Postalstudyroom
Open in Telegram
Show more
📈 Analytical overview of Telegram channel Postalstudyroom
Channel Postalstudyroom (@postalstudyroom) in the English language segment is an active participant. Currently, the community unites 10 705 subscribers, ranking 18 849 in the Education category and 35 254 in the India region.
📊 Audience metrics and dynamics
Since its creation on невідомо, the project has demonstrated rapid growth, gathering an audience of 10 705 subscribers.
According to the latest data from 12 November, 2026, the channel demonstrates stable activity. Although there has been a change in the number of participants by -172 over the last 30 days and by -1 over the last 24 hours, overall reach remains high.
- Verification status: Not verified
- Engagement rate (ER): The average audience engagement rate is 7.98%. Within the first 24 hours after publication, content typically collects 4.26% reactions from the total number of subscribers.
- Post reach: On average, each post receives 854 views. Within the first day, a publication typically gains 456 views.
- Reactions and interaction: The audience actively supports content: the average number of reactions per post is 1.
- Thematic interests: Content is focused on key topics such as guideline, clarification, ldce, aao, gds.
📝 Description and content policy
Channel description not provided.
Thanks to the high frequency of updates (latest data received on 13 November, 2026), the channel maintains relevance and a high level of publication reach. Analytics show that the audience actively interacts with content, making it an important point of influence in the Education category.
10 705
Subscribers
-124 hours
-357 days
-17230 days
Loading data
Similar Channels
Tags Cloud
Incoming and Outgoing Mentions
---
---
---
---
---
---
Attracting Subscribers
November '26Nov '26
November '26
+2
in 0 channels
October '26
+8
in 0 channels
Get PRO
September '26
+21
in 0 channels
Get PRO
August '26
+3
in 0 channels
Get PRO
July '26
+35
in 0 channels
Get PRO
June '26
+122
in 0 channels
Get PRO
May '26
+60
in 0 channels
Get PRO
April '26
+31
in 0 channels
Get PRO
March '26
+6
in 0 channels
Get PRO
February '26
+100
in 0 channels
Get PRO
January '26
+203
in 0 channels
Get PRO
December '25
+74
in 0 channels
Get PRO
November '25
+75
in 0 channels
Get PRO
October '25
+75
in 0 channels
Get PRO
September '25
+88
in 0 channels
Get PRO
August '25
+162
in 0 channels
Get PRO
July '25
+98
in 0 channels
Get PRO
June '25
+77
in 0 channels
Get PRO
May '25
+58
in 0 channels
Get PRO
April '25
+58
in 0 channels
Get PRO
March '25
+106
in 0 channels
Get PRO
February '25
+59
in 0 channels
Get PRO
January '25
+62
in 0 channels
Get PRO
December '24
+102
in 0 channels
Get PRO
November '24
+100
in 0 channels
Get PRO
October '24
+94
in 0 channels
Get PRO
September '24
+206
in 0 channels
Get PRO
August '24
+1 205
in 0 channels
Get PRO
July '24
+765
in 0 channels
Get PRO
June '24
+633
in 1 channels
Get PRO
May '24
+356
in 1 channels
Get PRO
April '24
+299
in 0 channels
Get PRO
March '24
+366
in 0 channels
Get PRO
February '24
+333
in 0 channels
Get PRO
January '24
+450
in 2 channels
Get PRO
December '23
+380
in 2 channels
Get PRO
November '23
+268
in 0 channels
Get PRO
October '23
+339
in 1 channels
Get PRO
September '23
+453
in 0 channels
Get PRO
August '23
+479
in 0 channels
Get PRO
July '23
+322
in 0 channels
Get PRO
June '23
+316
in 0 channels
Get PRO
May '23
+413
in 0 channels
Get PRO
April '23
+181
in 0 channels
Get PRO
March '23
+236
in 0 channels
Get PRO
February '23
+309
in 0 channels
Get PRO
January '23
+354
in 0 channels
Get PRO
December '22
+251
in 0 channels
Get PRO
November '22
+184
in 0 channels
Get PRO
October '22
+227
in 0 channels
Get PRO
September '22
+264
in 0 channels
Get PRO
August '22
+342
in 0 channels
Get PRO
July '22
+399
in 0 channels
Get PRO
June '22
+330
in 0 channels
Get PRO
May '22
+196
in 0 channels
Get PRO
April '22
+127
in 0 channels
Get PRO
March '22
+156
in 0 channels
Get PRO
February '22
+97
in 0 channels
Get PRO
January '22
+138
in 0 channels
Get PRO
December '21
+1 329
in 0 channels
| Date | Subscriber Growth | Mentions | Channels | |
| 13 November | 0 | |||
| 12 November | 0 | |||
| 11 November | 0 | |||
| 10 November | 0 | |||
| 09 November | 0 | |||
| 08 November | 0 | |||
| 07 November | 0 | |||
| 06 November | 0 | |||
| 05 November | 0 | |||
| 04 November | +1 | |||
| 03 November | 0 | |||
| 02 November | 0 | |||
| 01 November | +1 |
Channel Posts
Postalstudy | Post Office Blog | Materials for | Exams
Supreme Court Ruling: Compulsory Retirement Is Neither Punitive Nor Stigmatic – Important Clarification for Government Employees
Supreme Court: Compulsory Retirement Is Neither Punitive Nor Stigmatic – Important Ruling on Government Employees
The Hon’ble Supreme Court of India has held that an order of compulsory retirement is neither punitive nor stigmatic in nature and does not amount to an allegation of misconduct against the concerned government employee.
