Apr 26, 2014

7th Pay Commission Questionnaire – Ratio of Minimum & Maximum Salary, Grade Pay Suggestion, Increment Date, Determination of HRA and Pension

9-1 WA, NEW DELHI-110001

Meena Agarwal

D.O No. 7CPC/15/Questionnaire

9th April, 2014

Dear ………..,

As you may be aware the Seventh Central Pay Commissions has been constituted by the Government on 28 February 2014 with a view to go into various issues of emoluments’ structure, retirement benefits and other service conditions of Central Government employees and to make recommendations on the changes required. The terms of reference of the Seventh Central Pay Commission are available on the http://7cpc.india.gov.in .

2. A Questionnaire seeking the considered views of all stakeholders is enclosed. The response of your Ministry to this Questionnaire is sought. I shall be grateful if the replies are furnished to the Commission on or before 10th May, 2014, so as to enable the Commission to take them into account as part of its examination of the issues that it is mandated to address. The reply may be sent to Post Box No. 4599, Hauz Khas P.O, New Delhi 110 016, and in the case of email to secy-7cpc@nic.in.

Encl:- As above.

With Regards,

Yours sincerely,
(Meena Agarwal)

To all Secretaries to Govt of India

7th CPC Questionnaire

1. Salaries

1.1 The considerations on which the minimum salary in case of the lowest Group ‘C’ functionary and the maximum salary in case of a Secretary level officer may be determined and what should be the reasonable ratio between the two.

1.2 What should be the considerations for determining salary for various levels of functions falling between the highest level and the lowest level functionaries?

2. Comparisons

2.1 Should there be any comparison/parity between pay scales and perquisites between Government and the private sector? If so, why? If not, why not?

2.2 Should there at all be any comparison/parity between pay scales and perquisites between Government and the public sector? If so, why? If not, why not?

2.3 The concept of variable pay has been introduced in Central Public Sector Enterprises by the Second Pay Revision Committee. In the case of the Government is there merit in introducing a variable component of pay? Can such variable pay be linked to performance?

3. Attracting Talent

3.1 Does the present compensation package attract suitable talent in the All India Services & Group A Services? What are your observations and suggestions in this regard?

3.2 To what extent should government compensation be structured to attract special talent?

4. Pay Scales

4.1 The 6th Central Pay Commission introduced the system of Pay Bands and Grade Pay as against the system of specific pay scales attached to various posts. What has been the impact of running pay bands post implementation of 6th CPC recommendations?

4.2 Is there any need to bring about any change?

4.3 Did the pay bands recommended by the Sixth CPC help in arresting exodus and attract talent towards the Government?

4.4 Successive Pay Commissions have reduced the number of pay scales by merging one or two pay scales together. Is there a case for the number of pay scales/ pay band to be rationalized and if so in what manner?

4.5 Is the “grade pay” concept working? If not, what are your alternative suggestions?

5. Increment

5.1 Whether the present system of annual increment on 1 st July of every year uniformly in case of all employees has served its purpose or not? Whether any changes are required?

5.2 What should be the reasonable quantum of annual increment?

5.3 Whether there should be a provision of variable increments at a rate higher than the normal annual increment in case of high achievers? If so, what should be transparent and objective parameters to assess high achievement, which could be uniformly applied across Central Government?

5.4 Under the MACP scheme three financial up-gradations are allowed on completion of 10, 20, 30 years of regular service, counted from the direct entry grade. What are the strengths and weaknesses of the scheme? Is there a perception that a scheme of this nature, in some Departments, actually incentivizes people who do not wish to take the more arduous route of qualifying departmental examinations/ or those obtaining professional degrees?

6. Performance

What kind of incentives would you suggest to recognize and reward good performance?

7. Impact on other organizations

Salary structures in the Central and State Governments are 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. To what extent should their paying capacity be considered in devising a reasonable remuneration package for Central Govt. employees?

