DRAFT REPLY TO 7TH CENTRAL PAY COMMISSION QUESTIONNAIRE
Dear All Members of AIACEGEO,
Cengo India posted a draft sample reply to the questionnaire issued by the 7th CPC prepared by one Superintendent in his personal capacity. Cengo India wants you to go through the same and make suggestions to enrich it further through your respective unit secretary. Cengo India has also posted one sample memorandum about one rank one pension. The final version will be prepared basing on feed back to be received from our units. We have to arrive at a consensus taking into account all shades of opinions.
AIACEGEO will be submitting a detailed memorandum later as and when it is called for by the 7th CPC probably within 30.06.14. The said memorandum will be drafted taking into account the views of all Units. Department specific issues are to be covered by said memorandum first and thereafter other issues general in nature may be highlighted. Since there will be very short time available for submission of memorandum, in view of the overall time frame of 18 months all our Units are requested to finalize their approach and prepare the draft memorandum and keep it ready to send it to SG without loss of time.
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.---------------
" The total value of world income is closing in on $70 trillion (£43.9tn) per year, and
there are seven billion people in the world, so the average income is heading towards $10,000
(£6,273)/ per person per year, which is approximately Rs. 55,000.00 per month. The minimum
salary should be fixed at 50% of Rs 55,000.00 per month at least. "
At the highest level, officials may receive salaries no higher than 9 times the minimum
salary.
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?------
GAZETTED OFFICER is a higher level ranked public servant . These officers in the Central
Government are entrusted with some supervisory and managerial role, they are the second level
of command structure among the broad categories of central civil services. At present while
ten different grade pays have been granted in favour of Gr A officers, but a single
grade pay has been granted to Gr-B Gazetted Officers. Parity is the basic concept of our
Constitution of India . The Ministry of Finance has clearly stated that in no two
organisations, the assigned duties of comparable posts can be totally identical and so in the
case with the Gazetted Executive Officers of CBI, IB, Central Police Organisations, Customs,
Income Tax and Central Excise. However, the 1st, 2nd , 3rd, 4th and 5th Pay Commissions by
assigning identical pay scales to the Gazetted Executive Officers of all these departments
have established the comparable nature of the level of responsibilities assigned to the
Gazetted Executive Officers of each of the categories mentioned above. This was also upheld
by the committee set up by the former Finance Minister on this subject as well as in the
judgement dated 22.03.2002 of Jabalpur Bench of CAT. The pay scale of Dy SP/CBI was upgraded
by Govt during 1996 retrospectively from 01.01.86 without upgrading the pay scale of analogous
posts and disturbing the traditional parity. Therefore the post of Superintendent of Central
Excise which is an analogous post to DySP / CBI as per Dy SP/CBI recruitment Rules is
entitled to get the pay scale/grade pay as to be granted to the cadre of DySP/CBI etc duly
classifying such post as Gr-A.
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?
In the era of globalisations, there should be a parity in between the pay scale and other
emulations of gazetted officials and the similar placed managerial persons of foreign
companies engaged in India at least.
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?
Yes. There should be a parity in between the pay scale and other emulations of gazetted
officials and the similar placed managerial persons of profitable public sector companies.
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?
The concept of performance related pay structure was actually introduced by foreign companies.
Hence if parity in salary will be maintained, then automatically variable pay may be linked to
performance however variable pay should be granted in the form of Bonus only .
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?
There should not be any direct entry in Gr-A post. Direct entry must be in Gazetted Gr-B
posts. The top of the cadre post or the top post dealing with HR of the cadre must be an
official of another cadre. For example Chairman of CBEC or Member (P&V) of CBEC should be
other than IRS(C&CE) officials.
3.2 To what extent should government compensation be structured to attract special talent?
There should be a provision of direct recruitment in the Gr-B gazetted post and after
selection, the selected persons should go further professional study for at least 2 years in
reputed institutions including foreign institutions.
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?
The Pay Band and Grade Pay system can be continued provided there should not be any same
grade pay of lower PB in higher PB. For example GP 5400 is in both PB-2 and PB-3 at present
which caused providing no benefit to employees, hence this system should avoided.
4.2 Is there any need to bring about any change?
Yes. The higher posts should have higher GPs and not same Grade Pay having different PBs.
4.3 Did the pay bands recommended by the Sixth CPC help in arresting exodus and attract talent
towards the Government?