A Bench comprising Justice Manmohan and Justice Shree Chandrashekhar upheld the Chhattisgarh Government’s decision to compulsorily retire five out of its 14 employees, observing that such decisions are based on the subjective satisfaction of the competent authority regarding whether an employee’s continued retention in service is in the public interest.
Compulsory Retirement Does Not Imply Misconduct
The Supreme Court clarified that compulsory retirement should not be treated as a punishment or disciplinary action. Such an order does not cast any aspersion on an employee’s character or conduct, nor does it establish any finding of misconduct.
The Court observed that the purpose of compulsory retirement is to ensure administrative efficiency and public interest by assessing whether an employee’s continued service remains beneficial to the administration.
Decision Must Be Based on Relevant Material
The Bench further observed that the assessment of whether an officer has become a 'deadwood' or whether their continued service would adversely affect administrative efficiency falls within the domain of the executive authority.
However, the Court emphasised that such a decision cannot be based on mere assumptions, conjectures or personal whims. It must be supported by objective, relevant and available material on record.
Individual Assessment of Employees
The Supreme Court also rejected the argument that compulsory retirement was discriminatory merely because other employees with comparable service records had not been subjected to similar action.
It held that the assessment of an employee’s integrity, efficiency, usefulness and overall service record is an individualised exercise. Each employee must be evaluated independently on the basis of the relevant records pertaining to that particular individual.
Therefore, the fact that one employee is compulsorily retired while another similarly placed employee is retained in service does not, by itself, make the decision unconstitutional or discriminatory.
Background of the Case
The case arose from the Chhattisgarh Government’s 2017 circular concerning compulsory retirement of government employees. The employees challenged the decision before the judiciary.
The Chhattisgarh High Court, through its order dated 12 April 2023, upheld the earlier decision affirming the government's action. The matter subsequently reached the Supreme Court, which upheld the compulsory retirement orders concerning five employees.
Key Takeaways for Government Employees
1. Compulsory retirement is not considered a punishment or disciplinary action.
Postal study for the purpose of postal exams
| 2 | 2,800 and Pay Level 5, covering Head Postmen, Cash Overseers and Mail Overseers.
The representation emphasises that Head Postmen undertake supervisory responsibilities over delivery operations, accountable articles, money order payments and delivery performance.
Cash Overseers handle substantial cash remittances between post offices, treasuries and banks, involving significant financial accountability and security responsibilities.
Similarly, Mail Overseers perform field inspection duties, including inspection of 20 or more Branch Offices and Sub Offices per month, verification of cash balances and investigation of irregularities.
The Union argues that these responsibilities deserve appropriate pay recognition. Overseer Postman as a Senior Supervisory Grade
The proposal introduces Grade III for Overseer Postmen with Grade Pay of Rs. 4,200 and Pay Level 6.
This grade is intended to recognise experienced officials performing field supervision, delivery verification, inspection, vigilance-related functions and reporting responsibilities.
The proposed promotion would be available after four years of regular service in Grade II. New Apex Grade – Public Relations Postman
One of the notable features of the proposal is the creation of a new Grade IV at Grade Pay Rs. 4,600 and Pay Level 7.
This grade would comprise two designations:
1. Caretaker.
2. Public Relations Postman (PR Postman).
Where a separate Caretaker post is not operationally feasible due to the absence of suitable departmental buildings, vehicles or equipment requiring custodial supervision, the Union proposes that the position be utilised as a Public Relations Postman.
The PR Postman would function as an assistant to the Public Relations Inspector of Posts (PRIP), undertaking beat supervision, public grievance management, verification of TA, CEA and medical reimbursement claims, KVIC beneficiary verification and UTI/Mutual Fund KYC verification.
This proposal seeks to create a senior-level functional role for experienced Postman officials while strengthening public relations and field-level verification activities. Additional Duties and Responsibilities to Be Recognised
The representation also highlights the expansion of Postman responsibilities over the years, particularly following the introduction of digital and financial services.
These include:
* India Post Payments Bank (IPPB) services and AePS transactions.
* Doorstep banking and insurance services.
* Aadhaar-related services and Digital Life Certificates.
* Delivery of government welfare benefits under DBT and other schemes.
* E-commerce parcel delivery and reverse logistics.
* Digital data collection and public service facilitation.