8. Defence Forces

8.1 What should be the considerations for fixing salary in case of Defence personnel and in what manner does the parity with civil services need to be evolved, keeping in view their respective job profiles?

8.2 In what manner should the concessions and facilities, both in cash and kind, be taken into account for determining salary structure in case of Defence Forces personnel.

8.3 As per the November 2008 orders of the Ministry of Defence, there are a total of 45 types of allowances for Personnel Below Officer Rank and 39 types of allowances for Officers. Does a case exist for rationalization/ streamlining of the current variety of allowances?

8.4 What are the options available for addressing the increasing expenditure on defence pensions?

8.5 As a measure of special recognition, is there a case to review the present benefits provided to war widows?

8.6 As a measure of special recognition, is there a case to review the present benefits provided to disabled soldiers, commensurate to the nature of their disability?

9. Allowances

9.1 Whether the existing allowances need to be retained or rationalized in such a manner as to ensure that salary structure takes care not only of the job profile but the situational factors as well, so that the number of allowances could be at a realistic level?

9.2 What should be the principles to determine payment of House Rent Allowance?

10. Pension

10.1 The retirement benefits of all Central Government employees appointed on or after 1.1.2004 a re covered by the New Pension Scheme (NPS). What has been the experience of the NPS in the last decade?

10.2 As far as pre-1.1.2004 appointees are concerned, what should be the principles that govern the structure of pension and other retirement benefits?

11. Strengthening the public governance system

11.1 The 6th CPC recommended upgrading the skills of the Group D employees and placing them in Group C over a period of time. What has been the experience in this regard?

11.2 In what way can Central Government organizations functioning be improved to make them more efficient, accountable and responsible? Please give specific suggestions with respect to:

a) Rationalisation of staff strength and more productive deployment of available staff;

b) Rationalisation of processes and reduction of paper work; and c) Economy in expenditure.

12. Training/ building competence

12.1 How would you interpret the concept of “competency based framework”?

12.2 One of the terms of reference suggests that the Commission recommend appropriate training and capacity building through a competency based framework.

a) Is the present level of training at various stages of a person’s career considered adequate? Are there gaps that need to be filled, and if so, where?
b) Should it be made compulsory that each civil service officer should in his career span acquire a professional qualification? If so, can the nature of the study, time intervals and the Institution(s) whose qualification are acceptable, all be stipulated?
c) What other indicators can best measure training and capacity building for personnel in your organization? Please suggest ways through which capacity building can be further strengthened?

13. Outsourcing

13.1 What has been the experience of outsourcing at various levels of Government and is there a case for streamlining it?

13.2 Is there a clear identification of jobs that can be outsourced?

14. Regulatory Bodies

14.1 Kindly list out the Regulators set up unde r Acts of Parliament, related to your Ministry/ Department. The total number of personnel on rolls (Chairperson and members + support personnel) may be indicated.

14.2 Regulators that may not qualify in terms of being set up under Acts of Parliament but perform regulatory functions may also be listed. The scale of pay for Chairperson /Members and other personnel of such bodies may be indicated.

14.3 Across the Government there are a host of Regulatory bodies set up for various purposes. What are your suggestions regarding emoluments structure for Regulatory bodies?

15. Payment of Bonus

One of the terms of reference of the 7th Pay Commission is to examine the existing schemes of payment of bonus. What are your suggestions and observations in this regard?


Gurgaon Rapid Metro’s Cyber City station opens

गुड़गाँव Gurgaon (GGN): After a delay of over a year, the Cyber City Rapid Metro station located at Shankar Chowk finally opened on Friday for public. Although the formal launch is likely to happen next week, the unofficial opening of the station, the sixth in the 5.1-kilometre network, provides connectivity to hundreds of office-goers in Cyber City and Udyog Vihar area.

According to sources, the mandatory nod from the commissioner of metro rail safety (CMRS) was received a couple of days ago. “We have received the clearance that we had been waiting for and decided to open this strategically located station immediately without any further delay. The official launch will take place next week,” said a source.

