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Tuesday, September 26, 2017

UPU World CEO Forum develops “clear vision for postal transformation”

Thursday, September 21st, 2017

The Universal Post Union (UPU) has reported that postal chief executives have wrapped up their discussions at the second annual UPU World CEO Forum in Moscow with a “clear vision for postal transformation”.

The event, organized by the UPU and hosted by Russian Post between 17-19 September, gathered nearly 60 postal chief executives from around the globe to discuss “Leading multidimensional growth: the hows and whys of postal strategy”.

“After gathering our CEOs for a second time, it is clear that this forum is a vital space for our postal executives to put their heads together to find ways to drive the sector forward. With participants from all corners of the world represented at this forum, we have heard a diversity of proven strategies that CEOs can take back to their Posts,” said UPU Director General Bishar A. Hussein.

Russian Post CEO Nikolay Podguzov added: “The CEO Forum is a great place for exchanging thoughts on important topics and to meet our partners. We thank the UPU for this opportunity. We met here with our colleagues from Slovenian Post. Today we started test shipments from China to Slovenia via Mongolia by railroad. The first bulk of parcels and small packets reached Ulaanbaatar by truck, and then reloaded onto an RZD carriage to Moscow. After that the dispatches will be delivered to Slovenia by trucks.”

This year’s forum guided CEOs through the process of diagnosing the global environment in which Posts operate; examined how they are currently delivering stakeholder needs; and considered potential business models they could implement at their respective Posts.

In a statement sent to Post&Parcel today (21 January), the UPU said: “It became clear that growth of the economy and trade, changing demographics, the e-commerce explosion were all broad factors affecting the Post. These factors – in combination with customers’ desire for immediate, personalized digital services and government stipulations for universal service – have created both challenges and opportunities for the Post.

“CEOs noted that pressure from governments to deliver some services at a loss coupled with a lack of government investment in postal infrastructure, as well as limitations in managing capital, made it difficult for them to transform their service offering. In addition to this, they remarked on the challenge of raising employees’ awareness of the need for transformation. It became clear that some developing countries also faced the challenge of serving two different customers: the internet-connected urban client and the rural one relying on traditional paper-based services.

“Despite the challenges, postal executives were quick to name potential solutions. For example, CEOs suggested that Posts work with governments to redefine their universal service obligation and increase awareness of the Post’s potential as a driver of socioeconomic sustainability. Another proposal was integrating employees more into the transformation process—whether through retraining or the creation of new positions—so that they become advocates of change within the Post.

“Postal leaders later examined specific business models they could use, discussing several dichotomies seen in successful postal strategies, namely margin-based vs. volume-based focus, progressive growth vs. leapfrogging, mono-product vs. diversification and competition vs. coopetition approaches.

“It was clear that spaces created by the UPU, such as the CEO Forum, would be important to give postal leaders the opportunity to benchmark. The UPU Director General reminded CEOs that the UPU was available to them to help countries define and redefine their universal service obligation, as well as to provide governments, regulators and operators with technical solutions and assistance toward postal infrastructure development.

“The UPU has already started preparations for the 2018 edition of the forum, announcing Turkey as the next host country. The UPU Director General said he was confident that next year’s event would be just as successful after Turkey’s seamless hosting of the 2016 Universal Postal Congress in Istanbul. The exact timing of the 2018 forum will be announced by the UPU at a later date.”

Source: Universal Postal Union (UPU)

PM Narendra Modi Releases Postage

Varanasi: Prime Minister Narendra Modi today released a postage stamp on different aspects of Lord Ram's life at the historic Tulsi Manas Mandir Varanasi, and said he was a source of inspiration for every individual. "There have been many stamps on Lord Ram, but this is the first of its kind stamp, which depicts different aspects of his life. This has not been done in the past. I am happy that I have got the opportunity to do this from the holy soil of Manas," he said.

The Tulsi Manas temple has great historical and cultural importance in Hinduism as it was here that Hindu epic Ramcharitmanas was said to have been originally written by poet-saint Goswami Tulsidas. "The life of Lord Ram is a source of inspiration for every individual. If we look at the life of Mahatma Gandhi, we see Lord Ram became a mantra for him since his childhood. Every aspect of the life of a great man (mahapurush) and chetnapurush (man who awakens consciousness) like him (Lord Ram) motivates us." 

The Prime Minister said he could have released the stamp either at New Delhi's Vigyan Bhawan or his own residence, but then a thought came to his mind that it is the auspicious period of Navaratra, and in the life of Lord Ram, Navratra and Vijayadashami hold special significance.