The Union has sought formal revision of the Postman job description in the Postal Manual to incorporate these additional responsibilities. Postal study for the purpose of postal exams | 1 055 |
| 3 | Postalstudy | Post Office Blog | Materials for | Exams
NUPE Pushes for Pay Level 7 and Improved Career Progression for Postmen
NUPE Proposes Major Restructuring of Postman Cadre: Four-Grade Promotional Hierarchy with Higher Pay Levels
The National Union of Postal Employees (NUPE), Postmen & MTS Group-C, has submitted a detailed representation to the Committee on Cadre Restructuring of the Postman and Mail Guard cadres, seeking a comprehensive restructuring of the Postman cadre with a clearly defined promotional hierarchy, improved pay levels and recognition of higher responsibilities performed by experienced Postman officials. DownloadProgression for Postmen
The representation, submitted by Shri Nisar Mujawar, General Secretary, NUPE (Postmen & MTS Group-C), to Shri Nirmal Singh, DDG (VP) and Chairman of the Cadre Restructuring Committee, highlights the long-standing grievances of the Postman cadre and proposes a structured promotional mechanism covering the entire cadre. Existing Pay Anomaly in the Postman Cadre
One of the major concerns highlighted by the Union is that the entire sanctioned strength of 59,909 Postman cadre posts continues to remain in the same Grade Pay of Rs. 2,000 under the 6th CPC structure and Pay Level 3 under the 7th CPC.
The Union points out that there is no pay differentiation between a newly recruited Postman and senior officials performing specialised sorting, supervisory, cash conveyance, field inspection and other important responsibilities.
Even officials working as Head Postmen, Cash Overseers, Mail Overseers, Overseer Postmen and Caretakers continue to remain in the same pay level despite their additional responsibilities and years of experience.
According to the representation, this creates a significant disparity between functional responsibilities and financial progression within the cadre. Four-Grade Promotional Structure Proposed
To address this anomaly, NUPE has proposed a four-grade promotional structure above the entry grade, with a systematic promotion ladder and corresponding pay upgradation.
The proposed structure is as follows:
Grade Designation Proposed Grade Pay Pay Level Entry Postman / DSV Rs. 2,000* Level 3 Grade I Sorting Postman Rs. 2,400 Level 4 Grade II Head Postman / Cash Overseer / Mail Overseer Rs. 2,800 Level 5 Grade III Overseer Postman Rs. 4,200 Level 6 Grade IV Caretaker / Public Relations Postman Rs. 4,600 Level 7 The Union has proposed that the entry-grade pay be upgraded from Level 3 to Level 4 through a recommendation to the 8th Central Pay Commission. Promotion Based on Seniority and Fitness
The Union has proposed a linear promotional channel without requiring competitive examinations at any stage.
The eligibility criteria proposed are:
* Entry Grade to Grade I: After 7 years of regular service.
* Grade I to Grade II: After 5 years of regular service in Grade I.
* Grade II to Grade III: After 4 years of regular service in Grade II.
* Grade III to Grade IV: After 2 years of regular service in Grade III.
All promotions are proposed to be made through Departmental Promotion Committees (DPCs) on a seniority-cum-fitness basis. Recognition of Sorting Postmen
The proposal seeks to recognise Sorting Postman as a specialised promotional grade carrying Grade Pay of Rs. 2,400 and Pay Level 4.
Unlike routine PIN-code sorting, Sorting Postmen perform detailed beat-wise sorting by reading complete addresses, identifying individual delivery beats, correcting misdirected articles and handling mail agency operations.
The Union has also highlighted the additional responsibility of cash conveyance assigned to a significant number of Sorting Postmen and seeks appropriate recognition of these specialised duties. Higher Pay for Head Postmen and Overseer Functions
The proposed Grade II carries Grade Pay of Rs. [...] | 885 |
| 4 | Postalstudy | Post Office Blog | Materials for | Exams
India Post Rationalises Parcel Accounting Structure: Major Changes Proposed in APT
Department of Posts Initiates Rationalisation of Parcel Product Accounting Structure in APT
The Department of Posts has initiated steps to rationalise the accounting arrangement for its parcel products in the Automated Postal Technology (APT) system, following the restructuring of the parcel product portfolio and the introduction of India Post Parcel – Last Mile (IPP-LM).
Download Changes Proposed in APt
In this regard, the Parcel Directorate, vide its communication dated 5 October 2026, has requested the Centre for Excellence in Postal Technology (CEPT) to undertake the necessary development and configuration changes in APT to implement the revised accounting structure.
Revised Accounting Structure
As proposed by the Postal Accounts and Finance (PAF) Wing, the revised arrangement provides for the following classification:
1. India Post Parcel – Retail: Existing Account Code 1201003600 will continue, mapped to Head of Account 120100101300100.
2. India Post Parcel – Contractual: Existing Account Code 1201002300 will continue, mapped to the same Head of Account 120100101300100.
3. India Post Parcel – Last Mile (IPP-LM): A separate new Account Code will be created and mapped to Head of Account 120100101220100.
The revised arrangement aims to simplify the accounting structure while retaining the distinction between different parcel products for business monitoring and reporting purposes.
Automatic Account Code Mapping in APT
One of the key requirements is to ensure that the appropriate Account Code is automatically mapped based on the product and customer category at the time of booking or induction. This will eliminate the need for additional manual intervention by booking and field staff, thereby simplifying operational procedures and reducing the possibility of accounting errors.
Separate MIS and Business Reporting
Although India Post Parcel – Retail and India Post Parcel – Contractual will share a common Head of Account, their individual identities must be maintained within APT for Management Information System (MIS) and analytical purposes.
