
their representative organisations – trade unions and associations- but also from all
stakeholders of Government including citizens. The National Informatics Centre (NIC),
the nodal ICT organization of the Government of India, was requested to facilitate this
initiative through its National Portal Project. Thus, emerged the concept of devising an
online Decision Support System (DSS) to invite comments and suggestions from the
public in response to the Pay Commission’s questionnaire. Responses were invited
through an Online DSS, e-Mails and Paper Form through Postal service. The
questionnaire was publicized through both the print and electronic media. The
questionnaire was open to the public for two months. The DSS was developed in modular
fashion using Open Source Technology. A user had to register with the National Portal of
India to submit his/her response. This registration was mandatory. There were 1674
respondents in all including 412 employee unions/associations (group responses) and
1262 individuals (individual responses).
2. The 19 key areas of the questions and responses received against each
group are given in the Table-1 and 2. These 19 groups were further divided into
37 sub-questions. The details of number of responses against each type of question
(including aggregation of sub responses) are placed below.

Table 1: Responses received against the type of questions (includes all responses
received for the key areas)

Total Responses (including sub-responses) for Key Areas

7,000
6,000
5,000
4,000
3,000
2,000
1,000
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283
Table 2: Total number of responses (including sub-questions)

Question x No: sub-

Sl. No. Question on Key Areas Responses
questions

1 1x3 Public/Private Sector Comparison 4,061

2 2x1 International comparisons 1,375
3 3x1 Impact on other organizations 1,361
4 4x3 Salaries 3,776
5 5x1 Relativities 1,314
6 6x2 Group-A Services 2,587
7 7x1 Professional personnel 1,354
8 8x1 Classification of posts 1,344
9 9x2 Restructuring of Group C & Dposts 2,514
10 10 x 2 Pay Scales 2,542
11 11 x 1 Increments 1,306
12 12 x 2 Revision of pay scales 2,512
13 13 x 1 Compensatory Allowances 1,337
14 14 x 2 Pay & perquisites for Armed Forces 2,081
15 15 x 1 Abolition of feudalism 1,266
16 16 x 2 Specific proposals 2,440
17 17 x 5 New concepts 6,139
18 18 x 4 Performance Appraisal 4,632
19 19 x 2 Holidays 2,479
Total Responses 46,420

3. Another key finding was that less than 0.4% of the responses were considered to be
irrelevant in comparison to the normal level of spam messages. This indicates the maturity
level of Internet users in India and the fact that Internet could be an effective mode of government
information and service delivery and for gathering public opinion on important national/ regional
issues. The entire process of obtaining responses to the questionnaire was simplified with
enhanced transparency and wider reach as a result of this effort. Automated and broader
category wise analysis was possible in a relatively simple manner and trends could be
analyzed. The effort led to greater ease in access and analysis of suggestions received
from stakeholders. From the National Portal’s perspective it moved a step ahead towards
achieving one of its mandates i.e. Citizen’s Participation in the process of governance. It
received around 30 million hits during the period in which the questionnaire was open
for the public i.e. 10 million hits exclusively for the 6th CPC page. (The web-statistics
application Web Trends Ver. 7.0b configured to access the traffic analysis of the National
Portal of India – http://webstat.nic.in). This experiment was the motivation for genesis of
an exclusive upcoming Sub-Portal “Public Participation Corner

284
(http://participate.gov.in)” under the umbrella of the National Portal of India. The
detailed process is as Figure-1.

Central Pay Commission(CPC) is setup periodically to

Revise Pay and Perks of Central Government Employees

Sixth Central Pay Commission setup on 5th October 2006

6th CPC Finalised 37 Questions under 19 Key Areas and

Decided to seek Public Opinion

Through
Through Through
Online
Traditional e-Mail
Application
Paper Form

NIC devised a structured online

Decision Support System (DSS) under the
umbrella of National Portal of India to
invite public responses

Out of a total around 1670 responses, 761 received Online, 499 through
paper form and 410 through e-Mail. Data captured into the same online
application for better analysis and publication of responses on the Internet

DSS helped analysis of the Questionnaire responses. The analysis of the

responses using multiple stratification method accepting maximum
affirmative responses provided valuable feedback to the Commission

Decision Making Process

- by 6th CPC

Figure 1: Sixth CPC and the Public Participation Process

6. The responses were further categorized into total responses, group responses and
individual responses and enabled with search capabilities category wise on the Pay
Commission's website on the National Portal to enable detailed and easy access to the
stakeholder community. The responses were collected and analysed in an open ended
format using as methodology multiple stratification method accepting maximum
affirmative options with limited error. In questions where multiple responses or options
have been captured, the total number of responses may be larger than the total number of
respondents i.e. 1674. In such cases the legend multiple option is indicated against the
question. The main trends in responses may be seen in this section.

285
Question 1.1 (Single Option): Should there be any comparison/parity between pay scales and
perquisites in Government and the public/private sector?

Total Responses for Q. No. 1.1

S 2%
Options Total Responses
No. 16%
Figures %
1 Parity possible 1148 82.41 Parity possible

Parity not Parity not possible

2 possible 216 15.51
No comments / No comments don't
3 Don't know 29 2.08 know

Total 1393 100.00 82%

Group Responses for Q. No. 1.1

Group
S 3%
Options Responses 12%
No.
Figures %
1 Parity possible 325 85.08 Parity possible

Parity not
2 Parity not possible
possible 44 11.52
No comments / No comments don't
3 know
Don't know 13 3.40

Total 382 100.00 85%

Individual Responses for Q. No. 1.1

Individual
S 2%
Options Responses
No. 17%
Figures %
1 Parity possible 823 81.40
Parity possible

Parity not
2 Parity not possible
possible 172 17.01
No comments / No comments don't
3 know
Don't know 16 1.58

81%
Total 1011 100.00

286
Question 1.2 (Single Option): Is it possible to quantify all other benefits, excluding pay, derived by
employees in Government and the public and private sectors from security of tenure, promotional
avenues, retirement packages, housing and other invisibles? In view of these benefits, can there be
any fair comparison between the salaries available in the government vis-à-vis the salaries in the
private sector?

S Total Responses
Options Total Responses for Q. No. 1.2
No. Figures %
6%
1 Fair comparision 4%

possible 703 53.14 Fair comparision

2 Fair comparision possible

not possible 491 37.11 Fair comparision not

possible
3 Partly possible 53 4.01 53% Partly possible
4 No comments / 37%

Don't know 76 5.74 No comments don't

know
Total 1323 100.00

S Group Responses Group Responses for Q. No. 1.2

Options
No.
Figures % 6%
5%

1 Fair comparision
possible 210 56.60 Fair comparision
possible
2 Fair comparision Fair comparision not
not possible 121 32.61 possible

33% Partly possible

56%
3 Partly possible 23 6.20
No comments don't
4 No comments / know

Don't know 17 4.58

Total 371 100.00

Individual
S Responses Individual Responses for Q. No. 1.2
Options
No. 3%
6%
Figures %
1 Fair comparision Fair comparision

possible 493 51.79 possible

Fair comparision not
2 Fair comparision possible
not possible 370 38.87 52% Partly possible
39%
3 Partly possible 30 3.15 No comments don't
4 No comments / know

Don't know 59 6.20

Total 952 100.00

287
Question 1.3: In order to ensure a fair comparison based on principles of equity and social justice,
would it not also be appropriate to take into account the economic conditions of large sections of the
community that are less privileged than Government employees and many of whom live below the
poverty line?

S Total Responses
Options Total Responses for Q. No. 1.3
No Figures %
6%
1 Need to consider 2%
Need to consider
economic conditions of 29% economic conditions of

less priviledged 383 29.02 less priviledged

Linking the two issues
2 Linking the two issues not not appropriate
appropriate 837 63.41
Outside SCPC terms
3 Outside SCPC terms of of reference
reference 27 2.05
No comments / don't
4 No comments / Don't know
know 73 5.53 63%

Total 1320 100.00

Group Responses
S Group Responses for Q. No. 1.3
Options
No
Figures % 3%
5%

1 Need to consider 26%

Need to consider
economic conditions of
economic conditions of less priviledged

less priviledged 97 26.29 Linking the two issues

not appropriate
2 Linking the two issues
not appropriate 243 65.85 Outside SCPC terms
of reference
3 Outside SCPC terms of
reference 10 2.71 No comments / don't
know
4 No comments/Don't 66%
know 19 5.15
Total 369 100.00

Individual Individual Responses for Q. No. 1.3

S Responses
Options 2%
6%
No Need to consider
economic conditions of
Figures % 30% less priviledged
1 Need to consider Linking the two issues
not appropriate
economic conditions of
less priviledged 286 30.07 Outside SCPC terms
of reference
2 Linking the two issues
not appropriate 594 62.46 No comments / don't
know
3 Outside SCPC terms of 62%
reference 17 1.79
4 No comments/Don't
know 54 5.68
Total 951 100.00

288
Question 2 (Single Option): Some countries have raised civil service pay scales almost to the levels
prevalent in the private sector on the hypothesis that a well-paid bureaucracy is likely to be honest
and diligent. To what extent would such a hypothesis be valid and how far would such a course of
action be desirable?