Rapid Metro authorities have tied up with several corporate entities to brand their six stations in Phase I and sources attributed the delay in the formal launch of the station to the non-availability of the brand partner, which in this case is a private bank.

For hundreds of employees working in Cyber City, the launch came as a pleasant surprise. “I was not aware that the train would stop at this station. I usually get down at the Phase II station and walk to my office in Gateway Tower. However, on Friday morning when I got into the train I heard that the train would stop at this station. I can now save at least five minutes,” said Pooja Singh, an executive.

There are two foot overbridges that connect this station to Gateway Tower side and Cyber Hub. The first is around 85 metres while the second is 120 metres. Authorities hope that within the first quarter this station will receive the maximum number of footfall. Right now, the Phase II station receives the maximum footfall.

“This station has opened at the best possible time considering the rising temperatures. The walk to my office in Cyber Hub will be more comfortable now,” said Rajeev Kumar, a banker.
Source-Rail News

YatraChef makes every Train Journey a Culinary Exploration

Who doesn’t love a train ride? Staring out of the window, striking up new friendships and munching on savouries as the train chugs along lazily is a pleasure. One hitch, though, is that the hygiene of the food we get inside the train is suspect. Most of us have had our share of tummy troubles after succumbing to the temptation of oily samosas, vegetable pulavs and egg puffs served at the seat. Well, we don’t have to worry about this anymore.

Thanks to YatraChef, an online marketplace for food, train travellers can order their pick of food from their preferred restaurants, fast food chains and catering services across the country, which will be delivered to them en route.

In fact, YatraChef came into being after Arun Rajan – who is now CEO and Cofounder of the startup – suffered a bad bout of food poisoning in the beginning of 2013. He was working as the operations manager with an ecommerce company in Australia and decided to spend the New Year in Goa. After the holiday, he was heading to Mumbai by train, ate everything he could get his hands on, and fell sick. Home was in Kochi, Kerala, and it was a much less enthusiastic Arun that boarded the connecting train. This experience got him thinking aloud with his friend, Rameez Ashraf, on how to solve a problem almost every train traveler faces in India. Rameez seconded it immediately and Arun quit his job to get started on this. They began working on it from February 2013, soft-launched the product by July and started an online pilot run by October. “In retrospect, it does look funny,” Arun laughs while relating the story to us.

Travellers can get on to the YatraChef site, key in their travel details and choose from the array of restaurants available en route. YatraChef has a multi-lingual helpline for placing orders as well.

At designated halts along the way, local restaurants and caterers will deliver the food to passengers in the train. “The very idea of having your favourite meal delivered at your seat during your train journey is the core idea that makes this click,” says Arun. “People have the choice of selecting food they like from a restaurant of their choice at a convenient time, and above all, not have a fear about stale food or diarrhea. As a foodie, I feel India has a great selection of local delicacies at each station, and if people can have that during their journey it’s priceless and YatraChef does just that.”

Intelligent ordering platform

YatraChef follows a proper marketplace model where users are aware about which restaurant they are ordering from, what kind of restaurant it is, and they can cross-check the restaurant online if they want. “We are transparent in every aspect, including the naming and pricing. Another differentiator is our highly intelligent ordering platform, which splits and sorts up the menu according to breakfast, lunch and dinner based on the time the train passes the station. This drastically reduces cancellations as customers can be sure that the food they ordered will be available. Our success rate is more than 97% with that,” Arun says.

Since YatraChef is chiefly in the logistics and operation subdomain, Arun’s technology and logistics background did help to an extent. But as we all know, entrepreneurship is a minefield of challenges and no amount of planning can prepare you perfectly for this.

Initially, they faced three main challenges:
It was tough to get restaurants to come on board and agree on a revenue sharing model. “Since we were new in the field, we had to meet each one of them and convince them to join our service.”
Language barrier was another hurdle in communicating with both the customers and the clients. “We do have a multilingual call centre but finding people in Kerala who can speak a lot of languages is a herculean task in itself. But we are slowly overcoming that.”
Hiring the right people was the next challenge. “Many a time, candidates we selected rejected the offer after they realised we were a startup.” Arun adds that Suchithra, their first team member, helped him and Rameez channel their energies and stay on course.