The system must facilitate separate reporting of volume and revenue for:
* India Post Parcel – Retail (IPP-Retail)
* India Post Parcel – Contractual (IPP-Contractual)
* India Post Parcel – Last Mile (IPP-LM)
Additionally, customer-wise, Circle-wise and other relevant business reports must continue to be available as applicable under the existing reporting arrangements.
Separate Identification of IPP-Last Mile
Since IPP-LM has a distinct service construct, tariff structure and operational workflow, the Directorate has emphasised that it should remain separately identifiable across booking, induction, accounting and MIS systems.
The new Account Code, once created and communicated by the PAF Wing, will accordingly be incorporated and mapped in APT.
Postal study for the purpose of postal exams | 839 |
| 5 | Postalstudy | Post Office Blog | Materials for | Exams
APT 2.0: Step-by-Step Guide to Apply for Association Membership Online
IT APT 2.0: Online Facility Introduced for Applying for Association Membership – Step-by-Step Application Guide
The Department of Posts has provided an online facility through the IT APT 2.0 portal to enable employees to apply for membership of their intended association through a simple and convenient digital process.
Download image APT 2.0: Step-by-Step Guide to Apply for Association Membership Online
Employees can submit their membership applications online by following the prescribed steps available under the Self Service module of the IT APT 2.0 portal.
Step-by-Step Procedure to Apply for Association Membership
Step 1: Login to IT APT 2.0 Portal
Log in to the IT APT 2.0 portal using your registered credentials.
Postal study for the purpose of postal exams | 976 |
| 6 | Postalstudy | Post Office Blog | Materials for | Exams
APT 2.0 Impact: Department of Posts Introduces New Workload Assessment Norms for Branch Postmasters
Department of Posts Revises Workload Assessment Norms for Branch Postmasters in View of APT 2.0
New Time-Based Workload Assessment System (TWAS) to replace the existing manual point-based system – Revised norms to be implemented with immediate effect
Download APT 2.0 Impact in PDF
The Department of Posts, Ministry of Communications, Government of India, has issued a significant order dated 06.11.2026 revising the norms for assessment of workload of Branch Postmasters (BPMs) in view of the implementation of APT 2.0 and the increasing digitalisation of postal services.
The revised instructions, issued by the Establishment & Planning Division, supersede the existing workload assessment norms issued on 16.12.2010, which have been in force for more than 15 years.
Postal study for the purpose of postal exams | 862 |
| 7 | store 1,520 posts arbitrarily abolished in the name of rationalisation and cadre review, grant 40% SCF quota promotions to Senior Accountants in the AOA cadre, grant officiating promotion in the AAO cadre from Senior Accountant, provide one-time diversion of vacant Sorter quota to MTS for promotion to LDC and diversion of SA posts to JA.
7. Postman establishment: Stop all unscientific Inter-Divisional Committees (IDCs), fill up all Postman vacancies with LR Postmen and revise Postman delivery norms.
8. Withdrawal of unrealistic targets: Withdraw unrealistic and unscientific targets and fix targets based on local conditions, population, workload, connectivity and available infrastructure.
9. SB and SBCO officials: Merger or control change of SBCO officials should be undertaken with PAO only. Postal study for the purpose of postal exams | 1 013 |
| 8 | Postalstudy | Post Office Blog | Materials for | Exams
PJCA Strongly Opposes Postal Cadre Merger, Submits 12-Point Charter of Demands and Warns of Indefinite Strike
Postal Joint Council of Action (PJCA) Submits Charter of Demands to Postal Directorate – Strong Opposition to Proposed Cadre Merger New Delhi, 04 November 2026: The Postal Joint Council of Action (PJCA), comprising the National Federation of Postal Employees (NFPE), Federation of National Postal Organisations (FNPO), All India Grameena Dak Sevak Union (AIGDSU) and National Union of Grameen Dak Sevaks (NUGDS), has strongly opposed the proposed unification of various postal cadres with the Postal Assistant (Post Office) [PA (PO)] cadre. Download Indefinite Strike
In a letter dated 04.11.2026, addressed to the Secretary and Director General, Department of Posts, the PJCA expressed its serious concerns over the proposed merger/unification of the cadres of Sorting Assistant (SA), Postal Assistant (Circle Office/Regional Office), Postal Assistant (SBCO) and Postal Assistant (Foreign Post Office) with the PA (PO) cadre, including their respective supervisory posts. Strong Opposition to Cadre Merger
The Federations pointed out that each of these cadres has its own distinct functional responsibilities, service requirements, organisational identity, promotional avenues and career progression. They cautioned that merging these cadres into a single unified cadre would adversely affect their separate identities and legitimate service interests.
The PJCA demanded that the existing identities of all cadres be retained and that cadre restructuring be undertaken separately for each category, with effect from 01.01.2016, without disturbing the existing cadre structure and promotional hierarchy already implemented for the PA (PO) cadre.
The letter further stated that despite detailed deliberations and firm representations made during the meeting held at the Directorate on 03.11.2026, no categorical assurance was given regarding the withdrawal of the proposed merger/unification. Several other important issues raised by the Federations also remained unresolved. PJCA Decides to Pursue Issues Through a United Platform
Expressing dissatisfaction over the lack of concrete assurances, both Federations decided to revive the Postal Joint Council of Action (PJCA) and jointly pursue the outstanding issues through a united organisational platform.
