The document outlines the permanent negotiation machinery between Indian Railways and railway staff. It establishes staff councils at the divisional and railway levels to discuss issues related to staff welfare and working conditions. It also establishes a three-tier negotiating system - at the divisional, railway board, and tribunal levels - to resolve disputes between railway labor unions and the administration. Issues not resolved at lower levels can be escalated to higher levels, with an ad-hoc tribunal composed of union and administration representatives serving as the final arbiter for important disputes not resolved between the Railway Board and labor federations.
The document discusses selection procedures in Indian Railways. It describes the various methods of selection such as direct recruitment, promotion, transfer, and deputation. Selections in Indian Railways involve both recruitment through agencies like UPSC, RRB, RRC as well as promotions within and across groups. The selection process involves written tests, interviews, and assessment of service records. Promotions to gazetted and non-gazetted posts follow strict eligibility criteria and are decided by departmental promotion committees.
This document outlines the various staff welfare schemes provided by Indian Railways to employees and their families. It discusses the welfare organization structure at the zonal and divisional levels and lists 20 specific welfare activities, including provision of institutes/clubs, children's education allowance, holiday homes, canteens, medical facilities, sports programs, cultural associations, and more. The document also describes the Railway Staff Benefit Fund committees at the zonal and divisional levels and the sources of credit to the fund.
1) Initiating disciplinary proceedings against a retired railway employee requires the President's sanction.
2) A Railway Board officer signs the charge sheet on behalf of the President under the Railway Service Pension Rules.
3) "President" in this context refers to the Minister of Railways acting on behalf of the actual President of India.
This is a field-oriented PPT and deals with every step from the initiating to the finalization of the Creation of Posts, Surrender of Posts, Medical de-categorization and alternative employment, dealing with surplus staff cases, which no other book has tried to explain and a lot of effort has gone into preparing the contents.
The document discusses plans to introduce computer-based examinations for 70% selections and 30% LDCEs for Group B promotions on Indian Railways starting January 2021. It proposes holding a single, computer-based exam for each vacancy cycle testing professional knowledge, rules, and general awareness. CCAs must prepare question banks with at least 5000 questions each for the 70% and 30% exams by November-December 2020. Exams will be held on a single day across zones to improve transparency and reduce complaints and litigation regarding the selection process.
Organisation and funtioning of personnel department latestMohandas Poonthiyil
The document provides an overview of the personnel department and its functions on Indian Railways. Some key points:
- Indian Railways has over 1.3 million employees, making it one of the largest employers in the world. The personnel department manages this large workforce.
- The department is responsible for recruitment, training, welfare, industrial relations and other human resource functions. It interprets rules and ensures compliance with labor laws.
- The administrative structure includes the Railway Board, 17 zonal railways divided into 68 divisions. Centralized training institutes provide training.
- The objectives of the personnel department are to utilize human resources effectively, encourage employee contribution, and develop trust between management and workers.
The document summarizes the leave rules for railway services under the Railway Services (Liberalised Leave) Rules, 1949. It outlines the various types of regular leave (LAP, LHAP, sick leave, leave not due), special leave (maternity, paternity, hospital, disability, study, extraordinary), and provisions for leave encashment. Key points include maternity leave of up to 180 days, paternity leave of 15 days, study leave of up to 24 months, and child care leave of up to 2 years for working mothers. Sanctioning authorities and limits for different leaves are also specified.
This document discusses the history and evolution of rules governing working hours for railway employees in India. It covers key milestones like the Railways Amendment Act of 1931, the Rajadhyaksha Committee Report of 1946, and the Miabhoy Tribunal Award of 1969-1972. The Miabhoy Tribunal addressed issues raised by railway unions regarding classification of workers, weekly working hours, overtime pay, and more. The tribunal's decisions, which included maintaining existing classifications and permitting averaging of hours for certain workers, were accepted by the government. Current rules are based on the Railway Act and Railway Servants (Hours of Employment) Rules of 1961.
The document discusses selection procedures in Indian Railways. It describes the various methods of selection such as direct recruitment, promotion, transfer, and deputation. Selections in Indian Railways involve both recruitment through agencies like UPSC, RRB, RRC as well as promotions within and across groups. The selection process involves written tests, interviews, and assessment of service records. Promotions to gazetted and non-gazetted posts follow strict eligibility criteria and are decided by departmental promotion committees.
This document outlines the various staff welfare schemes provided by Indian Railways to employees and their families. It discusses the welfare organization structure at the zonal and divisional levels and lists 20 specific welfare activities, including provision of institutes/clubs, children's education allowance, holiday homes, canteens, medical facilities, sports programs, cultural associations, and more. The document also describes the Railway Staff Benefit Fund committees at the zonal and divisional levels and the sources of credit to the fund.
1) Initiating disciplinary proceedings against a retired railway employee requires the President's sanction.
2) A Railway Board officer signs the charge sheet on behalf of the President under the Railway Service Pension Rules.
3) "President" in this context refers to the Minister of Railways acting on behalf of the actual President of India.
This is a field-oriented PPT and deals with every step from the initiating to the finalization of the Creation of Posts, Surrender of Posts, Medical de-categorization and alternative employment, dealing with surplus staff cases, which no other book has tried to explain and a lot of effort has gone into preparing the contents.
The document discusses plans to introduce computer-based examinations for 70% selections and 30% LDCEs for Group B promotions on Indian Railways starting January 2021. It proposes holding a single, computer-based exam for each vacancy cycle testing professional knowledge, rules, and general awareness. CCAs must prepare question banks with at least 5000 questions each for the 70% and 30% exams by November-December 2020. Exams will be held on a single day across zones to improve transparency and reduce complaints and litigation regarding the selection process.
Organisation and funtioning of personnel department latestMohandas Poonthiyil
The document provides an overview of the personnel department and its functions on Indian Railways. Some key points:
- Indian Railways has over 1.3 million employees, making it one of the largest employers in the world. The personnel department manages this large workforce.
- The department is responsible for recruitment, training, welfare, industrial relations and other human resource functions. It interprets rules and ensures compliance with labor laws.
- The administrative structure includes the Railway Board, 17 zonal railways divided into 68 divisions. Centralized training institutes provide training.
- The objectives of the personnel department are to utilize human resources effectively, encourage employee contribution, and develop trust between management and workers.