Talents can be attracted if proper studies in reputed institution can be provided before
entering in service.
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?
Yes all the Gr.B gazetted officers should be granted one Grade pay at par with Dy SP of CBI on
the reason as stated vide para-1.2 above.
4.5 Is the grade pay concept working? If not, what are your alternative suggestions?
There should not be same GP in different PBs.
5. Increment
5.1 Whether the present system of annual increment on 1 July of every year uniformly in case
of all employees has served its purpose or not? Whether any changes are required?
According to us , the commission must recommend, for administrative expediency, two specific
dates as increment dates. Viz. 1st April and 1st October.
5.2 What should be the reasonable quantum of annual increment?
The reasonable quantum of increment should not be less than 10% of the GP plus basic pay of
PB.
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?
Higher achievers can be granted 5% more in form of Bonus.
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?
There should be a provision to allow minimum actual 5 promotions to Gr-B gazetted Officers
like the GR-A pots . If 5 promotions cannot be granted then there should be a provision of 5
in situ promotions in the departmental promotional hierarchy in a time bound manner.
ACP/MACP is a time bound promotional scheme, the scheme is required to be continued in the
form of in situ promotional scheme ( Higher pay scales with higher designation)to motivate
personnel especially in Central Excise and Customs Department , where normal promotional
avenues are few . Normal promotions are dependent upon the availability of vacancies at higher
levels. The job requirement of higher level in this department is very much capable of
creating requisite number of higher level positions whereas by not conducting Cadre
restructuring in time the higher level posts could not be created on the basis of functional
necessity basis. Time bound promotional scheme in form of in situ scheme is required to be
introduced in this department especially. However ACP/ MACP alone can take care of that
specific situation provided the beneficiaries are required to be granted with a designation
along with financial benefits.. The arduous route of career progression through examination
and professional qualification, no doubt will be preferred if and if only such promotions are
made available for the eligible candidates within a reasonable period of residency in the
feeder cadre. Say two years. The batch wise upgradation granted ton Gr-A cadres are required
to be introduce in Gr-B gazetted carders.
6. Performance
What kind of incentives would you suggest to recognize and reward good performance?
More incentives for good performers in form of annual bonus.
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?
The Gr-B gazetted officers of State Governments are in better position. Before inducting to
all India services, they are being earned at least 5 promotions. Hence the Gr-B gazetted
officers at least be granted 5 promotions before entering in to organised Gr-A service by
introducing a separate service.
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?
No comments
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.
No comments
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?
No comments
8.4 What are the options available for addressing the increasing expenditure on defence
pensions?
No comments
8.5 As a measure of special recognition, is there a case to review the present benefits
provided
to war widows?
No comments
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?
No comments.
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?
The existing allowances need to be retained. They are at a realistic level having been evolved
by successive Pay Commission over detailed deliberations. Whatever more benefits including
extra one month salary granted to CBI personnel , that is required to be granted to the
personnel of Central Excise department who are performing more arduous and hazardous nature of
work in comparison to other departments.
9.2 What should be the principles to determine payment of House Rent Allowance?
The house rent allowance will have to be the actual rent payable by an employee in a
particular location.
10. Pension
10.1 The retirement benefits of all Central Government employees appointed on or after
1.1.2004 are covered by the New Pension Scheme (NPS). What has been the experience of the NPS
in the last decade?
We are of the considered opinion that the new pension scheme which came into existence for the
employees recruited after 1.1.2004 must be scrapped.
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?
The pay of every retired person must be re-determined notionally as if he is not retired and
then his pension to be computed under the revised rules.
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?
No Comment.
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.
In our considered opinion, the 7thCPC must recommend to the Government to set up a Committee
in each department with experts from outside the organization, the officials from within the
organization and representative of the Unions of the respective department to study the
functional changes taken place over the years, especially due to the induction of modern
technology the new challenges and the best way to meet those challenges reduction in paper
work, customer satisfaction and economy in expenditure and make suggestions to the Government
for their acceptance and implementation in toto.
12. Training! building competence To ensure that periodical professional training is imparted
to all personnel to update the skills.
12.1 How would you interpret the concept of competency based framework?
Target is required to be fixed reasonable.
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 persons 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?
Gr-B gazetted officers should be provided professional education in reputed educational
institutions.
13.1 What has been the experience of outsourcing at various levels of Government and is there
a case for streamlining it?