The PJCA has also decided to submit a comprehensive Charter of Demands to the Department, seeking a time-bound resolution of all outstanding issues within 15 days, through meaningful discussions with the PJCA at an appropriate level of the Department. Major Demands of the PJCA
The Charter of Demands contains the following 12 important issues:
1. Withdrawal of the proposed cadre merger: Stop the proposed merger/unification of SA, PA (CO/RO), PA (SBCO) and PA (FPO) cadres with PA (PO), including their respective supervisory posts. Maintain the separate identity of all cadres and finalise cadre restructuring for the remaining categories.
2. One Head Office for one District: Drop the proposal of the one Head Office for one District concept.
3. Postal and RMS Divisions: Stop the proposed merger of Postal Divisions and RMS Divisions and the bifurcation of Maharashtra and Uttar Pradesh Circles.
4. Separate GDS Judicial Committee: Constitute a separate GDS Judicial Committee for comprehensive revision of pay, allowances and service conditions of GDS employees.
5. Protection of departmental establishments: Stop destabilisation of the Postal Department's establishment. Any shifting or destablishing of employees of any wing, if inevitable, should be undertaken only with the willingness of the employees.
6. PAO and Accounts cadre issues: Stop any hidden move towards decentralisation of PAOs, re[...] | 1 090 |
| 9 | Postalstudy | Post Office Blog | Materials for | Exams
Department of Posts: GDS July 2026 Engagement Orders to Be Issued Only After Successful Verification of Certificates and Police Reports
Department of Posts Issues Fresh Instructions for GDS Online Engagement Schedule-II, July 2026 – Engagement Orders Subject to Verification
The Department of Posts has issued fresh instructions regarding the issuance of provisional/regular engagement orders for candidates selected under the GDS Online Engagement Schedule-II, July 2026.
Download GDS July 2026 Recruitment in PDF
In a communication dated 04.11.2026, bearing No. 17-12/2026-GDS, the GDS Section of the Department of Posts, Ministry of Communications, Government of India, has directed all Heads of Circles to ensure that engagement orders are issued only after successful verification of all requisite documents and reports.
Postal study for the purpose of postal exams | 870 |
| 10 | Postalstudy | Post Office Blog | Materials for | Exams
Directorate Directs All Circles to Clear Pending GDS Cases in APT 2.0 and Legacy Portal – Strict Deadlines Fixed for CCE and Vacancy Capturing
DEPARTMENT OF POSTS ISSUES STRICT DIRECTIONS FOR CLEARANCE OF PENDING GDS CASES IN APT 2.0 AND LEGACY PORTAL – VACANCY CAPTURING TO BEGIN IMMEDIATELY
Directorate fixes deadlines for disposal of pending cases, vacancy capturing and submission of reasons for rejection of claims under the ongoing CCE Cycle.
DownloadVacancy Capturing
The Department of Posts, Ministry of Communications, Government of India, has issued important instructions to all Heads of Circles for expediting the clearance of pending cases in APT 2.0 and the Legacy Portal and ensuring timely preparation for vacancy capturing under the ongoing Competitive/Combined CCE (CCE) Cycle.
In a communication dated 04.11.2026, bearing File No. 17-33/2025-GDS-Part(1), the Directorate has prescribed specific deadlines and directed all Circles to ensure strict compliance.
The instructions have been issued with the objective of completing pending administrative processes, initiating vacancy capturing and ensuring the smooth functioning of the CCE Portal.
1. Clearance of All Pending Cases in APT 2.0 by 10.11.2026
All Circles have been directed to ensure that every pending case in APT 2.0 is duly processed and decided by the DPS/PMG/CPMG at RO/CO level on or before 10th November 2026.
Postal study for the purpose of postal exams | 968 |
| 11 | ct from 01.07.2026.
FNPO argues that the present situation clearly demonstrates the need for structural correction in the existing pay and pension arrangements.
Employees and pensioners should not be compelled to wait until the final implementation of the 8th CPC recommendations while continuously facing inflationary pressures and increasing household expenses.
Therefore, immediate interim financial relief has become essential. 4. Three Major Demands Placed Before the 8th CPC
FNPO has earnestly requested the 8th Central Pay Commission to recommend the following measures: 1. Merger of 50% DA/DR
Merger of 50% Dearness Allowance with Basic Pay and 50% Dearness Relief with Basic Pension, with effect from 01.01.2026. 2. Additional Interim Relief
Grant of additional Interim Relief to all Central Government employees and pensioners on the lines of the 4th and 5th Pay Commission precedents, pending implementation of the 8th CPC recommendations. 3. Financial Benefits from 01.01.2026
Extension of the above benefits with effect from 01.01.2026, with appropriate adjustments while implementing the final pay and pension revision. 5. FNPO Seeks Early and Favourable Consideration
Concluding its representation, FNPO has requested the 8th Central Pay Commission to appreciate the extraordinary financial difficulties faced by Central Government employees and pensioners due to war-related economic disruptions, rising prices of essential commodities and continuing inflation.