The document summarizes the leave rules for railway services under the Railway Services (Liberalised Leave) Rules, 1949. It outlines the various types of regular leave (LAP, LHAP, sick leave, leave not due), special leave (maternity, paternity, hospital, disability, study, extraordinary), and provisions for leave encashment. Key points include maternity leave of up to 180 days, paternity leave of 15 days, study leave of up to 24 months, and child care leave of up to 2 years for working mothers. Sanctioning authorities and limits for different leaves are also specified.
This document discusses the history and evolution of rules governing working hours for railway employees in India. It covers key milestones like the Railways Amendment Act of 1931, the Rajadhyaksha Committee Report of 1946, and the Miabhoy Tribunal Award of 1969-1972. The Miabhoy Tribunal addressed issues raised by railway unions regarding classification of workers, weekly working hours, overtime pay, and more. The tribunal's decisions, which included maintaining existing classifications and permitting averaging of hours for certain workers, were accepted by the government. Current rules are based on the Railway Act and Railway Servants (Hours of Employment) Rules of 1961.
This document contains a quiz on rules related to railway servant passes. It includes 33 multiple choice questions about definitions related to passes, eligibility criteria for different types of passes, validity periods, authorized companions, and more. The questions cover topics like what constitutes a pass, who qualifies as family, the number of pass sets issued annually, higher class passes given for medical reasons, and competent authorities for addressing pass-related issues. The document provides the question, multiple choice answers, and indicates the correct answer for each question.
This is a field-oriented PPT and deals with every step from the initiating to the finalization of the DAR case, which no other book has tried to explain and a lot of effort has gone into preparing the contents.
This document outlines the rules and procedures related to disciplinary action and appeals for railway employees in India. Some key points include:
- Discipline & Appeal Rules (D&AR) and Annual Confidential Reports are tools to control subordinates, but D&AR should only be used as a last resort.
- Educate, coach, and motivate staff before considering D&AR. Warnings or expressing written displeasure should be tried in normal situations.
- For D&AR action, the disciplinary authority must apply their full logical mind and ensure no other remedy is available before proceeding.
- The document details the procedures for minor and major penalties, conducting inquiries, framing chargesheets,
The document contains a quiz on the Railway Servant Discipline and Appeals Rules-1968. It includes 54 multiple choice questions testing knowledge of various aspects of the rules such as which document contains the title of the rules, relevant dates, standard forms used, penalties specified, composition of inquiry boards, treatment of cases after an employee's death, procedures for charge sheets, and rights of employees under suspension. The quiz covers topics like authorities involved, timelines for cases, applicable forms, penalties, rights of suspended employees and more.
The document outlines the Railway Servants (Pass) Rules 1986 which regulate the issuance of passes and privilege ticket orders to railway servants for travel by train. It defines key terms like "railway servant", "pass", and "privilege ticket order". It describes the different types of passes including metal passes, card passes, and cheque passes. It details the entitlements and validity of passes on privilege and duty accounts for various railway employee grades. It also covers post-retirement complimentary passes and other card passes like residential and school passes.
Classification of expenditure recent changes 07.01.2021Nageswara Rao M
This document discusses the classification system used by Indian Railways. It begins by explaining what classification is and providing examples of major heads used in railways for income, expenditure, capital outlay, loans and funds. It then discusses how demands used to be numbered and grouped for revenue and capital. Key changes are highlighted, including converting to a single demand number for the ministry of railways. The document also covers primary units for revenue expenditure, sources of finance for capital expenditure, and changes made to plan heads. Major heads, demands, primary units and plan heads from the past are described and compared to the current system.
This document is a bid document for item number 30 of tender notice MAS/01 of 2014 dated 31-01-2014 issued by Southern Railway. The tender is for repairs to various wards and maintenance of Railway Hospital in Perambur, with an estimated cost of Rs. 45.19 lakhs. Instructions are provided for tenderers downloading and submitting the tender document, including paying the cost of the tender form and depositing the earnest money. Eligibility criteria for experience and annual turnover are also specified for tenders over Rs. 50 lakhs. Documents required to be submitted with the tender are listed.
Allocations and classification in Indian RailwaysNageswara Rao M
1. The document discusses the revised classification of expenditure and earnings for Indian Railways effective April 1, 1979 based on recommendations from a task force.
2. It outlines the major head, sub-major heads, minor heads, and detailed heads for organizing the accounts. The heads are grouped under demands for general superintendence and services, repairs and maintenance, operations, and staff welfare.
3. Various demands are described including those for permanent way and works, motive power, carriages and wagons, plant and equipment, operating expenses for rolling stock and equipment, traffic, and fuel. Demands also cover staff welfare, retirement benefits, and miscellaneous working expenses.
A presentation about IPAS (Integrated Payroll Accounting System) as part of AIMS (Accounting Informtion Management System) of Indian Railways IT application
The document contains a 50 question quiz on Railway Servant Leave Rules. Some of the key details covered in the quiz include:
- Railway employees are entitled to 30 days of LAP and 20 days of LHAP per year.
- Female employees receive 180 days of maternity leave. Paternity leave is 15 days for employees with less than two surviving children.
- The maximum number of LAP days that can be accumulated is 300. LAP is credited at 2.5 days per month.
- Study leave is a maximum of 36 months and special disability leave for accidents is up to 280 days.
- Joining time allowed is 10-15 days depending on distance between stations and travel method.
The document outlines the reservation policies and recruitment rules for various government posts in India. It discusses the constitutional provisions for reservations for Scheduled Castes, Scheduled Tribes, and Other Backward Classes. It specifies the reservation percentages for direct recruitment to different posts via open competition or other methods. It also provides details on relaxations and concessions in the recruitment process for reserved categories. The document further describes the recruitment rules, qualifications, and promotion policies for various grades of posts from Group A to D.
This document provides guidelines on contract management for mechanical engineers in the Indian Railways. It discusses various topics related to tenders and contracts including the tender process, types of tenders, eligibility criteria, contract conditions, execution of work, measurements and bills, payments, and other general procedures. The overall aim is to help supervisors and officers in the mechanical department better understand the various aspects of managing contracts with external agencies for outsourced activities.
The document discusses various aspects of the Indian Railway budget preparation process. It provides an overview of the key features and objectives of the railway budget, including acting as a coordinating mechanism, management tool, and means to evaluate performance and identify areas of concern. It outlines the parliamentary financial control mechanism secured by the budget. It also describes the accounts department's role in maintaining accounts, compiling budgets, and ensuring no financial irregularities. Finally, it discusses important dates in the budget preparation cycle and steps that can help prevent defects in budgeting.
