Memorandum of 8th CPC Submitted to Chairman of 8th CPC

Overall Summary

The submitted documents represent the formal demands of postal employees (from various unions, including the NFPE, AIPEU, and RMS/MMS unions) to the 8th Central Pay Commission. The core argument is that the Department of Posts has undergone a massive transformation from a traditional mail service into a multi-functional, technology-driven public service institution involved in banking, insurance, logistics, and digital governance. However, the pay structure, allowances, career progression, and cadre management have failed to keep pace, leading to severe disparities, employee stagnation, and low morale.

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1. Key Concerns Raised

• Transformation of Work: Employees now handle complex, multi-functional duties (banking, IT, logistics, insurance) that go far beyond traditional clerical/manual work, but their pay scales remain outdated.
• Inadequate Pay Structure: The existing 7th CPC pay matrix does not reflect the increased workload, financial accountability, technological responsibilities, and operational risks.
• Staff Shortages: Large-scale vacancies and a decline in departmental staff have led to excessive workloads, extended working hours, and stress.
• Stagnation: Employees, especially in Group 'B' and 'C' cadres, face prolonged stagnation due to limited promotional avenues, delayed DPCs, and an inadequate MACP scheme.
• Pay Disparities: Discrimination persists between direct recruits and promotees, Secretariat and field office staff, and across different departments, violating the principle of "Equal Pay for Equal Work."
• Inadequate Allowances: Many allowances (e.g., Overtime, Risk, Washing, Split Duty) were discontinued or not revised after the 7th CPC, failing to compensate for rising costs and operational hardships.
• Abolition of Old Pension Scheme (OPS): The shift to NPS/UPS has created uncertainty and financial insecurity for employees and pensioners, leading to a demand for its reversal.

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2. Major Demands for the 8th Central Pay Commission

A. Pay and Pay Matrix

• Minimum Pay: Adopt a minimum basic pay of ₹69,000 for the lowest level (Level 1), based on a 5-member family unit norm and a fitment factor of 3.833.
• Upgradation of Key Cadres:
  • Postal/Sorting Assistants: Upgrade from Level 4 to Level 6 (Executive-level recognition).
  • Supervisory Cadres (LSG, HSG-II, HSG-I): Restore a clear pay hierarchy (e.g., LSG to Level 8, HSG-I to Level 10).
  • Postman: Upgrade from Level 3 to Level 4.
  • MTS: Create a bifurcated structure: Non-Technical Category (Level 1) and Technical Category (Level 2/3).
  • Drivers & Artisans: Upgrade to higher pay levels (e.g., Level 4) for skilled logistics work.
• Annual Increment: Increase to 6% of Basic Pay.

B. Allowances

• Dearness Allowance (DA): Link to a separate consumption basket for government employees, calculate based on a 6-month average, and merge with basic pay when it crosses 25%.
• Risk & Hardship: Restore and enhance allowances (e.g., Care Taking Allowance for Postmasters, Risk Allowance for operational staff).
• House Rent Allowance (HRA): Revise rates (40% for X cities, 35% for Y, 30% for Z) and extend to pensioners.
• Mobile/Digitization Allowance: Introduce allowances for the official use of personal mobile devices and internet data.
• Uniform Allowance: Enhance and pay in cash directly to employees.
• Overtime & Split Duty: Restore and revise these allowances to reflect actual workload.

C. Career Progression and Cadre Management

• Assured Career Progression: Demand five time-bound promotions/financial upgradations during a 30-year service career (at 6, 12, 18, 24, and 30 years).
• MACP Reform: Ensure MACP upgradations are in the Promotional Hierarchy (not just Grade Pay) and that merit-based promotions (LDCE) are not counted against MACP benefits.
• Creation of Specialized Cadres: Form separate, organized cadres for PO & RMS Accountants, Marketing Executives, and System Administrators with their own recruitment rules and promotional hierarchies.
• Mandatory Cadre Review: Conduct statutory cadre reviews every five years for all Group 'B' and 'C' categories.
• Filling Vacancies: Demand immediate filling of all vacant posts and discontinuation of outsourcing for permanent government functions.
• Removal of Disparities: End discrimination between Secretariat and field office employees and ensure "Equal Pay for Equal Work."

D. Facilities and Welfare

• Leave: Enhance Casual Leave, remove the 300-day cap on Earned Leave, increase Maternity/Paternity/Child Care Leave, and introduce progressive measures like Menstrual Leave and Parent Care Leave.
• Medical Facilities: Demand a universal cashless medical treatment system, expansion of CGHS to all district headquarters, and exemption from CGHS contributions for employees and pensioners.
• Leave Travel Concession (LTC): Increase frequency, permit air travel for all employees, and introduce LTC for select foreign destinations.
• Compassionate Appointment: Remove the 5% ceiling on vacancies and ensure appointments are made within 3 months of an employee's death.

E. Retirement Benefits and Pension Reforms

• Restoration of OPS: Demand the scrapping of NPS and UPS and the restoration of the Defined Benefit (Old) Pension Scheme.
• Reform Gratuity: Increase the gratuity ceiling from ₹25 lakh to ₹75 lakh and calculate it on 25 working days per month (instead of 30).
• Extension of OROP: Extend the "One Rank One Pension" principle to all civilian pensioners.
• Pension Revision: Enhance full pension to 67% of last pay drawn and family pension to 50%.
• Commutation of Pension: Restore commuted pension after 11 years instead of the current 15 years.

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3. Specific Issues Raised by Different Unions

NFPE / Combined Memorandum

• Focuses on broad, systemic issues and the overarching need for a comprehensive revision of pay, allowances, and career progression for all cadres (Postal, RMS, MMS, Administrative).
• Highlights the transformation of India Post into a multi-functional institution and the need to recognize the "Executive" nature of the workforce.

Postmen & MTS Union

• Specifically demands the upgradation of the Postman and MTS cadres, whose qualifications and duties have increased significantly.
• Strongly advocates for a structured hierarchy within these cadres (e.g., Senior Postman, Head Postman) to provide promotional avenues.

RMS & MMS Union

• Focuses on the unique hardships of operational staff, including night duty, shift work, and transportation risks.
• Specifically demands the restoration of discontinued allowances like Washing Allowance, Overtime Allowance (OTA), and Outstation Allowance for drivers and artisans.

Postal Administrative Offices Union

• Argues that employees in Circle and Regional Offices perform work of the same complexity and standard as Central Secretariat staff and should be granted parity in pay and status.
• Highlights the injustice of subordinates (Postal Accounts staff) receiving higher pay than their superiors in the administrative hierarchy.

Casual and Contract Workers Union

• Documents the exploitation and lack of job security for casual/contract workers who perform regular duties.
• Demands implementation of "Equal Pay for Equal Work," weekly offs, national holidays with pay, regularisation, and the creation of statutory service rules for these workers.

MEMORANDUM OF 8TH CPC SUBMITTED TO CHAIRMAN OF 8TH CPC

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