The Federation has sought an early and favourable recommendation to provide meaningful interim financial relief to lakhs of Central Government employees and pensioners. Postal study for the purpose of postal exams | 893 |
| 12 | Postalstudy | Post Office Blog | Materials for | Exams FNPO Demands 50% DA/DR Merger with Basic Pay and Pension and Additional Interim Relief from 01.01.2026 – Representation to 8th Central Pay Commission FNPO DEMANDS MERGER OF 50% DA/DR WITH BASIC PAY/PENSION AND ADDITIONAL INTERIM RELIEF FOR CENTRAL GOVERNMENT EMPLOYEES AND PENSIONERS FNPO submits fresh representation to the 8th Central Pay Commission seeking immediate financial relief amid rising inflation and war-related economic disruptions. Doonload 8th Central Pay Commission
The Federation of National Postal Organisations (FNPO) has once again raised an important demand for the financial protection of Central Government employees and pensioners by submitting a detailed representation to the Chairperson of the 8th Central Pay Commission, Smt. Justice Ranjana Prakash Desai, on 3rd November 2026.
The representation was submitted by Shri Sivaji Vasireddy, Secretary General, FNPO, requesting the Commission to recommend the merger of 50% Dearness Allowance (DA) with Basic Pay and 50% Dearness Relief (DR) with Basic Pension, along with the grant of additional Interim Relief (IR), pending implementation of the recommendations of the 8th Central Pay Commission.
The demand has been raised in view of unprecedented inflation, increasing prices of essential commodities and economic disruptions arising from ongoing international conflicts and war-related developments. 1. Precedents Set by Earlier Pay Commissions
FNPO has pointed out that the provision of Interim Relief during the intervening period of pay revision is not new. Earlier Pay Commissions had recognised the importance of providing financial relief to employees before the implementation of revised pay structures.
The representation highlights the following precedents:
* 4th Central Pay Commission: Recommended Interim Relief at 10% of Basic Pay, subject to a minimum of ₹50 per month, effective from 01.03.1985.
* 5th Central Pay Commission: Recommended Interim Relief at 10% of Basic Pay, subject to a minimum of ₹100 per month, with further instalments subsequently granted.
* 6th Central Pay Commission: Its Terms of Reference specifically included examining the desirability and need for granting Interim Relief pending final recommendations.
Citing these precedents, FNPO has emphasised that Interim Relief is an important mechanism to protect the purchasing power of employees and pensioners while awaiting comprehensive pay revision. 2. Rising Inflation and War-Related Economic Disruptions
The representation draws attention to the difficult economic conditions arising from ongoing international conflicts, particularly in the Middle East, geopolitical tensions and disruptions in global supply chains and international trade routes.
The resulting increase in energy prices, crude oil, shipping and transportation costs has placed additional pressure on the prices of essential commodities.
Employees and pensioners are facing increased expenditure on:
* Food grains, pulses and vegetables.
* Edible oils and LPG.
* Electricity and medicines.
* Healthcare and education.
* House rent and daily household necessities.
The representation also refers to the World Bank's Commodity Markets Outlook dated 28.10.2026, which projects a 23% increase in overall commodity prices during 2026, with energy prices projected to rise by 32%.
It further cites India's September 2026 retail inflation at 5.54%, while food inflation stood at 7.74%.
FNPO has pointed out that these developments have considerably increased the financial burden on salaried employees and pensioners, resulting in a continuous erosion of their purchasing power. 3. DA/DR at 63% – Need for Immediate Financial Relief
The representation highlights that Dearness Allowance and Dearness Relief have reached 63% with effe[...] | 589 |
| 13 | the people. A Post Office is not merely a revenue-generating establishment; it is an essential public service centre. 4. Merger of PA (CO/RO), Sorting Assistant and PA (PO) Cadres – Strong Opposition by Staff Side
One of the most sensitive and significant agenda items was the proposed merger of PA (CO/RO) and Sorting Assistant cadres with the PA (PO) cadre.
The staff side categorically opposed the proposal.
The Department reportedly cited the reluctance of RMS officials to accept LSG and HSG promotions because of the possibility of transfers to other stations as one of the reasons for considering the merger.
FNPO representatives strongly contested this justification and highlighted the possible adverse consequences for employees, including:
* Loss of independent cadre identity.
* Adverse impact on promotional avenues and career progression.
* Complications concerning seniority and existing service conditions.
* Differences in the nature of duties and responsibilities.
* Uncertainty regarding the future career prospects of Sorting Assistants and other affected employees.
The staff side firmly maintained that genuine issues concerning promotions and transfers should be resolved through suitable administrative measures rather than by merging independent cadres.
The existing cadre identity, seniority, promotional rights and service conditions of Sorting Assistants and other affected employees must be protected. 5. FNPO Calls for Suggestions and Objections from All Circles and Divisions
At the conclusion of the meeting, the Member (Personnel) requested the staff-side representatives to submit comprehensive suggestions, observations and objections regarding the proposals discussed.
FNPO reiterated its commitment to protecting the interests of postal employees, preserving the existing postal network and safeguarding the independent identity of various cadres.