The document provides an overview of disciplinary procedures and rules (D&A Rules) for railway employees in India. It discusses topics like:
- Forms and authorities involved in disciplinary actions
- Grounds and process for suspension of employees
- Types of penalties under D&A Rules
- Principles of natural justice as per the Indian constitution
- Process for issuing a charge sheet
- Procedures for conducting disciplinary inquiries
- Situations where an inquiry may not be necessary
- Tactics sometimes used to delay disciplinary proceedings
The document is intended as a reference for understanding D&A Rules and properly handling disciplinary cases and inquiries against railway employees according to due process.
TAMS is a new software being developed and implemented by Indian Railways to integrate revenue accounting across different systems like FOIS, PRS, UTS. It aims to provide consolidated monthly revenue transaction status. TAMS modules include goods and coaching balance sheets, traffic book generation, earnings account, TIA inspections. It reduces manual work by automating processes and enabling online validation and reconciliation. Future goals include full integration with IPAS and automatic account current generation. TAMS development is ongoing with modules being added and improved over time to modernize railway revenue accounting.
The document discusses various types of pay and allowances for railway employees in India. It defines pay as the monthly amount drawn by an employee for the post held, including overseas pay, special pay, and personal pay. It describes different kinds of pay such as average pay, officiating pay, overseas pay, personal pay, presumptive pay, substantive pay, and special pay. It also discusses various allowances such as dearness allowance, house rent allowance, transport allowance, non-practicing allowance, nursing allowance, and washing allowance. It provides rates and eligibility criteria for these allowances. In the end, it briefly mentions conveyance allowance and mileage allowance for railway employees.
The Senate Affairs Committee Powers & Duties Bill proposes changes to clarify and expand the Senate Affairs Committee's powers and duties. The committee would oversee impeachment protocols for both Student Association officers and senators. For officers, the committee would review them quarterly and make recommendations. For senators, the committee would review quarterly evaluations submitted by other senators. The bill aims to better define the committee's role in advising officers and reviewing all members' performance.
The document presents information from a manual about committee systems in county assemblies in Kenya. It discusses the general roles of committees, types of committees including standing committees, sectoral committees, joint committees, and special committees. It also describes the procedures for establishing ad hoc committees and special purpose committees for investigations. Sub-committees are mentioned as well. The presentation was given by Dr. Momos Leonard to validate the content of the draft manual.
This document contains a quiz on rules related to railway servant passes. It includes 33 multiple choice questions about definitions related to passes, eligibility criteria for different types of passes, validity periods, authorized companions, and more. The questions cover topics like what constitutes a pass, who qualifies as family, the number of pass sets issued annually, higher class passes given for medical reasons, and competent authorities for addressing pass-related issues. The document provides the question, multiple choice answers, and indicates the correct answer for each question.
This is a field-oriented PPT and deals with every step from the initiating to the finalization of the DAR case, which no other book has tried to explain and a lot of effort has gone into preparing the contents.
This document outlines the rules and procedures related to disciplinary action and appeals for railway employees in India. Some key points include:
- Discipline & Appeal Rules (D&AR) and Annual Confidential Reports are tools to control subordinates, but D&AR should only be used as a last resort.
- Educate, coach, and motivate staff before considering D&AR. Warnings or expressing written displeasure should be tried in normal situations.
- For D&AR action, the disciplinary authority must apply their full logical mind and ensure no other remedy is available before proceeding.
- The document details the procedures for minor and major penalties, conducting inquiries, framing chargesheets,
The document contains a quiz on the Railway Servant Discipline and Appeals Rules-1968. It includes 54 multiple choice questions testing knowledge of various aspects of the rules such as which document contains the title of the rules, relevant dates, standard forms used, penalties specified, composition of inquiry boards, treatment of cases after an employee's death, procedures for charge sheets, and rights of employees under suspension. The quiz covers topics like authorities involved, timelines for cases, applicable forms, penalties, rights of suspended employees and more.
The document outlines the Railway Servants (Pass) Rules 1986 which regulate the issuance of passes and privilege ticket orders to railway servants for travel by train. It defines key terms like "railway servant", "pass", and "privilege ticket order". It describes the different types of passes including metal passes, card passes, and cheque passes. It details the entitlements and validity of passes on privilege and duty accounts for various railway employee grades. It also covers post-retirement complimentary passes and other card passes like residential and school passes.
Classification of expenditure recent changes 07.01.2021Nageswara Rao M
This document discusses the classification system used by Indian Railways. It begins by explaining what classification is and providing examples of major heads used in railways for income, expenditure, capital outlay, loans and funds. It then discusses how demands used to be numbered and grouped for revenue and capital. Key changes are highlighted, including converting to a single demand number for the ministry of railways. The document also covers primary units for revenue expenditure, sources of finance for capital expenditure, and changes made to plan heads. Major heads, demands, primary units and plan heads from the past are described and compared to the current system.
This document is a bid document for item number 30 of tender notice MAS/01 of 2014 dated 31-01-2014 issued by Southern Railway. The tender is for repairs to various wards and maintenance of Railway Hospital in Perambur, with an estimated cost of Rs. 45.19 lakhs. Instructions are provided for tenderers downloading and submitting the tender document, including paying the cost of the tender form and depositing the earnest money. Eligibility criteria for experience and annual turnover are also specified for tenders over Rs. 50 lakhs. Documents required to be submitted with the tender are listed.
Allocations and classification in Indian RailwaysNageswara Rao M
1. The document discusses the revised classification of expenditure and earnings for Indian Railways effective April 1, 1979 based on recommendations from a task force.
2. It outlines the major head, sub-major heads, minor heads, and detailed heads for organizing the accounts. The heads are grouped under demands for general superintendence and services, repairs and maintenance, operations, and staff welfare.
3. Various demands are described including those for permanent way and works, motive power, carriages and wagons, plant and equipment, operating expenses for rolling stock and equipment, traffic, and fuel. Demands also cover staff welfare, retirement benefits, and miscellaneous working expenses.
A presentation about IPAS (Integrated Payroll Accounting System) as part of AIMS (Accounting Informtion Management System) of Indian Railways IT application
The document contains a 50 question quiz on Railway Servant Leave Rules. Some of the key details covered in the quiz include:
- Railway employees are entitled to 30 days of LAP and 20 days of LHAP per year.
- Female employees receive 180 days of maternity leave. Paternity leave is 15 days for employees with less than two surviving children.