S Total Responses
Options
No. Figures %
1 Hypothesis is Total Responses for Q. No. 2
valid 530 39.03 Hypothesis is valid

2 Hypothesis is not Hypothesis is not valid

90
valid 274 20.18 29

3 Hypothesis is 112
Hypothesis is partly valid
partly valid 110 8.10 71 530
4 Comparision Comparision Possible

Possible 142 10.46 Comparison not possible

142
5 Comparison not
possible 71 5.23 Course of action desirabl
6 Course of action 110

desirable 112 8.25 274

Course of action not
desirable
7 Course of action No comments/Don't know
not desirable 29 2.14
8 No comments/
Don't know 90 6.63
Total 1358 100.00

S Group Responses
Options
No.
Figures % Group Responses for Q. No. 2
1 Hypothesis is Hypothesis is valid

valid 170 44.04 8

26
Hypothesis is not valid
2 Hypothesis is not 40
valid 65 16.84 Hypothesis is partly valid

3 Hypothesis is 16 170 Comparision Possible

partly valid 24 6.22
Comparison not possible
4 Comparision 37

Possible 37 9.59 Course of action desirabl

5 Comparison not 24
Course of action not
possible 16 4.15 65
desirable
6 Course of action No comments/Don't know

desirable 40 10.36
7 Course of action
not desirable 8 2.07
8 No comments/
Don't know 26 6.74
Total 386 100.00

289
 Individual
S Responses Individual Responses for Q. No. 2
Options
No. Hypothesis is valid
Figures %
1 Hypothesis is Hypothesis is not valid
valid 360 37.04
2% 7% Hypothesis is partly
2 Hypothesis is 7%
valid
not valid 209 21.50 6% 36%
Comparision Possible
3 Hypothesis is
partly valid 86 8.85 11% Comparison not
possible
4 Comparision Course of action
9%
Possible 105 10.80 desirable
22%
5 Comparison Course of action not
not possible 55 5.66 desirable
No comments/Don't
Course of know
6 action
desirable 72 7.41
Course of
7 action not
desirable 21 2.16
8 No comments
/Don't know 64 6.58
Total 972 100.00

Question 3 (Single Option): Salary structure in the Central and State Governments is broadly similar. The
recommendations of the Pay Commission are likely to lead to similar demands from employees of State
Governments, municipal bodies, panchayati raj institutions & autonomous institutions. Their paying
capacity is considerably limited. To what extent should this factor be considered in devising a reasonable
remuneration package for Central Government employees?

Total Responses for Q. No. 3

S Total Responses
Options 6%
No. Figures % Needs to be taken into
consideration as a factor
1 Needs to be taken into 496 36.66 Need not be taken into
37%
consideration as a factor consideration as a factor

2 Need not be taken into 773 57.13 No comments don't know

consideration as a factor
3 No comments /Don't 84 6.21
know 57%

Total 1353 100.00

290
 Group Responses for Q. No. 3
S Group Responses
Options 7%
No. Figures %
1 Needs to be taken into 351 36.37 Needs to be taken into
consideration as a factor 36% consideration as a factor

2 Need not be taken into 551 57.10 Need not be taken into
consideration as a factor
consideration as a factor No comments don't know
3 No comments / Don't 63 6.53
57%
know
Total 965 100.00

Individual
S Individual Responses for Q. No. 3
Options Responses
No.
Figures %
1 Needs to be taken into 145 37.37 5% Needs to be taken into
consideration as a factor 37%
consideration as a factor

2 Need not be taken into 222 57.22 Need not be taken into
consideration as a factor
consideration as a factor
No comments don't
3 No comments / Don't 21 5.41 58% know
know
Total 388 100.00

Question 4.1 (Multiple Options): How should we determine the salary to be paid to a Secretary in the
Central Government? Please suggest an appropriate basic pay for a Secretary? Can appointment to
this post be made on a contractual basis where salaries and tenure are linked to the performance in
terms of achieving defined targets?

S Total Responses
a) Options Total Responses for Q. No. 4.1
No. Figures %
Salary should be fixed 5% Salary should be fixed
1 52 5.2 15%
amount amount

Salary should be contractual 4% Salary should be

2 309 30.9 contractual /
/ (Performance based) 31% (Performance based)
Salary should not be
Salary should not be contractual
3 451 45.1
contractual Salary should be ratio
Salary should be ratio of of lowest salary
4 42 4.2
lowest salary Salary should be
comparable to private
Salary should be comparable 45%
5 146 14.6 sector
to private sector
Total 1000 100.00

291
 S Group Responses
Options Group Responses for Q. No. 4.1
No. Figures %
Salary should be fixed
Salary should be fixed
1 13 4.83 5% amount
amount 15%

Salary should be 21% Salary should be

contractual /
4%
2 contractual / (Performance 57 21.19 (Performance based)
based) Salary should not be
contractual
Salary should not be
3 147 54.65
contractual Salary should be ratio
Salary should be ratio of of lowest salary
4 12 4.46
lowest salary Salary should be
Salary should be 55% comparable to private
sector
5 comparable to private 40 14.87
sector
Total 269 100.00

Individual
S Responses Individual Responses for Q. No. 4.1
Options
No.
Figures %
Salary should be fixed
1 Salary should be fixed
39 5%
amount
amount 5.34 15%
Salary should be
2 Salary should be contractual 4% contractual /
252 (Performance based)
/ (Performance based) 34.47 34% Salary should not be
contractual
3 Salary should not be
304 Salary should be ratio
contractual 41.59 of lowest salary
4 Salary should be ratio of 42%
30 Salary should be
lowest salary 4.10 comparable to private
sector
5 Salary should be comparable
106
to private sector 14.50
Total 731 100.00

Total Group Individual

S Options
Responses Responses Responses
No.
(b) Range of salary 449 104 345
1 Above Rs. 1.5 lakhs 174 34 140
2 Rs. 1 - Rs. 1.5 lakhs 132 46 86
3 Rs. 75000 - Rs. 1 lakh 56 14 42
4 Rs. 50000 - Rs. 75000 56 10 46
5 Below Rs. 50000 31 0 31

Range of Salary
200
180
160
140
120
100 Total
80 Group
60 Individual
40
20
0
Above Rs. 1.5 Rs. 1 - Rs. 1.5 Rs. 75000 - Rs. 1 Rs. 50000 - Rs. Below Rs. 50000
lakhs lakhs lakh 75000

292
 S Total Group Individual
Overall Picture
No. Responses Responses Responses
(a) Type of salary 1000 269 731
(b) Range of salary 449 104 345
(c) No comments/Don't know 195 82 113
Grand Total 1644 455 1189

Overall Picture for Q.No. 4.1

1200

1000

800

600 Total
Group
400 Individual

200

0
(a) Type of salary (b) Range of salary (c) No comments/Don't know

Question 4.2 (Multiple Options): What should be the reasonable ratio between the minimum and the
maximum of a pay scale?

Group Individual
Options Total Responses
Responses Responses
S
(a) Ratio between Minimum
No.
and Maximum within a pay 453 135 318
scale
1 Below 2 152 47 105
2 2 and below 3 130 43 87
3 3 and below 4 53 10 43
4 4 and below 5 26 4 22
5 5 and below 6 39 9 30
6 6 and below 7 22 7 15
7 7 and below 8 13 3 10
8 8 or above 18 12 6

Ratio between Minimum and Maximum within

a pay scale
160
140
120
100
80 Total

60 Group
40 Individual
20
0
Below 2 2 and 3 and 4 and 5 and 6 and 7 and 8 or above
below 3 below 4 below 5 below 6 below 7 below 8

293
 Group Individual
Options Total Responses
Responses Responses
S
(b) Ratio between minimum
No.
and maximum between pay 382 108 274
scales
1 1::8 or Below 128 47 81
2 1: 9 11 4 7
3 1:10 118 33 85
4 1:11 15 3 12
5 1:12 34 12 22
6 1:13 0 0 0
7 1:15 31 6 25
8 Above 1:15 45 3 42

Ratio between minimum and maximum

between pay scales
140
120
100
80 Total

60 Group

40 Individual

20
0
1:8 or 1:09 1:10 1:11 1:12 1:13 1:15 Above
Below 1:15

Total Group Individual

S No. Overall Picture
Responses Responses Responses
Ratio between Minimum and
(a) 453 135 318
Maximum within a pay scale
Ratio between minimum and
(b) 382 108 274
maximum between pay scales
(c) Running Pay Scales recommended 106 48 58
(d) No comments/Don't know 305 71 234
Grand Total 1246 362 884

Overall Picture for Q.No. 4.2

500
450
400
350
300
250
200 Total
150 Group
100
Individual
50
0
(a) Ratio between (b) Ratio between (c) Running Pay (d) No
Minimum and minimum and Scales recommended comments/Don't know
Maximum within a pay maximum between
scale pay scales

294
Question 4.3 (Single Option): Is it necessary to persist with a pre-determined minimum-maximum
ratio on ideological considerations? Or is it more important to ensure efficient administration by
preventing flight of outstanding talent from Government?