All Circle Secretaries, Divisional Secretaries and CHQ office bearers have been requested to examine the proposals carefully, discuss their implications at their respective levels and forward their valuable suggestions and objections to CHQ at the earliest. Postal study for the purpose of postal exams | 721 |
| 14 | Postalstudy | Post Office Blog | Materials for | Exams
FNPO Strongly Opposes Postal Network Rationalisation and Cadre Merger – Key Issues Discussed at Directorate Meeting on 3rd November 2026
FNPO STRONGLY OPPOSES UNJUSTIFIED POSTAL NETWORK RATIONALISATION AND CADRE MERGER – KEY ISSUES DISCUSSED AT DIRECTORATE MEETING ON 03.11.2026
A crucial meeting was held at the Department of Posts Directorate on 3rd November 2026 to deliberate on major proposals concerning the rationalisation of Head Offices (HOs) and Sub Offices (SOs), Online Establishment Review and the proposed merger of PA (CO/RO), Sorting Assistant (SA) and PA (PO) cadres.
The meeting was chaired by the Member (Personnel) in the presence of the DDG (Establishment). The Secretary, Department of Posts, also joined the meeting during its concluding session.
A delegation of FNPO, comprising its Secretary General, office bearers and representatives of various affiliated unions, participated in the discussions and strongly articulated the concerns of postal employees. 1. Rationalisation of Head Offices – FNPO Opposes Unnecessary Reduction
The Department presented its proposal for rationalising the existing network of Head Offices and Sub Offices. The staff side strongly opposed any arbitrary reduction or downgrading of existing Head Offices.
FNPO representatives highlighted that:
* There are presently 810 Head Offices against 746 districts across the country.
* Even under the proposed norm of one Head Post Office per district, the excess would be only 41 Head Offices.
* By adopting a norm of 25 Sub Offices per Head Office and rationally redistributing the Sub Offices, all existing Head Offices could be retained.
The staff side questioned the justification for reducing the number of Head Offices and rejected the argument that administrative work involved in preparing Last Pay Certificates (LPCs) for transferred officials could be a reason for such restructuring.
It was firmly conveyed that administrative convenience cannot become a justification for weakening the existing postal infrastructure. 2. Online Establishment Review – APT 2.0 Data Is Not Enough
The proposed Online Establishment Review was another important issue discussed during the meeting.
FNPO representatives pointed out that several manual activities and responsibilities performed by postal employees are not adequately captured in APT 2.0.
Consequently, assessing staff requirements exclusively on the basis of available APT 2.0 data would result in an incomplete and potentially misleading picture of the actual workload of individual offices.
The staff side emphasised that any establishment review must consider ground realities, additional responsibilities, manual activities and the actual service requirements of each office.
The DDG (Establishment) advised all recognised associations to submit their detailed suggestions, observations and objections in writing to the Directorate. 3. Proposed Closure of Sub Offices – Public Interest Must Prevail
The Department explained its proposal to identify Sub Offices for closure based on the following criteria:
* Sub Offices not generating revenue.
* Sub Offices located within 2 km of another office in urban areas.
* Sub Offices located within 3 km of another office in rural areas.
The staff side expressed serious reservations about these criteria.
FNPO representatives strongly emphasised that the importance of a Post Office cannot be determined merely by its revenue generation or geographical proximity to another office.
Post Offices are essential public service institutions, particularly for rural populations, remote communities and economically weaker sections.
The closure of any Post Office must be considered only after evaluating public convenience, accessibility, social responsibilities and the actual needs of [...] | 574 |
| 15 | merely by its revenue generation or geographical distance from another Post Office.
Post Offices provide essential public services, particularly to rural and remote populations. Their social responsibilities and public-service obligations must also be taken into consideration before proposing any closure. 4. Proposed Merger of PA (CO/RO), SA and PA (PO) Cadres – Strong Objections
The proposed merger of the cadres of PA (CO/RO), Sorting Assistant (SA) and PA (PO) was another major agenda item.
The staff-side representatives strongly objected to the proposal and raised concerns regarding its implications for the existing cadre structure and the service interests of employees.
The Department's primary justification for considering the merger was reportedly that RMS officials were reluctant to accept LSG and HSG promotions due to the fear of transfers.
The staff side strongly questioned this reasoning.
It was maintained that genuine problems relating to promotions and transfers should be resolved through appropriate administrative measures rather than by merging established cadres.
Any such restructuring must not adversely affect the cadre identity, promotional avenues, seniority and career progression of employees. 5. Meeting Concludes with Appeal for Written Suggestions
The meeting concluded with the Member (Personnel) appealing to the staff-side representatives to submit their detailed suggestions and views on the proposals to the Directorate.
The associations are expected to place their objections and recommendations in writing so that the concerns of employees can be formally considered by the Department. Message to the Postal Fraternity
The proposed rationalisation of Head Offices and Sub Offices and the merger of existing cadres are important issues that may have far-reaching consequences for postal employees and the functioning of the Department.