- The maximum number of LAP days that can be accumulated is 300. LAP is credited at 2.5 days per month.
- Study leave is a maximum of 36 months and special disability leave for accidents is up to 280 days.
- Joining time allowed is 10-15 days depending on distance between stations and travel method.
The document outlines the reservation policies and recruitment rules for various government posts in India. It discusses the constitutional provisions for reservations for Scheduled Castes, Scheduled Tribes, and Other Backward Classes. It specifies the reservation percentages for direct recruitment to different posts via open competition or other methods. It also provides details on relaxations and concessions in the recruitment process for reserved categories. The document further describes the recruitment rules, qualifications, and promotion policies for various grades of posts from Group A to D.
This document provides guidelines on contract management for mechanical engineers in the Indian Railways. It discusses various topics related to tenders and contracts including the tender process, types of tenders, eligibility criteria, contract conditions, execution of work, measurements and bills, payments, and other general procedures. The overall aim is to help supervisors and officers in the mechanical department better understand the various aspects of managing contracts with external agencies for outsourced activities.
The document discusses various aspects of the Indian Railway budget preparation process. It provides an overview of the key features and objectives of the railway budget, including acting as a coordinating mechanism, management tool, and means to evaluate performance and identify areas of concern. It outlines the parliamentary financial control mechanism secured by the budget. It also describes the accounts department's role in maintaining accounts, compiling budgets, and ensuring no financial irregularities. Finally, it discusses important dates in the budget preparation cycle and steps that can help prevent defects in budgeting.
The document provides an overview of disciplinary procedures and rules (D&A Rules) for railway employees in India. It discusses topics like:
- Forms and authorities involved in disciplinary actions
- Grounds and process for suspension of employees
- Types of penalties under D&A Rules
- Principles of natural justice as per the Indian constitution
- Process for issuing a charge sheet
- Procedures for conducting disciplinary inquiries
- Situations where an inquiry may not be necessary
- Tactics sometimes used to delay disciplinary proceedings
The document is intended as a reference for understanding D&A Rules and properly handling disciplinary cases and inquiries against railway employees according to due process.
TAMS is a new software being developed and implemented by Indian Railways to integrate revenue accounting across different systems like FOIS, PRS, UTS. It aims to provide consolidated monthly revenue transaction status. TAMS modules include goods and coaching balance sheets, traffic book generation, earnings account, TIA inspections. It reduces manual work by automating processes and enabling online validation and reconciliation. Future goals include full integration with IPAS and automatic account current generation. TAMS development is ongoing with modules being added and improved over time to modernize railway revenue accounting.
The document discusses various types of pay and allowances for railway employees in India. It defines pay as the monthly amount drawn by an employee for the post held, including overseas pay, special pay, and personal pay. It describes different kinds of pay such as average pay, officiating pay, overseas pay, personal pay, presumptive pay, substantive pay, and special pay. It also discusses various allowances such as dearness allowance, house rent allowance, transport allowance, non-practicing allowance, nursing allowance, and washing allowance. It provides rates and eligibility criteria for these allowances. In the end, it briefly mentions conveyance allowance and mileage allowance for railway employees.
The Senate Affairs Committee Powers & Duties Bill proposes changes to clarify and expand the Senate Affairs Committee's powers and duties. The committee would oversee impeachment protocols for both Student Association officers and senators. For officers, the committee would review them quarterly and make recommendations. For senators, the committee would review quarterly evaluations submitted by other senators. The bill aims to better define the committee's role in advising officers and reviewing all members' performance.
The document presents information from a manual about committee systems in county assemblies in Kenya. It discusses the general roles of committees, types of committees including standing committees, sectoral committees, joint committees, and special committees. It also describes the procedures for establishing ad hoc committees and special purpose committees for investigations. Sub-committees are mentioned as well. The presentation was given by Dr. Momos Leonard to validate the content of the draft manual.
“Area” means an area, determined in the manner specified in section 13B; (b)
“Area Sabha” means, in relation to an Area, a body of all the persons who are registered as voters in the electoral rolls pertaining to any polling station of that Area.
The document outlines the bylaws of the South Central Neighborhood Council, including:
1) The boundaries, purpose, and stakeholders of the council.
2) The composition and duties of the governing board, including 9 board seats and procedures for vacancies and removals.
3) The officers of the board and their duties.
4) The standing and ad hoc committees that will undertake work on issues like outreach, elections, finances, and education.
This document outlines the bylaws of the Chatsworth Neighborhood Council, including sections on:
1. The purpose, mission, and policies of the council which focus on providing an open forum for community issues, advising the city, and supporting neighborhood improvement projects.
2. The boundaries of the council area which encompass over 20,000 residents in the Chatsworth neighborhood of Los Angeles.
3. Provisions for the governing board including its 21-member composition elected from stakeholders, requirements for quorum and official actions, terms and term limits, duties and powers, and processes for filling vacancies, absences, censure, and removal.
4. Additional articles cover officers, committees,
Joint Consultative Machinery in Govt. Of IndiaPraveen Ranjan
The Presentation is about the structure and functioning of Joint Consultative Machinery in Govt. Of India.An attempt has been made to provide an overview of the mechanism.
This document outlines the charter for the Saudi Arabian Quality Council (SAQC). Some key points:
- The mission of SAQC is to promote quality culture through activities like meetings, presentations, training programs and collaborations with other quality societies.
- Membership is open to individuals and organizations interested in quality. There are categories for regular members, honorary members, student members, and corporate members.
- The fiscal year runs from July 1 to June 30. Annual dues must be paid in advance.
- SAQC is governed by a board of directors consisting of 5 elected officers (Chairman, Vice Chairmen, Membership Director, Treasurer) and additional appointed directors.
02 directive of maharashtra co-operative housing society (notification) dt....spandane
This document outlines directives for the redevelopment of buildings by cooperative housing societies in Maharashtra, India. It establishes procedures for societies to convene meetings where members can provide input on redevelopment plans. It requires transparency in hiring architects, consultants, and developers. It also mandates agreements between societies and developers that protect member interests and establish timelines for completion. The directives aim to address past complaints and establish standardized processes for cooperative housing redevelopment.
National Commissioner for Senior Citizens Bill, 2014 DraftSailesh Mishra
Ministry of Social Justice and Empowerment (MOSJE) has prepared a draft of the National Commissioner for Senior Citizens Bill, 2014. You are requested to furnish your comments/suggestions on the draft Bill by 20th August instant positively through e-mail failing which it will be presumed that you have no comments to offer.