All ministerial and supporting works may be outsource.
13.2 Is there a clear identification of jobs that can be outsourced?
Yes as stated vide para13.1
14. Regulatory Bodies
No comments.
14.1 Kindly list out the Regulators set up under Acts of Parliament, related to your Ministry!
Department. The total number of personnel on rolls (Chairperson and members + support
personnel) may be indicated.
No comments.
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.
No comments.
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?
No comments.
15. Payment of Bonus
Bonus should be granted to all Gazetted officers .
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.---------------
" The total value of world income is closing in on $70 trillion (£43.9tn) per year, and
there are seven billion people in the world, so the average income is heading towards $10,000
(£6,273)/ per person per year, which is approximately Rs. 55,000.00 per month. The minimum
salary should be fixed at 50% of Rs 55,000.00 per month at least. "
At the highest level, officials may receive salaries no higher than 9 times the minimum
salary.
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?------
GAZETTED OFFICER is a higher level ranked public servant . These officers in the Central
Government are entrusted with some supervisory and managerial role, they are the second level
of command structure among the broad categories of central civil services. At present while
ten different grade pays have been granted in favour of Gr A officers, but a single
grade pay has been granted to Gr-B Gazetted Officers. Parity is the basic concept of our
Constitution of India . The Ministry of Finance has clearly stated that in no two
organisations, the assigned duties of comparable posts can be totally identical and so in the
case with the Gazetted Executive Officers of CBI, IB, Central Police Organisations, Customs,
Income Tax and Central Excise. However, the 1st, 2nd , 3rd, 4th and 5th Pay Commissions by
assigning identical pay scales to the Gazetted Executive Officers of all these departments
have established the comparable nature of the level of responsibilities assigned to the
Gazetted Executive Officers of each of the categories mentioned above. This was also upheld
by the committee set up by the former Finance Minister on this subject as well as in the
judgement dated 22.03.2002 of Jabalpur Bench of CAT. The pay scale of Dy SP/CBI was upgraded
by Govt during 1996 retrospectively from 01.01.86 without upgrading the pay scale of analogous
posts and disturbing the traditional parity. Therefore the post of Superintendent of Central
Excise which is an analogous post to DySP / CBI as per Dy SP/CBI recruitment Rules is
entitled to get the pay scale/grade pay as to be granted to the cadre of DySP/CBI etc duly
classifying such post as Gr-A.
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?
In the era of globalisations, there should be a parity in between the pay scale and other
emulations of gazetted officials and the similar placed managerial persons of foreign
companies engaged in India at least.
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?
Yes. There should be a parity in between the pay scale and other emulations of gazetted
officials and the similar placed managerial persons of profitable public sector companies.
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?
The concept of performance related pay structure was actually introduced by foreign companies.
Hence if parity in salary will be maintained, then automatically variable pay may be linked to
performance however variable pay should be granted in the form of Bonus only .
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?
There should not be any direct entry in Gr-A post. Direct entry must be in Gazetted Gr-B
posts. The top of the cadre post or the top post dealing with HR of the cadre must be an
official of another cadre. For example Chairman of CBEC or Member (P&V) of CBEC should be
other than IRS(C&CE) officials.
3.2 To what extent should government compensation be structured to attract special talent?
There should be a provision of direct recruitment in the Gr-B gazetted post and after
selection, the selected persons should go further professional study for at least 2 years in
reputed institutions including foreign institutions.
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?
The Pay Band and Grade Pay system can be continued provided there should not be any same
grade pay of lower PB in higher PB. For example GP 5400 is in both PB-2 and PB-3 at present
which caused providing no benefit to employees, hence this system should avoided.
4.2 Is there any need to bring about any change?
Yes. The higher posts should have higher GPs and not same Grade Pay having different PBs.
4.3 Did the pay bands recommended by the Sixth CPC help in arresting exodus and attract talent
towards the Government?
Talents can be attracted if proper studies in reputed institution can be provided before
entering in service.
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?
Yes all the Gr.B gazetted officers should be granted one Grade pay at par with Dy SP of CBI on
the reason as stated vide para-1.2 above.
4.5 Is the grade pay concept working? If not, what are your alternative suggestions?
There should not be same GP in different PBs.
5. Increment
5.1 Whether the present system of annual increment on 1 July of every year uniformly in case
of all employees has served its purpose or not? Whether any changes are required?