Total Responses
S
Options Total Responses for Question No. 4.3
No
Figures % Necessary to persist with
pre-determined minimum-
1 Necessary to persist with 9% maximum ratio

pre-determined minimum- 9% 26% Reasonable ratio

necessary
maximum ratio 322 26.33
2 Reasonable ratio necessary 118 9.65 More important to ensure

3 More important to ensure efficient administration by

preventing flight of talent

efficient administration by 10%

Ratio not necessary
preventing flight of talent 572 46.77
4 Ratio not necessary 104 8.50 46%
No comments/ Don't
5 No comments/ Don't know 107 8.75 know

Total 1223 100.00

Group
S Group Responses for Question No. 4.3
Options Responses Necessary to persist with
No. pre-determined minimum-
Figures % maximum ratio

1 Necessary to persist with

9%

7% Reasonable ratio
pre-determined minimum- 30% necessary

maximum ratio 106 30.11

2 Reasonable ratio necessary 53 15.06 More important to ensure
efficient administration by

3 More important to ensure preventing flight of talent

efficient administration by Ratio not necessary

preventing flight of talent 137 38.92 39%

15%

4 Ratio not necessary 25 7.10 No comments/ Don't

5 No comments/ Don't know 31 8.81 know

Total 352 100.00

Individual
S Individual Responses for Question No. 4.3
Options Responses
No.
Figures % 9%
Necessary to persist with
pre-determined minimum-

1 Necessary to persist with 9% 25% maximum ratio

pre-determined minimum- Reasonable ratio

necessary
maximum ratio 216 24.80
2 Reasonable ratio necessary 65 7.46 7%
More important to ensure
efficient administration by
3 More important to ensure preventing flight of talent

efficient administration by Ratio not necessary

preventing flight of talent 435 49.94 50%

4 Ratio not necessary 79 9.07 No comments/ Don't

know
5 No comments/ Don't know 76 8.73
Total 871 100.00

295
Question 5 (Single Option): Employees in the Secretariat and analogous establishments are entitled to higher
pay scales than the corresponding field functionaries. This was supposed to compensate them for the loss of
certain facilities available to them in field assignments and the extra effort required for decision-making at the
policy level. Are these factors valid even today particularly in the context of decentralization and devolution of
administrative powers? Is this discrimination between field and secretariat functionaries even justified today?

S Total Responses
Options
No. Figures % Total Responses for Q. No. 5
The factors for higher
pay scales for The factors for higher pay
10% scales for Secretariat
1 Secretariat 223 17.05 17%
functionaries over field
functionaries over field functionaries are valid
functionaries are valid The factors for higher pay
The factors for higher scales for Secretariat
functionaries over field
pay scales for
functionaries are not valid
Secretariat
2 955 73.01 No comments/ Don't
functionaries over field know
73%
functionaries are not
valid
No comments/ Don't
3 130 9.94
know
Total 1308 100.0
S Group Responses
Options Group Responses for Q. No. 5
No. Figures %
The factors for higher pay
scales for Secretariat The factors for higher pay
1 67 17.45 scales for Secretariat
functionaries over field 10% 17% functionaries over field
functionaries are valid functionaries are valid
The factors for higher pay
The factors for higher pay
scales for Secretariat
scales for Secretariat
2 functionaries over field 277 72.14 functionaries over field
functionaries are not functionaries are not
valid
valid No comments/ Don't
No comments/ Don't 73% know
3 40 10.42
know
Total 384 100.00

Individual
S
Options Responses Individual Responses for Q. No. 5
No.
Figures %
The factors for higher The factors for higher
pay scales for Secretariat
pay scales for 10% functionaries over field
17%
1 Secretariat functionaries 156 16.88 functionaries are valid
over field functionaries The factors for higher
are valid pay scales for Secretariat
The factors for higher functionaries over field
functionaries are not
pay scales for valid
2 Secretariat functionaries 678 73.38 No comments/ Don't
73% know
over field functionaries
are not valid
No comments/ Don't
3 90 9.74
know
Total 924 100.00

296
Question 6.1 (Single Option): Is there a case for a Unified Civil Service, merging therein all Central
(both technical and non-technical) and All India Services, allowing vertical and horizontal
movement? Or should there be two distinct streams, one embracing all the technical services and
the other for non-technical services?

S Total Responses
Options Total Responses for Q. No. 6.1
No. Figures %
15% There should be a Unified
There should be a Unified Civil Service
1 375 28.45 28%
Civil Service
There should be two distinct
There should be two 9%
2 626 47.50 streams
distinct streams
Existing system should Existing system should
3 118 8.95 continue
continue
No comments/ Don't No comments/ Don't know
4 199 15.10
know 48%

Total 1318 100.00

Group Responses for Q. No. 6.1

S Group Responses
Options
No. Figures % 20%
There should be a Unified
27% Civil Service
There should be a Unified
1 100 27.03
Civil Service There should be two distinct
streams
There should be two 9%
2 163 44.05
distinct streams
Existing system should
Existing system should continue
3 34 9.19
continue
No comments/ Don't No comments/ Don't know
4 73 19.73
know 44%

Total 370 100.00

Individual
S
Options Responses Individual Responses for Q. No. 6.1
No.
Figures %
There should be a There should be a Unified
1 275 29.01 Civil Service
Unified Civil Service 13%
29%
There should be two 9% There should be two distinct
2 463 48.84
distinct streams streams

Existing system should

3 84 8.86 Existing system should
continue continue
No comments/ Don't 49%
4 126 13.29
know No comments/ Don't know

Total 948 100.00

297
Question 6.2 (Multiple Options): Should there be a higher compensation package for scientists in
certain specialized streams/departments like Department of Space, Department of Atomic Energy? If
so, what should be the reasonable package in their case?

Options Total Group Individual

S Responses Responses Responses
No.
(a) Pattern of Pay Scale 1045 313 732
Pattern of pay scales need to be
1 706 198 508
redesigned
Pattern of pay scales need not be
2 166 43 123
redesigned
3 No comments/ Don’t know 173 72 101

Pattern of Pay Scale

800
700
600
500
Total
400
Group
300
200 Individual

100
0
Pattern of pay scales needs to Pattern of pay scales need not No comments/ Don’t know
be redesigned be redesigned

Total Group Individual

Options
Responses Responses Responses
S
(b) Emolument suggested for
No.
entrants into Group-A in 513 127 386
Govt.(Rs/month)
1 Below Rs. 15,000 2 0 2
2 15,000-19,999 20 3 17
3 20,000-24,999 36 5 31
4 25,000-29,999 68 16 52
5 30,000-39,999 141 40 101
6 40,000-49,999 91 25 66
7 Over 50,000 155 38 117

298
 Emolument suggested for entrants into Group-A
in Govt. (Rs/month)
180
160
140 Total
120
100 Group
80 Individual
60
40
20
0

00
9

9
0

9
00

,0
,9

,9

,9

,9

,9

50
5,

19

24

29

39

49
.1

0-

0-

0-

0-

0-

er
Rs

,00

,00

Ov
,0

,0

,0
15

20

25

30

40
l ow
Be

S
Overall Picture Total Responses Group Responses Individual Responses
No.
(a) Pattern of salary 1045 313 732
(b) Emolument on entry 513 127 386

Overall Picture for Q.No. 6.2

1200

1000

800 Total

600 Group
Individual
400

200

0
(a) Pattern of salary (b) Emolument on entry

299
Question 7 (Multiple Options): Should there be a higher compensation package for scientists in
certain specialized streams/departments like Department of Space, Department of Atomic Energy? If
so, what should be the reasonable package in their case?

S No. Options Total Responses Group Responses Individual Responses

There should be higher
(a) compensation 1011 273 738
There should not be higher
(b) compensation 133 28 105
(d) No comments/Don't know 210 72 129

Objective Responses Question Number 7 (a,b&

d)
1200

1000

800

Total
600
Group

400 Individual

200

0
(a) There should be higher (b) There should not be higher (d) No comments/Don't know
compensation compensation

Total Responses Group Responses Individual

Responses
S No. (c) Compensation greater than Group A by 257 50 207
1 upto 20% 39 10 29
2 upto 20% - 50% 87 27 60
3 upto 50% to 100% 12 2 10
4 above 100% 119 11 108

Objective Responses Question Number 7 (c)

140

120

100

80 Total
Group
60
Individual

40

20

0
upto 20% upto 20% - 50% upto 50% to 100% above 100%

300
S Individual
No. Overall Picture Total Responses Group Responses Responses
(a) There should be higher compensation 1011 273 738
There should not be higher
(b) compensation 133 28 105
(c) Percentage above Group A 257 50 207
(d) No comments/Don't know 210 72 129
Grand Total 1611 423 1179

Objective Responses Question Number 7

1200

1000

800

600 Total
Group
400
Individual
200

0
(a) There should be (b) There should not (c) Percentage above (d) No
higher compensation be higher Group A comments/Don't know
compensation

Question 8 (Single Option): Presently, civilian posts in the Central Government are classified into four
Groups (A, B, C and D) with reference to their scales of pay. The Fifth Central Pay Commission had
recommended their reclassification into Executive, Supervisory, Supporting and Auxiliary Staff. Would
you suggest any changes in the existing classification or should the classification recommended by Fifth
Central Pay Commission be adopted with/without modifications?