This document proposes several reforms to governance processes for the WHO Regional Committee for the Eastern Mediterranean. It suggests amendments to the Rules of Procedure, including establishing a code of conduct for nominating the Regional Director and announcing nominations publicly. It also proposes establishing a Program Subcommittee and reforming processes for nominating countries to the Executive Board and World Health Assembly positions, including following an alphabetical order. The Regional Committee is invited to discuss and adopt these proposed reforms.
The document outlines the duties and responsibilities of the Los Angeles Department of Neighborhood Empowerment and General Manager position. Key points include:
- The Department is responsible for overseeing neighborhood councils, preparing neighborhood council plans, assisting in certification and boundaries, facilitating meetings and resources, providing training, and reviewing grants.
- The General Manager is appointed by the Mayor subject to Council confirmation and oversees the Department.
- The Mayor can remove the General Manager but it is subject to appeal to the City Council.
The proposed revisions to the Governance Manual of the Forum for Agricultural Research in Africa aim to ensure the rules and procedures remain current and in line with best practices. They were compiled from several reviews and suggestions. Key proposed revisions include adding provisions on directors' liability, strengthening conflict of interest guidelines, clarifying membership fees for development partners, and including provisions for induction of new board directors and an annual board self-assessment. The recommendations endorse approving the revisions with some modifications and developing additional documents like a code of conduct.
The Simulation and Capacity Analysis User Group: Louisiana (SimCap Louisiana) is a volunteer network of professionals working together to support, promote, and improve best practices in the application of traffic simulation and capacity analysis. The group aims to provide a forum for sharing experiences and receiving feedback, as well as educational opportunities. Key activities include regular educational meetings with invited speakers, maintaining an electronic forum, and participating in joint events with related organizations.
This document outlines the constitution for chapters of the Zeta Omicron computer science honor society. It establishes the name and objectives of chapters to promote high scholarship in computing. It describes the governance structure including officers like the president and treasurer. It also outlines membership requirements including maintaining a high GPA in computer science courses and completing community service hours. The election process and duties of officers are provided as well as rules for meetings and activities. The process for amending the constitution is also specified.
This document contains the bylaws of the International Council on Systems Engineering Brazil Chapter. The bylaws establish the name, purpose, objectives, activities, membership policies, board of directors, officers, governance procedures, and nomination/election processes of the chapter. Key details include that the chapter will foster systems engineering in Brazil, promote collaboration and standards, and encourage research and education through conferences, newsletters, and other activities. The board of directors will manage chapter affairs and officers including the president, vice president, treasurer and secretary will have specific duties to oversee operations and representation.
Rules and regulations of cultural academyGanesh UN
This document outlines the rules and regulations of the Cultural Academy. It details membership requirements including fees, eligibility, and termination. It establishes an Executive Committee to manage the Academy's affairs, conduct meetings, and oversee finances. Key roles for the President, Secretary, and Treasurer are defined regarding their responsibilities in operating the Academy in accordance with its objectives and the relevant state laws.
Community and Neighbors For Ninth District Unity NC (CANNDU) BylawsEmpowerLA
This document outlines the bylaws for the Community and Neighbors for Ninth District Unity neighborhood council. It establishes the council's name, purpose, boundaries, stakeholders, governing board structure, officer roles, committee procedures, meeting guidelines, financial processes, election policies, grievance process, parliamentary procedures, amendment process, and compliance rules. The board will have 9 members representing various roles. Meetings, finances, elections and amendments must follow processes outlined to ensure transparency and community involvement.
The document summarizes key aspects of Kenya's Industrial Training Act. It outlines the following:
- Establishment of a National Industrial Training Council to oversee industrial training and a Director of Industrial Training to administer the Act.
- Creation of Training Committees by the Council to oversee training in specific industries.
- Powers of the Council and Committees to propose and collect training levies from employers to fund industrial training programs.
- Ability of the Minister to make Training Levy Orders to implement approved levy proposals and provisions regarding payment and recovery of levies.
- Requirement that funds from levies be paid into industry-specific Training Levy Funds from which the Director can make payments
This document discusses public-private partnerships (PPPs) for infrastructure development and financing in India. It outlines that infrastructure was traditionally developed by the public sector but governments have not achieved their goals, necessitating a more commercial approach. This includes improving asset creation and management efficiency through corporatization, performance management, and service contracts. The document also examines implications like appropriate project bundling, risk assessment, financing structures, regulatory frameworks, and the roles of various actors in infrastructure development through PPPs.
This document discusses supervisory responsibilities related to safety. It covers topics like conducting safety meetings and investigations, assisting with job safety analyses, maintaining equipment and work areas, providing training, and supervising employee tasks. It emphasizes the importance of safety training for supervisors and employees, conducting inspections, documenting meetings and investigations, and using tools like job safety analyses to improve safety. Supervisors are responsible for ensuring safety compliance and accident prevention through activities such as training, inspections, investigations, and documentation.
The Payment of Wages Act regulates the payment of wages to workers in certain industries. It requires wages to be paid regularly and prohibits unauthorized deductions. The Act defines wages and applies to factories, railways, and other establishments. It specifies rules for fixing wage periods, timely payment of wages including upon termination, and permissible deductions such as for fines and loans. Employers must maintain registers with details of workers, work, wages paid, and deductions made. The Act aims to ensure proper and prompt payment of wages to workers.
This document discusses office procedures and document management. It describes the types of documents handled in offices, including letters, contracts, complaints, audit and inspection reports. It also discusses the types of files maintained, including ordinary, temporary, policy, confidential and secret files. The document outlines the roles and responsibilities of different staff in the office, including dealing assistants, personnel secretaries, and inspectorial staff. It provides guidance on organizing the office work and staff, maintaining records, and conducting inspections.
This presentation provides an overview of India's new pension scheme for government employees, including railway employees, who joined service on or after January 1, 2004. Some key points:
- The new contributory pension system (NPS) requires employees to contribute 10% of their salary each month, which is matched by the government. Contributions are invested in schemes managed by pension fund managers.
- The NPS has two tiers - Tier 1 is a non-withdrawable pension account and Tier 2 is an optional withdrawal account with no government matching.
- At retirement, at least 40% of the pension wealth in Tier 1 must be used to purchase an annuity to provide a lifetime pension.