"A place where memories of Tulsidas are still alive.... There cannot be a better place than this Manas Mandir for releasing the postge stamp," he said.

He said postage stamps the world over contained history.

A collection of such stamps would show what transformations a country went through, he said.

The prime minister later visited the Durga Mata Mandir.


Sunday, September 24, 2017


Your postman may soon become the point of contact for all your financial work

NEW DELHI: Come 2018 and the humble postman will be armed with a high-tech device that will enable him to carry out various financial transaction at the door step of people. 

The India Post Payment Bank, which plans to launch nationwide operations by March 2018, is coming up with a large contract to source such devices for more than 1.5 lakh postmen. 

The equipment, a micro-ATM of sorts, will have a biometric reader, a printer and a debit card and credit card reader attached to it. A tender for 2 lakh such devices is almost ready and will be released in a month’s time, India Post Payment Bank chief executive AP Singh told ET. Hewlett Packard Enterprise has already been chosen to build the backend for India Post Payment Bank as a system integrator. 

“The idea is to streamline and focus on payments through the bank. We have identified close to one dozen payments, including utility bills such as gas and electricity, mobile, DTH, school fees, etc.”, which the payments bank will seek to facilitate, Singh said. India Post is working on an app that will enable these payments. 

It will also allow booking of bus and unreserved train tickets, categories which are highly cash dependant. “Even small payments such as for fruits and vegetable, and welfare payment transfers under the direct benefits transfer scheme are on the radar,” said Singh. 

“We have to focus on payments rather than deposits,” said Singh. Reserve Bank of India rules don’t allow payments banks to take deposits, the key and cheap source of funds for conventional banks. To generate revenue, India Post Payment Bank will charge each payment transaction that happens through its app, either from the customer or the bill company, Singh said. 

“The Post Office already has 35 crore accounts, we are targeting around 8 crore households in the next five years (as customers for the payments bank).” 

At a recent UN conference, Singh had said while private sector rivals such as Paytm and Airtel Payments Bank would skim the market from the top, India Post would have a bottoms up approach. Arming the postman with the micro-ATM and turning him into a sort of a banking correspondent may be part of the plan to target rural and the semi-urban areas. 

“The micro ATM and the banking correspondent model has been tried and may help in turning cash into digital at the last leg, even though it may take some time,” said Vivek Belgavi, partner and India FinTech Leader at PwC. 

In a village, the nearest bank branch may be 10-25 kms away and the India Post, with its huge network of post offices and postmen, may be able to effectively cater to that audience, he added. The proposed India Post app will allow person-to-person transactions. 

In the dozen key bill payments it is targeting, those who aren’t familiar with operating an app on their own can approach the postmen armed with micro-ATMs to help them make payments. 

Meanwhile, as opposed to the earlier plan of having separate branches for the payment bank, India Post is looking to capitalise on the existing network of 1.55 lakh post offices and 3 lakh employees on the postal network.  
Source :

Saturday, September 23, 2017


Mascot Design Competition for Postal life Insurance/Rural Postal Life Insurance

Commemorative postage stamps on "DIWALI INDIA CANADA: JOINT ISSUE"

India Post issued a set of 2 commemorative postage stamps on "DIWALI INDIA CANADA: JOINT ISSUE" of denominations Rs 25 and Rs 5 each on 21.09.2017

3 Day Relay Dharna before Parliament

S B Order No. 12 / 2017 : Revision of Commission to SAS Agents on KVP

Happy Navratri

Travel entitlements of Government employees for the purpose of LTC post Seventh Central Pay Commission-clarification reg

Disbursement of Salary for the month of September-2017

Grant of Dearness Allowance to C G Employees - Revised rates effective from 01.07.2017


On call of Confederation for organizing Dharna on 19th September 2017 & 17th October 2017 DOP&T has issued a Threatening circular which is placed below.

Trade unions have every right to protest the anti-working class policies of the Government and we will remain organizing agitational programmes as per the right provided by the constitution of India.
Click here to view - DOP&T Circular

Ever more Indians are struggling to find work

A DOZEN hefty wooden crates sit outside a small factory on the outskirts of Lucknow, the capital of India’s most populous state, Uttar Pradesh. On the shop floor inside, where chattering machines bag and package herbal teas, a manager explains what will happen when he opens the crates. “His job will go,” he says, nodding at one boiler-suited operator. “And his over there, and that one’s too.”

Improved technology has already boosted the firm’s output fivefold since its launch in 2002, with no increase in staff. The new machines in the crates, which require a single operator rather than three, will double it again. But the manager insists that, as in the past, he will somehow find jobs for everyone—as drivers or even watchmen if necessary.