S Total Responses
Options
No. Figures %
No changes are required Total Responses for Q. No. 8
1 360 26.93
in existing classification No changes are required in
existing classification
Changes are required in
2 315 23.56
existing classification 9%
Changes are required in
Classification of Vth CPC 27% existing classification
13%
recommendation be
3 368 27.52
adopted without Classification of Vth CPC
modification recommendation be adopted
without modification
Classification of Vth CPC
Classification of Vth CPC be
4 be adopted with 172 12.86 27% adopted with modification
modification 24%
No comments/ Don't No comments/ Don't know
5 122 9.12
know
Total 1337 100.00
Sub-Total of S.No. 2,3 and
855 63.95
4

301
 Group Responses
S Group Responses for Q. No. 8
Options Figure
No. %
s No changes are required in
No changes are required in existing classification
1 94 24.67 7%
existing classification
25%
Changes are required in Changes are required in
2 85 22.31 16%
existing classification
existing classification
Classification of Vth CPC Classification of Vth CPC
3 recommendation be adopted 114 29.92 recommendation be adopted
without modification without modification

Classification of Vth CPC be Classification of Vth CPC be

4 62 16.27 22% adopted with modification
adopted with modification 30%
5 No comments/ Don't know 26 6.82 No comments/ Don't know
Total 381 100.00
Sub-Total of S. No. 2,3 and 4 261 68.50

Individual
S Responses Individual Responses for Q. No. 8
Options
No Figure No changes are required in
% existing classification
s
10%
No changes are required in Changes are required in
1 266 27.82 12%
27%
existing classification existing classification

Changes are required in

2 230 24.06 Classification of Vth CPC
existing classification recommendation be adopted
Classification of Vth CPC without modification
Classification of Vth CPC be
3 recommendation be adopted 254 26.57 27%
24% adopted with modification
without modification
Classification of Vth CPC be No comments/ Don't know
4 110 11.51
adopted with modification
5 No comments/ Don't know 96 10.04
Total 956 100.00
Sub-Total of S. No. 2,3 and 4 594 62.13

Question 9.1 (Multiple Options): Should all lower Group C functionaries in the Secretariat be replaced by multi-
functional Executive Assistants, who would be graduates and well versed in office work, secretarial skills and
use of modern office equipment including computers? Should similar arrangements be evolved for Group C
posts in other organisations of Government?

S Total Responses
Options
No. Figures %
Replacement of Group C functionaries in Central Secretariat by Multi-
1
functional Executive Assistants needed. 969 43.38
Replacement of Group C functionaries in Central Secretariat by Multi-
2
functional Executive Assistants not needed. 155 6.94
Similar arrangements for Group C posts in other organisations of the
3
Government needed. 937 41.94
Similar arrangements for Group C posts in other organisations of the
4
Government not needed. 155 6.94
5 No comments/Don't know 18 0.81
Total 2234 100.00

302
 Total Responses for Q. No. 9.1
(a) Replacement of Group
C functionaries in Central
Secretariat by Multi-functional
Executive Assistants
7% 1% needed.
(b) Replacement of Group
C functionaries in Central
Secretariat by Multi-functional
Executive Assistants not
needed.
43% (c) Similar arrangements
for Group C posts in other
organisations of the
42% Government needed.

(d) Similar arrangements

for Group C posts in other
organisations of the
Government not needed.
7%
(e) No comments/Don't
know

S Group Responses
Options
No. Figures %
Replacement of Group C functionaries in Central Secretariat by Multi-functional
1
Executive Assistants needed. 256 40.76
Replacement of Group C functionaries in Central Secretariat by Multi-functional
2
Executive Assistants not needed. 61 9.71
Similar arrangements for Group C posts in other organisations of the
3
Government needed. 252 40.13
Similar arrangements for Group C posts in other organisations of the
4
Government not needed. 55 8.76
5 No comments/Don't know 4 0.64
Total 628 100.00

Group Responses for Q. No. 9.1 Individual Responses for Q. No. 9.1
(a) Replacement of Group C (a) Replacement of Group
functionaries in Central C functionaries in Central
Secretariat by Multi-functional Secretariat by Multi-
Executive Assistants needed. functional Executive
Assistants needed.
(b) Replacement of Group
9% 1% (b) Replacement of Group C 6% 1%
C functionaries in Central
functionaries in Central
Secretariat by Multi-
Secretariat by Multi-functional
functional Executive
Executive Assistants not
Assistants not needed.
needed.
40% (c) Similar arrangements
(c) Similar arrangements for 44% for Group C posts in other
Group C posts in other
organisations of the
organisations of the
Government needed.
Government needed. 43%
40%
(d) Similar arrangements
(d) Similar arrangements for for Group C posts in other
Group C posts in other organisations of the
organisations of the Government not needed.
10% Government not needed. 6%
(e) No comments/Don't
(e) No comments/Don't know
know

303
 S Individual
No. Options Responses
Figures %
Replacement of Group C functionaries in Central Secretariat by Multi-functional
1
Executive Assistants needed. 711 44.38
Replacement of Group C functionaries in Central Secretariat by Multi-functional
2
Executive Assistants not needed. 94 5.87
Similar arrangements for Group C posts in other organisations of the
3
Government needed. 683 42.63
Similar arrangements for Group C posts in other organisations of the
4
Government not needed. 100 6.24
5 No comments/Don't know 14 0.87
Total 1602 100.00

Question 9.2 (Single Option): Should a similar regrouping of Group D staff into fewer categories capable of
performing diverse functions also be carried out?

S Total Responses
Options Total Responses for Q. No. 9.2
No.
Figures % 11%
1 Regrouping of
Regrouping of Group
Group D staff D staff should be
should be carried 14% carried out
out 909 75.31 Regrouping of Group D
2 Regrouping of staff should not be
carried out
Group D staff
No comments don't
should not be know
carried out 166 13.75
75%
3 No comments/
Don’t know 132 10.94
Total 1207 100.00

S Group Responses
Options Group Responses for Q. No. 9.2
No. Figures %
Regrouping of 12%
Group D staff
1 Regrouping of Group D
should be carried staff should be carried
out 242 70.35 18%
out

Regrouping of Regrouping of Group D

staff should not be
Group D staff carried out
2
should not be No comments don't
carried out 61 17.73 70%
know

No comments/
3
Don't know 41 11.92
100.0
Total 344 0

304
 Individual
S Individual Responses for Q. No. 9.2
Options Responses
No.
Figures %
11%
Regrouping of
Regrouping of Group D
Group D staff
1 12% staff should be carried
should be out

carried out 667 77.29 Regrouping of Group D

staff should not be
Regrouping of carried out
Group D staff
2 No comments don't
should not be know
carried out 105 12.17 77%
No comments/
3
Don't know 91 10.54

Total 863 100.00

Question 10.1 (Multiple Options): How should a pay scale be structured? What is a reasonable ratio
between the minimum and maximum of a pay scale?

Total Group Individual

S Options
Responses Responses Responses
No.
(a) Ratio between Minimum and Maximum
324 109 215
within a pay scale
1 Below 2 154 53 101
2 2 and below 3 98 41 57
3 3 and below 4 43 6 37
4 4 and below 5 13 3 10
5 5 and below 6 7 1 6
6 6 and below 7 3 3 0
7 7 and below 8 4 0 4
8 8 or above 2 2 0

Ratio between Minimum and Maximum within a

pay scale
180
160
140
120
100
80
60
40
20
0
Below 2 2 and 3 and 4 and 5 and 6 and 7 and 8 or above
below 3 below 4 below 5 below 6 below 7 below 8

Total Group Individual

305
 Options Total Responses Group Responses Individual Responses
S
No. (b) Ratio between
minimum and maximum 430 124 306
between pay scales
1 1:8 or Below 192 65 127
2 1: 9 6 1 5
3 1:10 109 33 76
4 1:11 8 4 4
5 1:12 52 15 37
6 1:13 3 2 1
7 1:15 8 2 6
8 Above 1:15 52 2 50

Ratio between minimum and maximum

between pay scales
250

200

150

100

50

0
1:8 or 1:09 1:10 1:11 1:12 1:13 1:15 Above
Below 1:15

Total Group Individual

S Individual
Overall Picture Total Responses Group Responses
No. Responses
Ratio between Minimum and
(a) 324 109 215
Maximum within a pay scale
Ratio between minimum and
(b) 430 124 306
maximum between pay scales
(c) No comments/Don't know 417 90 327
Open ended/ running scales/
(d) 123 56 67
master pay scale/ No fixed ratio
Grand Total 1294 379 915

Overall Picture for Q.No. 10.1

500
450
400
350
300
250
200
150
100
50
0
(a) Ratio between (b) Ratio between (c) No (d) Open ended/
Minimum and minimum and comments/Don't know running scales/
Maximum within a pay maximum between master pay scale/ No
scale pay scales fixed ratio

Total Group Individual

306
Question 10.2 (Multiple Options): The successive Pay Commissions have progressively reduced the
number of distinct pay scales. The number of scales has therefore come down from more than 500
scales at the time of the Second Central Pay Commission to 51 scales before Fifth Central Pay
Commission, which was brought down to 33 scales by the Fifth Central Pay Commission. The
reduction in the number of pay scales brings in attendant problems like the promotion and the feeder
grades coming to lie in the same pay scale, etc. Do you feel whether the existing number of pay
scales should be retained or increased or decreased or whether the same should be replaced by a
running pay scale?

Options Total Responses Group Responses Individual Responses

(a) The existing number of pay scales

902 271 631
should be
Retained 282 79 203
Increased 90 20 70
Decreased 530 172 358

The existing number of pay scales

should be
600

500

400

300

200

100

0
Retained Increased Decreased

Total Group Individual

Total Group Individual

Overall Picture Responses Responses Responses
(a) The existing number of pay scales should be… 902 271 631
(b) There should be running pay scales 261 78 183
(c) There should not be running pay scales 12 4 8
(d) No comments/Don't know 144 32 112
Grand Total 1319 385 934

Overall Picture for Q.No. 10.2

1000
900
800
700
600
500
400
300
200
100
0
(a) The existing (b) There should be (c) There should (d) No
number of pay running pay scales not be running pay comments/Don't
scales should be… scales know

Total Group Individual

307
Question 11 (Multiple Options): What should be the criteria for determining the rates and frequency of
increments in respect of different scales of pay? Should these bear a uniform or varying relationship
with the minima and/or maxima of the scales?