According to us , the commission must recommend, for administrative expediency, two specific
dates as increment dates. Viz. 1st April and 1st October.
5.2 What should be the reasonable quantum of annual increment?
The reasonable quantum of increment should not be less than 10% of the GP plus basic pay of
PB.
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?
Higher achievers can be granted 5% more in form of Bonus.
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?
There should be a provision to allow minimum actual 5 promotions to Gr-B gazetted Officers
like the GR-A pots . If 5 promotions cannot be granted then there should be a provision of 5
in situ promotions in the departmental promotional hierarchy in a time bound manner.
ACP/MACP is a time bound promotional scheme, the scheme is required to be continued in the
form of in situ promotional scheme ( Higher pay scales with higher designation)to motivate
personnel especially in Central Excise and Customs Department , where normal promotional
avenues are few . Normal promotions are dependent upon the availability of vacancies at higher
levels. The job requirement of higher level in this department is very much capable of
creating requisite number of higher level positions whereas by not conducting Cadre
restructuring in time the higher level posts could not be created on the basis of functional
necessity basis. Time bound promotional scheme in form of in situ scheme is required to be
introduced in this department especially. However ACP/ MACP alone can take care of that
specific situation provided the beneficiaries are required to be granted with a designation
along with financial benefits.. The arduous route of career progression through examination
and professional qualification, no doubt will be preferred if and if only such promotions are
made available for the eligible candidates within a reasonable period of residency in the
feeder cadre. Say two years. The batch wise upgradation granted ton Gr-A cadres are required
to be introduce in Gr-B gazetted carders.
6. Performance
What kind of incentives would you suggest to recognize and reward good performance?
More incentives for good performers in form of annual bonus.
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?
The Gr-B gazetted officers of State Governments are in better position. Before inducting to
all India services, they are being earned at least 5 promotions. Hence the Gr-B gazetted
officers at least be granted 5 promotions before entering in to organised Gr-A service by
introducing a separate service.
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?
No comments
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.
No comments
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?
No comments
8.4 What are the options available for addressing the increasing expenditure on defence
pensions?
No comments
8.5 As a measure of special recognition, is there a case to review the present benefits
provided
to war widows?
No comments
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?
No comments.
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?
The existing allowances need to be retained. They are at a realistic level having been evolved
by successive Pay Commission over detailed deliberations. Whatever more benefits including
extra one month salary granted to CBI personnel , that is required to be granted to the
personnel of Central Excise department who are performing more arduous and hazardous nature of
work in comparison to other departments.
9.2 What should be the principles to determine payment of House Rent Allowance?
The house rent allowance will have to be the actual rent payable by an employee in a
particular location.
10. Pension
10.1 The retirement benefits of all Central Government employees appointed on or after
1.1.2004 are covered by the New Pension Scheme (NPS). What has been the experience of the NPS
in the last decade?
We are of the considered opinion that the new pension scheme which came into existence for the
employees recruited after 1.1.2004 must be scrapped.
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?
The pay of every retired person must be re-determined notionally as if he is not retired and
then his pension to be computed under the revised rules.
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?
No Comment.
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.
In our considered opinion, the 7thCPC must recommend to the Government to set up a Committee
in each department with experts from outside the organization, the officials from within the
organization and representative of the Unions of the respective department to study the
functional changes taken place over the years, especially due to the induction of modern
technology the new challenges and the best way to meet those challenges reduction in paper
work, customer satisfaction and economy in expenditure and make suggestions to the Government
for their acceptance and implementation in toto.
12. Training! building competence To ensure that periodical professional training is imparted
to all personnel to update the skills.
12.1 How would you interpret the concept of competency based framework?
Target is required to be fixed reasonable.
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 persons 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?
Gr-B gazetted officers should be provided professional education in reputed educational
institutions.
13.1 What has been the experience of outsourcing at various levels of Government and is there
a case for streamlining it?
All ministerial and supporting works may be outsource.
13.2 Is there a clear identification of jobs that can be outsourced?
Yes as stated vide para13.1
14. Regulatory Bodies
No comments.
14.1 Kindly list out the Regulators set up under Acts of Parliament, related to your Ministry!
Department. The total number of personnel on rolls (Chairperson and members + support
personnel) may be indicated.
No comments.
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.
No comments.
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?
No comments.
15. Payment of Bonus
Bonus should be granted to all Gazetted officers .