The Minimum Wages Act of 1948 was enacted based on Article 43 of the Indian Constitution, which mandates a living wage for all workers. The Act aims to prevent exploitation of workers, especially in industries where labor is unorganized. It allows appropriate governments to prescribe minimum wage rates for certain employments. Key features include fixing minimum wage rates and normal working hours, provisions for overtime work, and penalties for non-compliance. The Act applies to industries like construction, railways, stone breaking, cleaning services and more. It has been amended over time, with the national minimum wage floor raised to Rs. 115 per day in 2011. Minimum wages vary across states, from Rs. 169-297 per day depending on skill level.
Io,po and dh do's & don'ts and role in inquiry under D&ARMohandas Poonthiyil
The document provides guidance for Inquiry Officers, Presenting Officers, and Defence Helpers on their roles and responsibilities in departmental disciplinary proceedings. It outlines principles like natural justice, reasonable opportunity, and timeframes for inquiries. It discusses the purpose of inquiries, model procedures, and important dos and don'ts for completing inquiries expeditiously while protecting the charged officer's rights.
This document outlines procedures and guidelines for promoting Railway servants who are under suspension or facing disciplinary/criminal proceedings. Key points:
1. The promotion of those under suspension, facing major penalty charges, or criminal prosecution, will be decided after the proceedings. However, minor penalty charges don't block promotion.
2. Eligible employees must appear for promotion exams. If qualified, their case will be kept in a sealed cover until proceedings conclude.
3. If exonerated, employees will be promoted retroactively. If guilty of minor penalties, they may be promoted after penalty period. Guilty of major penalties face review for continued promotion eligibility.
The document discusses various aspects that must be followed regarding charge sheets in departmental disciplinary proceedings against government employees. Some key points include:
- The charge sheet must be clear, precise and contain full particulars of the alleged misconduct.
- It must be issued by the competent disciplinary authority and served properly to the charged officer.
- Amendments to the charge sheet are allowed before the inquiry begins but major changes require a fresh charge sheet.
- The charge sheet and entire proceedings must be conducted carefully and in accordance with rules to avoid mistakes with serious consequences.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
2. STAFF COUNCILS AND
NEGOTIATING MACHINERY HAVE
BEEN DEFINED IN CHAPTER XXVI
OF THE INDIAN RAILWAY
ESTABLISHMENT MANUAL VOL.II
(SECTION 2601-2616)
3. 2601. Object.- The object of creating these Councils is to maintain
good relations and a spirit of co-operation between the
Administration and all classes of non-gazetted staff
by providing a means whereby :-
(a) Staff can bring questions in connection with their conditions of
service to the notice of the administration;
(b) Matters of common interest connected with working of the
undertaking may be discussed with a view to improving
efficiency; and
(c) The councils may function as welfare committees and advise
on all welfare activities.
The councils are not to be mere forums for ventilating
grievances of the staff. Discussions should be encouraged on
various phases of the railway operations and methods of work
with which the staff are intimately concerned and on
suggestions to improve efficiency all round.
4. 2602. Powers
(a) Cases of disciplinary action, transfers and other such
matters pertaining to individual railway servants,
which do not involve any general principle, shall not
be discussed at the meetings.
(b) Staff councils will discuss only matters pertaining to
the staff served by them. Where the matters raised
at a certain level are matters of policy beyond the
scope of the officers on the staff Council they should
be referred for discussion at the Board’s level.
5. 2603. Composition- Staff Councils shall consist of (a) Elected
members, (b) Nominated members, (c) Presidents nominated
by General Managers or Chief Administrative officers and (d)
Members co-opted ad-hoc.
(a) Elected members will be drawn from as wide a range of
different categories of non-gazetted staff as possible
according to schedule drawn up by the General Manager or
Chief Administrative Officer. Class IV and workshop staff
(Where special workshop Councils do not exist) should be well
provided for.
(b) Nominated members will be gazetted or non-gazetted staff.
They will be nominated by the General Manager or Chief
Administrative officer or such other officer as he may detail in
this behalf.
6. (c) Presidents, who will be gazetted railway servants, will be
nominated by the General Manager or Chief Administrative
officer.,
(d) Co-opted members will be gazetted or non- gazetted railway
servants nominated as the General Manager or Chief
Administrative officer or other officer detailed by him in this
behalf may direct, and as may be required from time to
time, when specific matters on which their advice will be of
value, are under discussion.
7. 2604. Eligibility for election.All non-gazetted staff excluding
apprentices with more than three years continuous
service will be eligible for election to staff Councils.
2605. Election.-Elections to the Staff Council will be held
once in two or three years and by ballot. The
franchise should include all non-gazetted railway
servants excluding apprentices. Each railway servant
will vote for a member of his category.
8. 2606. Meetings.- Meeting of staff Councils shall not be held
more often than once every two months or less often
than once every four months.
2607. Agenda.-Draft resolutions for inclusion in the agenda
shall be sent by the members of the Council to
the Secretary so as to reach him at least ten days
before the date of the meeting. The agenda for the
meeting shall be circulated by the Secretary of the
Council at least seven days before the date of the
meeting. The Secretary of the Council shall intimate to
the members of the Council the date fixed for the
meeting, at least fifteen days in advance.
9. 2608. The quorum for all Council meetings will be one-third of the
total number of members.
2609. Absence from meetings.- A member not attending a
Council meeting on three successive occasions. Without
good and sufficient reasons, may be expelled from the
council, by the members passing a resolution to the effect.
The Council shall be the sole judge as to whether the
reasons advanced by the members, if any, are good and
sufficient. The absence on account of leave, sickness or not
being spared due to pressure of work, will be regarded as
good and sufficient reasons.
2610. Filling of Vacancies.- Vacancies caused during the period
of tenure of a Council, shall be filled by bye- election or fresh
nominations as will be necessary.
2611. Minutes- Resolutions passed by the Council will be drawn
in the form of minutes and entered in the Minutes Book.
Copies thereof shall be circulated by the Secretary of the
10. 2612. When action is required to be taken by any staff Council
on the resolutions passed, the President of the Council
shall indicate what action on the items is required to be
taken thereon.
2613. At each meeting, the Secretary shall place before the
Council the decisions given by the various departmental
officers received after the date of the last meeting on the
items of the preceding meetings. Numbers of the
resolutions in all these meetings not finally disposed of
shall be mentioned as outstanding items. The Council
shall consider whether any of the outstanding items
should be dropped or whether action should be pursued
and in what way in respect of other items.