 Few Indian workers have such conscientious employers. They do, however, increasingly face similar risks of redundancy, or of failing to find a decent job in the first place. A big part of the challenge stems from automation. According to McKinsey, a consulting firm, machines could eliminate some 52% of India’s jobs if current technology were adopted across the board. This affects not only manufacturing. For the first time in nearly a decade, India’s high-flying IT industry this year laid off thousands of workers. A survey of private-sector workers by the Economic Times, an Indian daily, found 62% agreeing that their job prospects were shrinking.

India’s labour force will soon overtake China as the world’s largest, but the country is struggling to generate opportunities for a workforce with the wrong skills. Slowing economic growth, a decline in investment rates, the shock of economic reforms, a long-term decline in agricultural employment and a faulty education system have combined to reduce the proportion of Indians who hold proper jobs.

India is also in the midst of a demographic transition, as birth rates fall. The share of the population that is of working age is peaking relative to the share of children and old people. That should, as long as jobs are available, lift the rate of economic growth. Yet the proportion of working-age people actually in work has been falling steadily (see chart). India, home to a sixth of humanity, is in danger of forfeiting its “demographic dividend”.
The numbers are daunting. Just to keep unemployment in check, India needs to create some 10m-12m jobs a year. When economic growth is strong, it has just been able to do that: the government’s Labour Bureau estimates that from 2013 to 2015 the economy added 11m jobs a year. A slowdown in the prior two-year period, however, had kept job growth at half that level, leaving a shortfall of 10m jobs. The tipping point seems to be economic growth of about 7%. Ominously, growth has steadily slowed since 2016; in the quarter ending in June it fell to 5.7%, although transitory factors may have played a part in that.

The data on jobs are also unreliable. Officially, India’s jobless rate has hovered at an enviable 4% for many years. But the government is generous in its definition of work. By its own admission, some 35% of workers in 2015—the most recent year for which in-depth surveys are available—had held a job for less than 11 months in the previous year. According to the World Bank, over 30% of Indians between the ages of 15 and 29 are NEETs, “not in education, employment or training”.

This may be an exaggeration. In a country where some 86% of workers are reckoned to be in “informal” employment—ie untaxed and without a contract—counting can be difficult. But the pressure for jobs is real. Last year thousands of Jats, a community in northern India that traditionally owned small farms but has become increasingly urbanised, rioted to press demands for an expanded quota of government jobs. The unrest left 25 dead and briefly severed the main water supply to Delhi, India’s capital. Other castes and ethnic groups have taken similar action in recent years, in the same hope of strong-arming their way into jobs.

Successive Indian governments have tried to tackle the dearth of employment. One massive state program, the world’s largest, doles out millions of temporary make-work jobs in rural areas. The current government has also tried to boost skills. Last year its National Skill Development Corporation trained some 557,000 workers. By its own count, however, only 12% of these trainees found jobs. The central government has also promised to clarify India’s dauntingly complex labour rules: it says it will streamline compliance, and shrink some 44 different labour statutes into four simpler bundles.

The rules are indeed onerous. In many states, firms with more than 100 employees must seek government approval to fire a single worker. As a result, many resort to contractors to fill their payrolls with temporary hires, a solution that evades red tape but produces neither dedicated staff nor a happy workplace. Other companies simply choose to stay small: some 98.6% of non-farm businesses have fewer than 10 workers. This carries a long-term cost in productivity. Indian garment-makers, for example, tend to be tiny. Small wonder that competitors in such countries as Vietnam and Bangladesh, where giant factories are plugged into global supply chains, now far outpace India in exports.

India’s biggest industrial firms have found yet another solution. Surprisingly for a relatively poor country, their factories tend be more capital-intensive than those of their counterparts in China. For example, at a sprawling site outside the southern city of Chennai run by Hyundai, a South Korean firm, some 8,500 workers toil alongside 530 robots. The fully digitised facility turned out 661,000 cars last year, one every 72 seconds. It ranks second in productivity and quality among the firm’s 34 factories around the world; its engine plant is number one. “What we have here is an integrated cascade between suppliers and the assembly line,” says Ganesh Mani, the vice-president for production, “The entire ecosystem has to be in sync.”

Not all Indian workplaces can hope for such efficiency. But if the government does not do more to boost growth and to tip the balance between hiring people and installing robots, the jobs crunch will grow ever more severe. The problem requires not tinkering at the edges, but a concerted effort to put India’s economic ecosystem—from underfunded and poorly run schools, to a hopelessly clogged legal system, to ensnaring webs of red tape, to overburdened infrastructure—in sync.
Source :