Total Group Individual

Options
S Responses Responses Responses
No. (a) Criteria for determining (rates and
808 225 583
frequency) of increments
Increments should have uniform/fixed
1 358 122 236
relationship to minima of scale
Increments should have uniform/fixed
2 24 9 15
relationship to maxima of scale
Increments should have a varying
3 124 31 93
relationship with minima of scale
Increments should have a varying
4 18 4 14
relationship with maxima of scale
Increments should have a relationship
5 43 14 29
with mean of scale
Increments should have a relationship
6 186 33 153
with performance
Increments should have a relationship
7 55 12 43
with inflation

Criteria for determining (rates and frequency) of

increments
400
350
300
250
200
150
100
50
0
Increments Increments Increments Increments Increments Increments Increments
should have should have should have a should have a should have a should have a should have a
uniform/fixed uniform/fixed varying varying relationship relationship relationship
relationship to relationship to relationship relationship with mean of with with inflation
minima of scale maxima of with minima of with maxima of scale performance
scale scale scale

Total Group Individual

Total Group Individual

Options
S Responses Responses Responses
No.
(b) Rate of increments 500 195
305
1 Upto 2% 1 0 1
2 2-4 % 115 40 75
3 5-6 % 224 107 117
4 6-10 % 101 27 74
5 Above 10% 59 21 38

308
 Rate of Increments
250

200 Total
150 Group

100 Individual

50

0
Upto 2% 2-4 % 5-6 % 6-10 % Above 10%

S Total Group Individual

Overall Picture
No. Responses Responses Responses
Criteria for determining (rates and
(a) 808 225 583
frequency) of increments
(b) Rate of increments 500 195 305
(c) No comments/Don't know 178 42 136
Grand Total 1486 462 1024

Overall Picture for Q.No. 11

900
800
700
600
500
400
300
200
100
0
(a) Criteria for determining (rates and (b) Rate of increments (c) No comments/Don't know
frequency) of increments

Total Group Individual

309
Question 12.1 (Single Option): Is there any need to revise the pay scales periodically especially when
100% neutralization for inflation is available in form of dearness allowance?

S Total Responses Total Responses for Q. No. 12.1

Options
No. Figures % Periodic pay revision
required
Periodic pay revision
1 1136 86.19 3%
required Periodic pay revision not
3% required
2 Periodic pay revision
103 7.81 8%
not required
Automatic revision required
3 Automatic revision
36 2.73
required
4 No comments/Don't No comments/Don't know
43 3.26
know
Total 1318 100.00 86%

S Group Responses
Options Group Responses for Q. No. 12.1
No. Figures %
1 Periodic pay revision
336 89.36 Periodic pay revision
required 3%
5% 3%
required
2 Periodic pay revision
10 2.66
not required Periodic pay revision not
required
3 Automatic revision
18 4.79
required Automatic revision required
4 No comments/Don't
12 3.19
know
Total 376 100.00 89% No comments/Don't know

S Individual Responses
Options Individual Responses for Q. No. 12.1
No. Figures % Periodic pay revision
1 Periodic pay required
800 84.93
revision required
2%3%
Periodic pay 10% Periodic pay revision not
2 required
revision not 93 9.87
required
Automatic revision required
3 Automatic revision
18 1.91
required
No
4 85% No comments/Don't know
comments/Don't 31 3.29
know
Total 942 100.00

310
Question 12.2 (Single Option): How should pay be fixed in the revised pay scales? Should there be a
point-to-point fixation? If not, please suggest a method by which it can be ensured that senior
personnel are not placed at a disadvantage vis-à-vis their juniors and due weightage is given for the
longer service rendered by the former.

S Total Responses
Options Total Responses for Q. No. 12.2
No. Figures %
Point-to-point fixation
Point-to-point fixation needed
1 840 71.4
needed
1 increment in revised scale
1 increment in revised scale 17%
2 39 3.3 for 2 increments in the
for 2 in previous previous scale

1 Increment in the revised 6% 1 Increment in the revised

scale for 3 increments in the
3 scale for 3 in the previous 33 2.8 3% previous scale
scale 3% No change
4 No change 65 5.5
71%
No comments No comments/Don't know
5 199 16.9
/Don't know
Total 1176 100.00

S Group Responses
Options
No Figures %
Point-to-point fixation Group Responses for Q. No. 12.2
1 278 78.09
needed 11% Point-to-point fixation
5% needed
1 increment in revised scale
2 12 3.37
for 2 in previous 3% 1 increment in revised scale
1 Increment in the revised 3% for 2 in previous

3 scale for 3 in the previous 10 2.81 1 Increment in the revised

scale scale for 3 in the previous
scale
4 No change 18 5.06 No change
No comments
5 38 10.67 78%
/Don't know No comments/Don't know
Total 356 100.00

Individual Responses
S Options
Figures % Individual Responses for Q. No. 12.2
No.
Point-to-point
1 562 68.54 20% Point-to-point fixation
fixation needed needed
1 increment in
1 increment in revised scale
2 revised scale for 2 in 27 3.29 6% for 2 in previous
previous 3%
1 Increment in the revised
1 Increment in the 3% scale for 3 in the previous
3 revised scale for 3 in 23 2.80 scale
68%
the previous scale No change

4 No change 47 5.73 No comments/Don't know

No comments
5 161 19.63
/Don't know
Total 820 100.00

311
Question 13 (Multiple Options): Is City Compensatory Allowance a sufficient compensation for the
problems of a large city? If DA and HRA provide full neutralization, do you think CCA should
continue? Is there a need for changing the basis of classification of cities and the rates of CCA? If so,
please suggest the revised basis and rates.

Total Responses
S No. Options
Figures %
1 CCA is sufficient compensation for problems of large city 82 4.43
2 CCA is not sufficient 488 26.39
3 CCA should not continue 82 4.43
4 CCA should be a percent of basic pay 173 9.36
5 Basis of classification of cities needs revision 944 51.05
6 Basis of classification of cities needs no change 29 1.57
7 No comments/Don't know 51 2.76
Total 1849 100.00

Total Responses for Q. No. 13

(a) CCA is sufficient
compensation for
problems of large city
3% (b) CCA is not sufficient
4%
2%
(c) CCA should not
continue
26%
(d) CCA should be a
percent of basic pay

(e) Basis of
52%
classification of cities
4%
needs revision
(f) Basis of
9% classification of cities
needs no change
(g) No comments/Don't
know

Group Responses
S No. Options
Figures %
1 CCA is sufficient compensation for problems of large city 19 3.24
2 CCA is not sufficient 194 33.11
3 CCA should not continue 4 0.68
4 CCA should be a percent of basic pay 68 11.60
5 Basis of classification of cities needs revision 283 48.29
6 Basis of classification of cities needs no change 6 1.02
7 No comments/Don't know 12 2.05

Total 586 100.00

312
 Group Responses for Q. No. 13 Individual Responses for Q. No.
2% (a) CCA is sufficient 13 (a) CCA is sufficient
3% compensation for
1% problems of large city compensation for
(b) CCA is not sufficient 3% problems of large city
5% (b) CCA is not sufficient
2%
33%
(c) CCA should not
(c) CCA should not
continue 23%
continue
48%
(d) CCA should be a (d) CCA should be a
percent of basic pay percent of basic pay
1%
(e) Basis of (e) Basis of
12% classification of cities 53% 6% classification of cities
needs revision needs revision
(f) Basis of classification 8% (f) Basis of classification
of cities needs no of cities needs no
change change
(g) No comments/Don't (g) No comments/Don't
know know

S Individual Responses
Options
No.
In Figures In %
1 CCA is sufficient compensation for problems of large city 63 4.99
2 CCA is not sufficient 294 23.28
3 CCA should not continue 78 6.18
4 CCA should be a percent of basic pay 105 8.31
5 Basis of classification of cities needs revision 661 52.34
6 Basis of classification of cities needs no change 23 1.82
7 No comments/Don't know 39 3.09

Total 1263 100.00

Question Number 14.1 (Multiple Options): What should be the basis for determination of pay scales
for Armed Forces Personnel? What percentage weightage should be assigned to (i) parity with civil
services, (ii) comparison with private sector, (iii) special and hazardous nature of duties, (iv) short
career span and (v) restricted rights?