11. 2613A
Subsidiary Rules: The General Manager will, if required,
draw-up subsidiary rules in regard to matters laid down in
these rules and also in regard to details of procedure so long
as these are not inconsistent with any of the rule made by the
President or the Ministry of Railways.
12. Negotiating machinery for dealing with disputes between
Railway Labour and Railway Administrations:-
The permanent negotiating machinery will maintain contact
with labour and resolve disputes and differences which may
arise between them and the Administration.
The machinery is to work, in three tiers, viz.
The Railway level.- In this the recognised union will have
access to District or Divisional Officers and subsequently to
officers at the Headquarters including the General Manager.
The Railway Board level. In cases where matters are not
settled at Railway level, they will be taken up by the
Federations with the Railway Board.
13. The Tribunal level -In cases in which agreement
is not reached between the Federation and the
Railway Board and the matters are of sufficient
importance, reference will be made to an ad hoc
Railway Tribunal composed of representatives
of the Railway Administration and labour
presided over by a neutral chairman.
14. 2616. The following detailed procedure is laid down for the working of the
machinery referred to above:--
(i) At the district or divisional level the district or Divisional Officers
should meet the branches of the recognised Unions which may be
established in the districts or divisions at least once in two months
and oftener if necessary. Each workshop will be considered as a
district. The particular branches which should meet the District or
Divisional Officers as prescribed above should be agreed upon
between the General Manager and the Union. In the Divisional
pattern of working, the Divisional representatives of a union, who
shall represent all the branches of the union in the Division should
be enabled to meet the Divisional Superintendent, who may or may
not be assisted by the branch officers. The
detailed procedure of arranging these meetings would be agreed
upon with the Union, but this should include a provision that
the branch should supply in sufficient time before the meeting
the subjects which it proposes to raise at the meeting with
complete memoranda setting out its points of view.
15. (ii) At the Railway Headquarters, the General Manager or
the Assistant/Deputy General Manager in charge of
staff will meet the Unions at least once a quarter and oftener
if necessary.
(iii) All disciplinary matters and subjects like promotion, transfer
etc. of individual members of the staff which do not involve
any general principle will be excluded from the scope of the
discussions at all these level except at the discretion of the
officer concerned. Where however unions have been given
certain privilege in these matters these will not ordinarily be
curtailed.
(iv) At the district or divisional and railway levels, subject will
comprise of those which are within the powers of the officers
concerned.
(v) Question concerning pay scales, allowances, etc., will only be
discussed between the Federation and the Railway Board and
not at lower level.
16. (vi) At the centre, negotiations will be between the Railway
Board and the Federation and for this purpose, there will be
quarterly meetings between the Railway Board and the
Federation.
(vii) When a matter which is raised for discussion at the district
or divisional level is not settled by agreement, it may be
raised at the railway level for further negotiation. Similarly, a
matter not settled at the Railway level may be brought by
the Federation to the Railway Board for discussion.
(viii) All subjects brought up for discussion at the various levels
should be disposed of as expeditiously as possible. Brief
minutes of discussion indicating the decision arrived at
should be sent to unions concerned for their information.
17. (ix)
If, after discussion between the Railway Board and
the Federation, agreement is not reached on any matters
of importance, such matters may be referred to an ad-hoc
Railway Tribunal which will be set up for dealing with them
at the centre. This tribunal will consist of an equal number
of representative of Railway labour and the Railway
Administration with a neutral Chairman. The Tribunal will be
enabled to make such investigation, as they deem
necessary before they give their decision.
(x) It would be open to Government of accept, reject or
modify the decision of the Tribunal and where the matters
in dispute affect the workers under Ministries other than
the Railway Ministry, those Ministries will be consulted as
to-
18. (i) whether they have any objection to the disputes being
referred to the Railway Tribunal, or
(ii) Whether they would like the dispute to be referred to an ad-
hoc commission on which they will also be represented.
On matters which have Been settled by agreement or in which
Government or in which Government ultimately accept the
decision of the Tribunal, it will not be open to the Federation to
raise the same issue again for a. period of two years. In those
cases in which Government have rejected or modified the
decision of the Tribunal, the issue may be raised at the end of
one year.
19. P N M (Permanent Negotiation Machinery
It was founded by shri. V.V.Giri in the year 1951 when Shri.
LalBahadurShastri was the Railway minister of India.
Object :
With a view to maintain the contact with organised labour and
to settle differences and disputes arising between organised
labour and Railway administration a machinery has been setup
and is called as permanent negotiation machinery.
PNM was on three-tier basis
1. The Railway level
2. The Railway Board level
3. The Ad-hoc tribunal level
1. The Railway Level:
At Railway level there are further two levels
i) The divisional level/ store depot level/ workshop level
ii) The Zonal Railway level
20. i) The divisional level/ store depot level/ workshop level :
a) DRM/ Dy. COS/ CWM works as it’s chairman and the Sr. DPO/ DPO/ SPO/
APO works as its sectary.
b) Subject agenda must be circulated one month in advance. Out of agenda
items may also be discussed with permission of chairman and chairman can
discussed any item out of agenda.
c) Meeting : once in two month separately with representatives of NRMU &
CRMS .
d) Matters discussed which comes within the powers of DRM/ Dy. COS/ CWN.
ii) Zonal Railway Levels :
a) Chairman- GM Secretary - CPO.
b) Subject agenda must be circulated one month in advance. Out of agenda
items may also be discussed with permission of chairman and chairman can
discussed any item out of agenda.
c) Meeting : once in three months separately with representatives of NRMU &
CRMS
d) Matters discussed which comes within the powers of GM or which could not
be settled at the divisional level.
21. 2. The Railway Board Level :
a) Chairman- Member staff
Secretary - Dy. Director Establishment
b) Subject agenda must be circulated one month in advance. Out
of agenda items may also be discussed with permission of
chairman and chairman can discussed any item out of agenda
c) Meeting : once in three months separately with
representatives of NFIR & AIRF.
d) Matters discussed which comes within the powers of Railway
Board or which could not be settled at the Zonal Railway level.