Bootstrapping to meet 300-400 orders a day

YatraChef bootstrapped with an initial investment Rs 15 lakh from the two founders. Their core service area initially was Kerala, Tamilnadu, Andhra Pradesh and Karnataka. Increasing demand osoon had them expanding to North India. “Now we are getting more than 1500 unique visitors and almost 300 – 400 orders on a peak day. Almost 90% of customers come back and order for their next journey. That is a huge confidence booster for us,” Arun says.

Their core market comprises passengers who book train tickets online – “The number is more than 450,000 per day and considering the fact that Indian Railways is an institution, which transports nearly 8 billion passengers every year, the size of the market is huge. Our serviceable market alone is immensely big for any company to flourish,” he says.

Presently, their main focus is to introduce more food providers on their network of railway stations so that customers would have a wider choice. “We are planning to start marketing our service more aggressively to gain visibility in the market.”

For Arun, YatraChef wasn’t a lifelong dream. “I was never an enterprising guy. This was something which was instinctive, interesting and challenging, and one which did cling on to me.” He believes a service like YatraChef was the need of the hour, and so he started up. Now that the model has been proved, YatraChef is in talks with venture funds to raise funds for the next leg of expansion.

What are your thoughts about a service like this? Tell us in the comments below.

Source-Rail News

DMRC to recruit retired and experienced personnel for various posts

नयी दिल्ली New Delhi: Delhi Metro Railway Corporation has invited applications from retired / experienced, dynamic and motivated persons of Indian nationality, having relevant work experience in six different executive and non-executive posts on re-employment/contract basis for a period of four years.

Organization : Delhi Metro Railway Corporation (DMRC)

Vacancies: 51
General Manager (Civil) : 07 posts
General Manager (Electrical) : 03 posts
General Manager (Signal & Telecom) : 02 posts
Dy.General Manager (Civil): 10 posts
Dy.General Manager (Electrical): 04 posts
Dy. General Manager (Signal & Telecom): 04 posts
Dy. General Manager (Traffic): 01 post
Assistant Manager (Civil): 05 posts
Section Engineer (Civil/Track): 10 posts
Junior Engineer (Civil / Track) : 05 posts


Candidates should have a B.E/B.Tech degree in the respective discipline applied for except for assistant manager, section Manager and junior engineer posts where candidates can have a diploma in (Civil) Engineering.

Candidates should have work experience as Government organisations or PSUs.
Upper Age Limit for all the posts is 61 years and 50 years for Dy. General Manager (Traffic) as on January 1, 2014.

Selection Procedure:

The selection methodology will comprise of two stage processes – Personal Interview followed by medical examination.

The selection process would judge different facets of knowledge, skills, experience, expertise, aptitude and physical fitness. The candidates will be shortlisted for interview, based on their eligibility/ experience in the relevant field, in the ratio of 1:5.

The selected candidate will have to undergo medical fitness examination in DMRC nominated hospital as per the prescribed medical category.

How to Apply:

Eligible and interested candidates may apply as per prescribed application format along with the official advertisement at the career section of the DMRC website. All relevant documents should be attached with the application and the envelope should be properly sealed and super scribed with
Name of the post———–, post code——————

The application should be send at the below mentioned address:

General Manager (HR)
IIIrd Floor, Metro Bhawan
Fire Brigade Lane
Barakhamba Road
New Delhi-110001

Important Dates:
Last date for completed application form to reach office: May 16, 2014. 
List of shortlisted candidates for interview release date: June 06, 2014 (6 pm). 
Interview commencement date: June 10, 2014

Official Website Link: http://delhimetrorail.com/

Source-Rail News





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7th Pay Commission & Employee News Center