Total Group Individual

S Options
Responses Responses Responses
No.
(a) Parity with Civil Services 471 122 349
1 100% (more) 10 0 10
2 50% to <100% (more) 9 2 7
3 25% to < 50% (more) 11 0 11
4 0% to < 25% (more) 59 20 39
5 More but quantum not specified 145 34 111
6 Less than Civil Service 1 0 1
7 At par with Civil Service 236 66 170

313
 Parity with Civil Services
250

200

150

100

50

0
100% (more) 50% to 25% to < 0% to < 25% More but Less than At par with
<100% 50% (more) (more) quantum not Civil Service Civil Service
(more) specified

Total Group Individual

Total Group Individual

S Options
Responses Responses Responses
No.
(b) Comparison with Private Sector 80 16 64
1 100% (more) 0 0 0
2 50% to <100% (more) 3 0 3
3 25% to < 50% (more) 7 2 5
4 0% to < 25% (more) 25 6 19
5 More but Quantum not specified 7 2 5
6 Less than Private Sector 2 1 1
7 At par with Private Sector 36 5 31

Comparison with Private Sector

40
35
30
25
20
15
10
5
0
100% (more) 50% to 25% to < 0% to < 25% More but Less than At par with
<100% 50% (more) (more) Quantum not Private Private
(more) specified Sector Sector

Total Group Individual

Total Group Individual

Options
S Responses Responses Responses
No (c) Weightage due to Special and
381 102 279
Hazardous Nature of Duty
1 100% or more 9 1 8
2 50% to <100% 8 2 6
3 25% to < 50% 22 6 16
4 0% to < 25% 38 12 26
5 More but Quantum not specified 304 81 223

314
 Weightage due to Special and Hazardous Nature
of Duty
350
300
250
200
150
100
50
0
100% or more 50% to <100% 25% to < 50% 0% to < 25% More but Quantum
not specified

Total Group Individual

Total Group Individual

Options
S Responses Responses Responses
No. (d) Weightage due to Short
185 51 134
Career Span
1 100% or more 2 0 2
2 50% to <100% 5 2 3
3 25% to < 50% 1 0 1
4 0% to < 25% 45 13 32
5 More but Quantum not specified 132 36 96

Weightage due to Short Career Span

140
120
100
80
60
40
20
0
100% or more 50% to <100% 25% to < 50% 0% to < 25% More but Quantum
not specified

Total Group Individual

Total Group Individual

Options
S Responses Responses Responses
No.
(e) Weightage due to Restricted Rights 136 45 91

1 100% or more 2 0 2

2 50% to <100% 1 0 1

3 25% to < 50% 6 3 3

4 0% to < 25% 44 15 29

5 More but Quantum not specified 83 27 56

315
 Weightage due to Restricted Rights
90
80
70
60
50
40
30
20
10
0
100% or more 50% to <100% 25% to < 50% 0% to < 25% More but Quantum
not specified

Total Group Individual

S Total Group Individual

Overall Picture
No. Responses Responses Responses
(a) Parity with Civil Services 471 122 349
(b) Comparison with Private Sector 80 16 64
Weightage due to Special and Hazardous
(c) 381 102 279
Nature of Duty
(d) Weightage due to Short Career Span 185 51 134
(e) Weightage due to Restricted Rights 136 45 91

More but quantum not specified (in cases

(f) 58 15 43
where no specific weightage specified)
Higher weightage to PBOR as compared to
(g) 12 4 8
Officers
(h) No comments/Don't know 434 174 260
Grand Total 1757 529 1228

Overall Picture for Q.No. 14.1

500
Num ber of Responses

450

400

350

300

250

200

150

100

50

0
(c) Weightage due to (f) More but quantum (g) Higher weightage to
(a) Parity with Civil (b) Comparison with (d) Weightage due to (e) Weightage due to (h) No comments/Don't
Special and Hazardous not specified (in cases PBOR as compared to
Services Private Sector Short Career Span Restricted Rights know
Nature of Duty where no specific Officers
Total 471 80 381 185 136 58 12 434
Group 122 16 102 51 45 15 4 174
Individual 349 64 279 134 91 43 8 260

316
Question 14.2 (Multiple Options): How should the pay of a soldier, sailor and airman be determined?
How should it relate to the minimum wage in Government and the pay of a constable in paramilitary
or internal security forces?
Total Group Individual
S Options
Responses Responses Responses
No.
Pay of Soldier/ Sailor/ Airman 974 301 673
Minimum wages should be same as minimum
1 3 0 3
wage in government
Minimum wages should be more than
2 18 1 17
minimum wage in government
Should be the same as constable/paramilitary
3 52 13 39
forces
Should be the more than as
4 88 14 74
constable/paramilitary forces
5 Should be same as civil employees 115 43 72
6 Should be more than civil employees 214 50 164
7 Should not be linked to civil employees 15 4 11
8 No comments/Don't know 469 176 293

Pay of Soldier/ Sailor/ Airman

500

450

400

350
N u m b er o f R esp o n ses

300

250

200

150

100

50

0
Minimum w ages should Minimum w ages should Should be the same as Should be the more than
Should be same as of Should be more than that Should not be linked to No comments/Don't
be same as minimum be more than minimum of constable/paramilitary that of
civil employees of civil employees civil employees know
w age in government w age in government forces constable/paramilitary

Total 3 18 52 88 115 214 15 469

Group 0 1 13 14 43 50 4 176
Individual 3 17 39 74 72 164 11 293

317
Question 15 (Multiple Options) :Should all vestiges of feudalism in the country like huge residential
bungalows sprawling over several acres, large number of servant quarters, retinues of personal staff,
bungalow peons, use of uniformed personnel as batmen or on unnecessary security or ceremonial
duties etc. be abolished? Please make concrete suggestions.

Options Total Group Individual

S Responses Responses Responses
No. (a) Provision of huge residential
1099 312 787
bungalows
1 Should be abolished 968 278 690

2 Should not be abolished 103 26 77

3 No comments/don't know 28 8 20

Provision of huge residential bungalows

1200

1000

800
Total
600
Group

400 Individual

200

0
Should be abolished Should not be abolished No comments/Don't know

Options Total Group Individual

S Responses Responses Responses
No.
(b) Retinues of personal staff 1102 312 790
1 Should be abolished 956 280 676
2 Should not be abolished 92 22 70
3 No comments/don't know 54 10 44

Retinues of personal staff

1200

1000

800
Total
600
Group
400 Individual

200

0
Should be abolished Should not be abolished No comments/Don't know

318
 Total Group Individual
S Options
Responses Responses Responses
No.
(c) Bungalows peons 1105 312 793
1 Should be abolished 962 280 682
2 Should not be abolished 91 21 70
3 No comments/Don't know 52 11 41

Bungalows peons
1200

1000

800
Total
600
Group
400 Individual

200

0
Should be abolished Should not be abolished No comments/Don't know

Total Group Individual

Options
Responses Responses Responses
S
No. (d) Use of uniformed personnel as
Batmen 1117 317 800
/Security/Ceremonial duties
1 Should be abolished 926 271 655
2 Should not be abolished 128 32 96
3 No comments/Don't know 63 14 49

Use of uniformed personnel as

Batmen/Security/Ceremonial duties
1200

1000

800

Total
600
Group

400 Individual

200

0
Should be abolished Should not be abolished No comments/Don't know

319
 S Total Group Individual
Overall Picture
No. Responses Responses Responses
Provision of huge residential
(a) 1099 312 787
bungalows
(b) Retinues of personal staff 1102 312 790
(c) Bungalows peons 1105 312 793
Use of uniformed personnel as
(d) 1117 317 800
Batmen/Security/Ceremonial duties
(e) No comments/Don't know 118 43 75
Grand Total 4541 1296 3245

Overall Picture for Q.No. 15

1200

1000
Nu m b er of Respo nses

800

600

400

200

0
(d) Use of uniformed personnel
(a) Provision of huge residential
(b) Retinues of personal staff (c) Bungalow s peons as Batmen/Security/Ceremonial (e) No comments/Don't know
bungalow s
duties

Total 1099 1102 1105 1117 118

Group 312 312 312 317 43
Individual 787 790 793 800 75

320
Question 16.2 (Multiple Options): Please outline specific proposals, which could result in: (i)
Reduction and redeployment of staff, (ii) Reduction of paper work, (iii) Better work environment, (iv)
Economy in expenditure, (v) Professionalisation of services, (vi) Reduction in litigation on service
matters, (vii) Better delivery of service by government agencies to their users.
S Total Group Individual
Options
No. Responses Responses Responses
(a) Reduction and redeployment of staff needed 789 230 559
(b) Reduction of paper work 835 239 596
(c) Better work environment 789 238 551
(d) Economy in expenditure 758 224 534
(e) Professionalisation 673 215 458
(f) Reduction litigation 744 255 489
(g) Better delivery 620 207 413
(h) Not within terms of reference of Commission 18 0 18
(i) No comments / don't know 126 42 84
Total Responses for all these options 5352 1650 3702

Responses received against Question Number 16.2

to ta l 1 1 7 7 r e s p o n d e n ts

1000

800

600
T o ta l N u m b e r o f R e s p o n s e s R e c e i v e d a g a i n s t

400

200

0
(a) Reduction and (h) Not within terms
(b) Reduction of (c) Better work (d) Economy in (e) (f) Reduction (i) No comments /
redeployment of staff (g) Better delivery of reference of
paper work environment expenditure Professionalisation litigation don't know
needed Commission
Total 789 835 789 758 673 744 620 18 126
Group 230 239 238 224 215 255 207 0 42
Individual 559 596 551 534 458 489 413 18 84

321
Question No. 17.1 (Multiple Options): Do you think the concepts of contractual appointment, part-time
work, flexible job description, flexi time etc. need to be introduced in Government to change the
environment, provide more jobs and impart flexibility to the working conditions of employees?