22. 3. Ad-hoc Tribunal Level :
a) The matter of important nature on which no agreement is
reached upto the Railway Board level.
b) Chairman would be retired judge of High court or Supreme
court having his own staff, and equal representatives of labour
and administration.
c) The award given by the tribunal is not binding. The
government may accept, reject or modify the award of the
tribunal.
d) The matter settled by the tribunal or decision of tribunal once
accepted by the government shall not be opened by unions for a
period of two years.
e) Where the government reject or modify the decision of the
23. JOINT CONSULTATIVE MACHINERY (JCM)
The Joint Consultative Machinery (JCM) came into being during
October, 1968. The Machinery provided for the setting up of a
National Council at the Centre and the Departmental Council in
every department for the settlement of disputes, between the
Central Government and its employees. In case of disagreement
on (1) Pay & Allowances (2) Hours of work, and (3) Leave, the
dispute was to go for compulsory arbitration 'to the Tripartite
Board of Arbitration which would be presided over by a Supreme
Court Judge or one who was eligible to be appointed as such. The
NFIR had a special reason to be satisfied at this development, for
its persistent efforts to bring about machinery through the
negotiations with the Central Government authorities, had at last
succeeded. The NFIR insisted that the employees should have
the right to disagree with the employer and upon disagreement
the matter should compulsorily be referred to arbitration, whose
decision must be taken as binding. To the NFIR, machinery meant
24. Believing in the efficiency of collective bargaining, the NFIR
has extended full co-operation in the working of the
Permanent Negotiating Machinery and the Joint Consultative
Machinery for Railwaymens' benefit. Till date 92 meetings
under the PNM Rules and 54 meetings under the
Departmental Council (JCM Rules) have been held in which
more than 4502 subjects were discussed at the Railway Board
level. Besides, many special meetings were held on several
occasions to discuss special problems of different categories
of staff.
25. BOARD OF ARBITRATION
In the early 70s, important awards were secured from the Board of
Arbitration (JCM) at the instance of the NFIR on the issues viz.,
Grant of Semi-Skilled Grade to all Gangmen, Grant of Transfer
Allowance to all Class III and Class IV employees, Grant of
Special pay of Rs.150/- per month to Loco Foreman Grade
Rs.450-575 (AS), Revision of the scale of pay of Stock Verifiers,
Grant of Scale Rs.260-350 to Fireman Grade ' B', Grant of Scale
to Shunters ' B' identical to that of Shunters ' A', Revision of Pay
Scales of the Message Checkers, merging of the Junior & Senior
Accountants in a single scale, Grant of 12 days Casual Leave to
Workshop Staff; Revision of the Scales of Pay of Daftries,
Assistant Commercial Inspectors and Progress Chasers. In
respect of the Running Supervisors, the Tribunal awarded removal
of imbalances in the case of Inspectors arising from revision of the
running allowance rate of the drivers, from time to time.
26. PARTICIPATION OF RAILWAY EMPLOYEES IN MANAGEMENT (PREM)
As a first step towards labour participation in the Management, the
Railway Ministry had constituted Corporate Enterprise Group (CEG) of
Management in the year 1972, which consisted leaders of NFIR and
AIRF. Through this CEG, the labour organizations were given the
opportunity to highlight their view points on the working and also
suggest measures needed to be taken for improving the efficiency of
the Railways.
The Corporate Enterprise Groups (CEG) at Railway Board, Zonal and
Divisional levels was restructured during the year 1994 as
Participation of Railway Employees in Management (PREM) to facili-
tate meaningful and effective participation of workers in the
management process. Further, to make the working of PREM more
purposeful, a separate cell headed by a Joint Secretary has been set
up under the direct control of Secretary, Railway Board. The Joint
Secretary shall assist the Secretary in convening the meetings of the
Group periodically and monitor the implementation of various deci-
sions taken. He will also monitor the working of PREM at the Zonal
and Divisional levels.
27. Shri C. K. JafferSharief, then Minister for Railways had
also addressed a letter on 24th June, 1995 to the then
Prime Minister of India, Shri P.V. NarisimhaRao
highlighting the decision taken by him for participation of
Railway employees in PREM. This, he felt was a
Government's commitment to usher in an era of
participative management to involve workers in the
decision making and the implementation process for a
meaningful and collective endeavour. The salient points
from his letter are given below:-
1. Following the assurance of P.M. to the August House,
the Ministry of Railways have taken the initiative to
involve workers in important deliberations at various
levels so as to make them feel involved in the task of
providing an efficient rail transport service.
28. 2. For the first time in the history of Indian
Railways the top leaders of the two workers'
Federations of Railways also participated in the
meeting along with Minister for Railways, the
Railway Board and the General Managers on 1st
May, 1995 i.e., the MAY DAY in New Delhi. Hitherto,
there was no opportunity for the workers to
contribute meaningfully to improve the running of
the railways system and delivery of better services,
except on matters like staff relating to duty hours,
housing, redressal of grievances, service conditions
etc., as the agenda for such meetings was very
limited in scope besides being one sided. Thus an
important beginning was made in the direction of
involving employees in the management of
Railways.
29. The restructuring of Corporate Enterprise Groups as PREM
groups expanding the scope of agenda to enable the
workers express their views on issues pertaining to the
day-to-day running of the system and enable them sug-
gest means of improving the system, as spelt out in the
Budget Speech of. 1994-95, has been well received by
the workers.
4. As per the announcement made in Rail Budget 1995-
96, the workers' participation in management at apex
level is a step further, for greater transparency in
important matters of railway working. These enabled
labour unions feel more of a partner in the march towards
achieving Indian Railways' corporate objective of higher
productivity with cost reduction.
30. The NFIR is with the Administration with regard to safety
measures. The Federation stressed the need for
educating the grass root level workers about the rules. It
also has emphasized the necessity of publishing the rules
in simplified form not only in English and Hindi, but also
in regional languages.
Thus, the rank and file of the lowest level can be kept
well informed about the simplified rules and procedures
of the system.
The NFIR also desires that the status of the members of
PREM is well defined and clearly explained, not that they
are enamored of status. Since, the Federation is
functioning like a responsible co-partner in running the
system, it also should be given due importance and
dignified status.
31. At the apex level the meetings of PREM were held, by and large,
regularly by the Railway Board. In the General Managers'
Conferences and CPOs' Conferences, the General Secretary, NFIR has
been participating and availing these for a in projecting important
points. The highlights of discussions from these conferences are
appraised to the affiliated unions and also published in the monthly
journal "Indian Rail Worker".
However, the meetings are not being held regularly on some Zonal
Railways at GMs' and DRMs' level. The Federation has time and again
brought this situation to the notice of Railway Board. Although
necessary instructions for the purpose have been issued from time to
time by the Railway Board to the Zonal Railways to hold these
meetings regularly with the participation of General Secretary and
Divisional Secretary, there has been no much improvement in the
position.