Total Group Individual

S Options
Responses Responses Responses
No.
(a) Contractual appointment 1093 309 784
1 To be introduced 628 133 495
2 Not to be introduced 465 176 289

Contractual appointment
700

600

500

400 Total

300 Group
Individual
200

100

0
To be introduced Not to be introduced

Total Group Individual

S Options
Responses Responses Responses
No.
(b) Part-time work 947 264 683
1 To be introduced 546 107 439
2 Not to be introduced 401 157 244

Part-time work
600

500

400
Total
300
Group
200 Individual

100

0
To be introduced Not to be introduced

322
 Total Group Individual
S Options
Responses Responses Responses
No.
(c) Flexible job description 859 247 612
1 To be introduced 523 110 413
2 Not to be introduced 336 137 199

Flexible job description

600

500

400
Total
300
Group
200 Individual
100

0
To be introduced Not to be introduced

Total Group Individual

S Options
Responses Responses Responses
No.
(d) Flexi time 934 259 675

1 To be introduced 584 125 459

2 Not to be introduced 350 134 216

Flexi time
600

500

400

Total
300
Group
200 Individual

100

0
To be introduced Not to be introduced

S Total Group Individual

Overall Picture
No. Responses Responses Responses
(a) Contractual appointment 1093 309 784
(b) Part-time work 947 264 683
(c) Flexible job description 859 247 612
(d) Flexi time 934 259 675
(e) No comments/Don't know 79 28 51
Grand Total 3912 1107 2805

323
 Overall Picture for Q.No. 17.1
1200

1000
Nu m b er o f R esp o n ses

800

600

400

200

0
(e) No
(a) Contractual (c) Flexible job
(b) Part-time work (d) Flexi time comments/Don't
appointment description
know
Total 1093 947 859 934 79
Group 309 264 247 259 28
Individual 784 683 612 675 51

Question No. 17.2 (Single Option): For improving punctuality/introducing new concepts like flexi-time,
should biometric entry/exit be introduced?

S Total Responses
Options Total Responses for 17.2
No. Figures %
6%
Biometric
1 entry/ exit to 985 80.87 13%
be introduced
Biometric entry/ exit to
Biometric be introduced
entry/ exit is
2 159 13.05 Biometric entry/ exit is
not the not the solution
solution No comments/ Don't
No know

3 comments/ 74 6.08
Don't know 81%
Total 1218 100.00

324
 S Group Responses
Options Group Responses for 17.2
No. Figures %
7%
Biometric
1 entry/ exit to 268 78.36
14%
be introduced
Biometric entry/ exit to
Biometric be introduced
entry/ exit is
2 49 14.33 Biometric entry/ exit is
not the not the solution
solution
No comments/ Don't
No know
3 comments/ 25 7.31
Don't know 79%
Total 342 100.00

Individual
S Responses
Individual Responses for 17.2
Options
No.
Figures %
6%
Biometric entry/ 13%
1 exit to be 717 81.85 Biometric entry/ exit to
be introduced
introduced
Biometric entry/ exit is
Biometric entry/ not the solution
2 exit is not the 110 12.56 No comments/ Don't
solution know
No comments/
3 49 5.59 81%
Don't know
Total 876 100

Question 17.3 (Multiple Options): What steps should be taken to ensure that scientists, doctors,
engineers and other professionals with sophisticated education and skills are retained in their
specialized fields in Government? Should they be appointed on contract with a higher status and
initial pay, advance increments, better service conditions, etc.?

S Total Responses
Options
No. Figures %
1 Better compensation package to be given 370 27.65
Better service conditions with infrastructure and autonomy besides
2 184 13.75
pay angle important

3 Fundamental duty to serve nation / compulsory service 30 2.24

Contractual appointment with higher status and initial pay etc.

4 419 31.32
favoured

5 Contractual appointments with higher status not favoured 121 9.04

6 No comments/Don't know 214 15.99

Total 1338 100.00

325
 Total Responses for Q. No. 17.3
(a) Better compensation
package to be given

16% (b) Better service

conditions with
28% infrastructure and
autonomy besides pay
angle important
(c) Fundamental duty to
9% serve nation / compulsory
service

(d) Contractual
appointment with higher
status and initial pay etc.
favoured
14%
(e) Contractual
appointments with higher
31% status not favoured
2%

(f) No comments/Don't
know

S Group Responses
Options
No. Figures %
1 Better compensation package to be given 104 27.23
Better service conditions with infrastructure and autonomy besides
2 61 15.97
pay angle important

3 Fundamental duty to serve nation / compulsory service 7 1.83

Contractual appointment with higher status and initial pay etc.

4 83 21.73
favoured

5 Contractual appointments with higher status not favoured 43 11.26

6 No comments/Don't know 84 21.99

Total 382 100.00

Group Responses for Q. No. 17.3

(a) Better compensation
package to be given

(b) Better service conditions

22% with infrastructure and
27% autonomy besides pay
angle important
(c) Fundamental duty to
serve nation / compulsory
service

(d) Contractual appointment

11%
with higher status and initial
pay etc. favoured

16% (e) Contractual

appointments with higher
status not favoured
22% 2%

(f) No comments/Don't
know

326
 Individual Responses
S
Options
No.
Figures %
1 Better compensation package to be given 266 27.82

Better service conditions with infrastructure and autonomy besides pay

2 123 12.87
angle important

3 Fundamental duty to serve nation / compulsory service 23 2.41

4 Contractual appointment with higher status and initial pay etc. favoured 336 35.15

5 Contractual appointments with higher status not favoured 78 8.16

6 No comments/Don't know 130 13.60

Total 956 100.00

Individual Responses for Q. No. 17.3

(a) Better compensation
package to be given

14% (b) Better service conditions

with infrastructure and
28% autonomy besides pay
angle important
8% (c) Fundamental duty to
serve nation / compulsory
service

(d) Contractual appointment

with higher status and initial
pay etc. favoured

13% (e) Contractual

appointments with higher
35% status not favoured
2%

(f) No comments/Don't
know

Question No. 17.4 (Single Option): Should there be lateral movement from Government to non-
Government jobs and vice versa? If so, in which sphere(s) and to what extent?

S Total Responses
Options
No. Figures %
There should be lateral movement from government to non-government
1 and vice-versa (Those in favour of lateral movement with or without 740 61.87
conditions)
There should not be lateral movement from government to non-
2 353 29.52
government and vice-versa
3 No comments/Don't know 103 8.61
Total 1196 100.00

327
 Total Responses for Q. No. 17.4
There should be lateral
movement from
government to non-
government and vice-
9% versa (Those in favour
of lateral movement
with or without
conditions)
There should not be
lateral movement from
30%
government to non-
government and vice-
61% versa

No comments/Don't
know

S Group Responses
Options
No. Figures %
There should be lateral movement from government to non-government and
1 vice-versa (Those in favour of lateral movement with or without conditions 189 54.78

There should not be lateral movement from government to non-government

2 120 34.78
and vice-versa
3 No comments/Don't know 36 10.43
Total 345 100.00

Group Responses for Q. No. 17.4 Individual Responses for Q. No.

There should be lateral
movement from
government to non-
government and vice-
10% versa (Those in favour
of lateral movement
with or without
conditions)
There should not be
lateral movement from
government to non-
government and vice-
35% 55% versa
17.4 There should be lateral
movement from
government to non-
8%
government and vice-
versa (Those in favour
of lateral movement
with or without
conditions)
27% There should not be
lateral movement from
government to non-
government and vice-
versa
65%

No comments/Don't
No comments/Don't
know
know

328
 S Individual Responses
Options
No. Figures %
There should be lateral movement from government to non-
1 government and vice-versa (Those in favour of lateral movement 551 64.75
with or without conditions)
There should not be lateral movement from government to non-
2 233 27.38
government and vice-versa
3 No comments/Don't know 67 7.87

851 100.00
Total

Question 17.5 (Single Option): It has been suggested that existing Government employees should be
encouraged to shift to employment on contract for specified periods in return for a substantially
higher remuneration package. Would you agree?

S Total Responses
Options Total Responses for Q. No. 17.5
No. Figures %
Agree to contractual
Agree to contractual
employment with 7%
1 630 employment with
higher remuneration higher remuneration
package
package 52.76
Do not agree to Do not agree to
contractual
contractual employment with
52%
2 employment with 485 41% higher remuneration
package
higher remuneration No comments/Don't
package 40.62 know

No comments/Don't
3 79
know 6.62
Total 1194 100.00

Group
S Responses Group Responses for Q. No.
Options
No. 17.5
Figures %
Agree to contractual 8%
Agree to contractual
employment with
employment with higher remuneration
1 151 package
higher remuneration
package 43.90 Do not agree to
44%
Do not agree to contractual
employment with
contractual employment higher remuneration
2 167 package
with higher 48%
No comments/Don't
remuneration package 48.55 know
No comments/Don't
3 26
know 7.56
Total 344 100

329
 Individual
S Responses
Individual Responses for Q. No.
Options
No. 17.5
Figures % 6% Agree to contractual
employment with
Agree to contractual 479 56.35 higher remuneration
package
1 employment with
higher remuneration Do not agree to
package 37%
contractual
employment with
Do not agree to 318 37.41 57%
higher remuneration
package
2 contractual employment
No comments/Don't
with higher know
remuneration package
No comments/Don't 53 6.24
3
know
Total 850 100

Question 18.1 (Single Option): In what way should present system or performance appraisal be
changed? Should ACR be an open document?

S Total Responses Total Responses for Q. No. 18.1

Options
No.
Figures % 11%

ACRs should be 914 72.89

1 an open ACRs should be an
16%
document open document
ACRs should not be
ACRs should not 204 16.27 an open document
2 be an open No comments Don't
document know

No comments 73%
3 136
/Don’t know 10.85

Total 1254 100.00

S Group Responses Group Responses for Q. No.

Options
No.
Figures % 18.1
8%
ACRs should be 76.82
1 275
an open
15%
document ACRs should be an
open document
ACRs should not 14.80
2 53 ACRs should not be
be an open an open document
document No comments Don't
No comments/ 30 8.38 know
3
Don’t know 77%

Total 358 100.00

330
 Individual
S Responses Individual Responses for Q. No.
Options
No. 18.1
Figures % 12%
ACRs should be an
639
1 open document 71.32
ACRs should be an
17% open document
ACRs should not be ACRs should not be
2 an open document 151 16.85 an open document
No comments Don't
know
No comments/ Don’t 106 11.83
3 71%
know
Total 896 100

Question 18.2 (Single Option): How far has the introduction of self-assessment helped in the process
of appraisal?

S Total Responses Total Responses for Q. No. 18.2

Options
No.
Figures % 10%
Introduction of Self Introduction of Self
Assessment has
Assessment has helped in process of
1 634 57.53 appraisal
helped in process of
Introduction of Self
appraisal Assessment has not
Introduction of Self 33% helped in process of
appraisal
57%
Assessment has not
2 359 32.58 No comments Don't
helped in process of know

appraisal
No comments/
3 109 9.89
Don’t know
Total 1102 100.00

S Group Responses
Options
No. Figures % Group Responses for Q. No.
Introduction of Self 18.2
Assessment has
1 205 62.88 8%
helped in process of Introduction of Self
Assessment has
appraisal helped in process of
appraisal
Introduction of Self Introduction of Self
Assessment has not 29% Assessment has not
2 94 28.83 helped in process of
helped in process of appraisal
appraisal 63%
No comments Don't
know
No comments/ Don’t
3 27 8.28
know
Total 326 100.00

331
 Individual
S Individual Responses for Q. No.
Options Responses
No.
Figures % 18.2
Introduction of Self 11%
Introduction of Self
1 Assessment has Assessment has
429 55.28 helped in process of
helped in process of appraisal
appraisal Introduction of Self
2 Introduction of Self Assessment has not
helped in process of
Assessment has not 34% 55% appraisal
265 34.15
helped in process of No comments Don't
know
appraisal
3 No comments/
82 10.57
Don’t know
Total 776 100

Question 18.3 (Single Option): Should appraisal be done for an entire team instead or for individuals?

S Total Responses
Options Total Responses for Q. No. 18.3
No.
Figures %
Appraisal should be 6% Appraisal should be
1 469 39.21
done for individuals done for individuals

Appraisal should be
2 328 27.42 Appraisal should be
done for entire team 27% 40% done for entire team

Appraisal should be
done both for entire
3 327
team and
Appraisal should be
27.34 done both for entire
team and individuals

individuals No comments /
Don't know
No comments/
4 72 6.02 27%
Don’t know
Total 1196 100.00

S Group Responses
Options Group Responses for Q. No.
No. Figures %
Appraisal should be
18.3
1 121 35.48
done for individuals Appraisal should be
6%
Appraisal should be done for individuals
2 95 27.86
done for entire team
Appraisal should be
Appraisal should be 36%
done for entire team
30%
3 done both for entire 104 30.50
team and individuals Appraisal should be
done both for entire
No comments/ team and individuals
4 21 6.16
Don’t know No comments /
Don't know
Total 341 100.00 28%

332
 Individual
S Individual Responses for Q. No.
Options Responses
No.
Figures % 18.3
Appraisal
1 6%
Appraisal should be
should be done 342 40.28 done for individuals
for individuals
Appraisal 26% 41%
Appraisal should be
2 done for entire team
should be done 233 27.44
for entire team Appraisal should be
Appraisal done both for entire
team and individuals
3 should be done
223 26.27 No comments /
for entire team Don't know
and individuals 27%

4 No comments /
51 6.01
Don’t know
Total 849 100

Question No. 18.4 (Multiple Options): In what manner can Government employees be made personally
accountable for their acts of omission or commission, without any special safeguards? Would you
recommend any amendments to Article 311 of the Constitution, Section 197 of the Code of Criminal
Procedure, Section 17 and 19 of the Prevention of Corruption Act, 1988 and various rules relating to
conduct of Government servants and disciplinary proceedings?
Total Group Individual
S Options
Responses Responses Responses
No.
(a) Article 311 of Constitution 545 206 339

1 Amendment favoured 183 44 139

Amendment not favoured/ Safeguards to be

2 362 162 200
strengthened further

Article 311 of Constitution

400

350

300

250
Total
200
Group
150 Individual
100

50

0
Amendment favoured Amendment not favoured

Total Group Individual

Options
S Responses Responses Responses
No.
(b) Section 197 CRPC 432 149 283

1 Amendment favoured 169 39 130

2 Amendment not favoured 263 110 153

333
 Section 197 CRPC
300

250

200
Total
150
Group
100 Individual

50

0
Amendment favoured Amendment not favoured

Total Group Individual

Options
Responses Responses Responses
S
No.
(c) Section 17 and 19 of Prevention of
435 150 285
Corruption Act, 1988

1 Provision Adequate 9 3 6
2 Amendment favoured 167 38 129
3 Amendment not favoured 259 109 150

Section 17 and 19 of Prevention of Corruption Act, 1988

300

250

200
Total
150
Group
100 Individual

50

0
Provision Adequate Amendment favoured Amendment not favoured

Total Group Individual

Options
Responses Responses Responses
(d) Better implementation required 495 155 340
(e) No comments/Don't know 182 49 133

Resonses for Q.No. 18.4 (d & e)

600
500
400 Total

300 Group

200 Individual
100
0
(d) Better implementation required (e) No comments/Don't know

334
Question 19.1 (Multiple Options): Kindly comment on the appropriateness of adopting a five-day week
in Government offices when other sectors follow a six day week. Please also state whether the
number of Gazetted holidays in Government offices should be reduced? Please also comment on the
appropriateness of declaring Gazetted holidays for all major religious festivals.

Total Group Individual

Options
S Responses Responses Responses
No. (a) Five day week be adopted in
1083 293 790
government offices
1 Is appropriate 706 221 485
2 Not appropriate 256 50 206
3 No comments/Don't know 121 22 99

Five day weeks adopted in government offices

800

700

600

500
Total
400
Group
300 Individual
200

100

0
Is appropriate Not appropriate No comments/Don't know

Total Group Individual

Options
S Responses Responses Responses
No.
(b) Number of gazetted holidays 1487 278 1209

1 Should be reduced 561 126 435

2 Should not be reduced 735 102 633
3 No comments/Don't know 191 50 141

Number of gazetted holidays

800

700

600
500
Total
400
Group
300 Individual
200
100

0
Should be reduced Should not be reduced No comments/Don't know

335
 Total Group Individual
Options
Responses Responses Responses
S
No.
(c) Declaration of gazetted holidays on all
754 619 135
major religious festivals
1 Appropriate 200 194 6
2 Not Appropriate 554 425 129

Declaration of gazetted holidays on all major religious

festiv als
600

500

400
Total
300
Group
200 Individual

100

0
Appropriate Not Appropriate

S Total Group Individual

Overall Picture
No Responses Responses Responses
Five day weeks adopted in government
(a) 1083 293 790
offices
(b) Number of gazetted holidays 1487 278 1209

Declaration of gazetted holidays on all

(c) 754 619 135
major religious festivals
(d) No comments/Don't know 754 619 135
Grand Total 4078 1809 2269

Overall Picture for Q.No. 19.1

1600

1400
Number of Responses

1200

1000

800

600

400

200

0
(a) Five day weeks (c) Declaration of
(b) Number of gazetted (d) No comments/Don't
adopted in government gazetted holidays on all
holidays know
offices major religious festivals
Total 1083 1487 754 754
Group 293 278 619 619
Individual 790 1209 135 135

336
Question No. 19.2 (Multiple Options): What do you think is the state of work ethics and punctuality in
Government offices? Kindly suggest ways of improving these.

S Total Group Individual

Options
No. Responses Responses Responses
(a) Work ethics in government offices 1169 326 843

1 Good 52 21 31

2 Bad 245 41 204

3 Needs improvement 546 157 389

4 No comments/Don't know 326 107 219

Work ethics in gov ernment offices

600

500

400

300 Total
Group
200
Individual

100

0
Good Bad Needs improvement No comments/Don't
know

Total Group Individual

Options
S Responses Responses Responses
No.
(b) Punctuality in government offices 1163 326 837

1 Good 53 21 32
2 Bad 227 39 188
3 Needs improvement 665 189 476
4 No comments/Don't know 218 77 141

Punctuality in government offices

700

600

500

400
Total
300 Group
200 Individual

100

0
Good Bad Needs improvement No comments/Don't
know

337
S Total Group Individual
Overall Picture
No. Responses Responses Responses
(a) Work ethics in government offices 1169 326 843
(b) Punctuality in government offices 1163 326 837
Grand Total 2332 652 1680

Overall Picture for Q.No. 19.2

1400

1200
Number of Responses

1000

800

600

400

200

0
(a) Work ethics in government offices (b) Punctuality in government offices
Total 1169 1163
Group 326 326
Individual 843 837

338