The staff side has strongly conveyed its reservations and made it clear that administrative restructuring should not become a reason for weakening the existing postal network or adversely affecting the legitimate service interests of employees. Unity, collective representation and constructive engagement are essential to safeguard the postal network, protect cadre identity and preserve the promotional avenues and service conditions of postal employees. Postal study for the purpose of postal exams | 741 |
| 16 | Postalstudy | Post Office Blog | Materials for | Exams
Postal Directorate Meeting on 03.11.2026: P3 and Supervisor Associations Strongly Oppose HO Rationalisation, SO Closures and Proposed Cadre Merger
Postal Directorate Meeting on 03.11.2026: P3 and Supervisor Associations Strongly Oppose HO Rationalisation, SO Closures and Cadre Merger New Delhi, 3 November 2026: An important meeting was held at the Postal Directorate on 3 November 2026 to discuss two major issues concerning the future of the postal network and the service conditions of postal employees:
1. Rationalisation of Head Offices (HOs) and Sub Offices (SOs).
2. Proposed merger of the cadres of Postal Assistants (PA – CO/RO), Sorting Assistants (SA) and Postal Assistants (PA – PO).
The meeting was chaired by the Member (Personnel) and DDG (Establishment). The Secretary, Department of Posts, also joined the meeting towards the end. Representatives of Staff Side
The following representatives participated in the meeting:
* Comrade Naresh Gupta, General Secretary, P3, NFPE.
* Comrade Indrajit Pandey, Deputy General Secretary, P3.
* Comrade Vinay Joshi, General Secretary, Postal Supervisors Association.
* Comrade Senthil Kumar, Assistant General Secretary of both P3 and Postal Supervisors Association.
The staff-side representatives strongly placed their reservations and objections before the Department regarding the proposed changes. 1. Rationalisation of Head Offices – No Justification for Reduction
The Department explained its proposal to rationalise the existing number of Head Offices and Sub Offices.
The staff side strongly expressed its reservations and argued that there was no compelling justification for reducing the existing number of Head Offices.
The representatives highlighted the following facts:
* There are 746 districts and 810 Head Offices in the country.
* Even if the proposed norm of "One District – One Head Post Office" is implemented, only 41 Head Offices would be in excess.
* If the norm of 25 Sub Offices per Head Office is applied and Sub Offices are distributed rationally, all existing Head Offices can be retained.
Therefore, the staff side questioned the need to reduce or downgrade any existing Head Office.
The representatives also strongly objected to the Department's argument that recurring administrative work relating to the preparation of Last Pay Certificates (LPCs) for transferring officials in Head Offices was a reason for rationalisation.
They maintained that such a minor administrative consideration cannot justify the reduction of an important postal establishment. 2. Online Establishment Review – Actual Workload Must Be Considered
Regarding the proposed Online Establishment Review, the staff side pointed out that several manual activities performed by postal employees are not captured in the APT 2.0 system.
Consequently, any establishment review based solely on APT 2.0 data would not present the actual workload and manpower requirements of different offices.
The representatives stressed that all manual activities, operational responsibilities and ground-level requirements must be considered before arriving at any decision on establishment strength.
The DDG (Establishment) advised all associations to submit their detailed suggestions and objections in writing to the Directorate. 3. Proposed Closure of Sub Offices – Staff Side Raises Concerns
The Department also explained its proposal to close Sub Offices based on the following criteria:
* Sub Offices not generating revenue.
* Sub Offices located within a distance of 2 km in urban areas.
* Sub Offices located within a distance of 3 km in rural areas.
The staff side expressed serious concerns over these proposed criteria.
It was emphasised that the importance of a Post Office cannot be determined [...] | 956 |
| 17 | other office.
Post Offices provide essential public services, particularly to rural populations, senior citizens, pensioners and people living in remote areas. Their social and public-service responsibilities must be given due importance while considering any rationalisation exercise.
A Post Office is not merely a revenue-generating establishment; it is an essential public-service institution. 4. Proposed Cadre Merger – PA (CO/RO), Sorting Assistant and PA (PO)
One of the most significant and contentious issues discussed was the proposed merger of the following cadres:
* Postal Assistant (Circle Office/Regional Office).
* Sorting Assistant (RMS).
* Postal Assistant (Post Office).
The staff side strongly opposed the proposed merger and raised concerns regarding its impact on the existing cadre structure, promotional opportunities, service conditions and career progression of employees.
The Department reportedly cited the reluctance of RMS officials to accept LSG and HSG promotions due to the possibility of transfers as one of the reasons for considering cadre merger.
The staff-side representatives strongly questioned this justification.
They maintained that genuine issues relating to promotional avenues and transfer policies should be addressed through suitable administrative measures. Such problems cannot be resolved by restructuring and merging established cadres, which may adversely affect the legitimate service interests of employees.
The representatives emphasised the need to protect the existing cadre identity, seniority arrangements and promotional prospects of employees. 5. Directorate Seeks Written Suggestions from Associations
At the conclusion of the meeting, the Member (Personnel) appealed to the staff-side representatives to submit their detailed views, suggestions and objections on the proposals to the Postal Directorate.
The associations have thus been given an opportunity to place their concerns formally before the Department. Postal study for the purpose of postal exams | 542 |
| 18 | Postalstudy | Post Office Blog | Materials for | Exams
Postal Directorate Meeting: Staff Side Strongly Opposes HO Rationalisation, SO Closures and Merger of PA (CO/RO), SA and PA (PO) Cadres
Postal Directorate Meeting on 3 November 2026: Staff Side Strongly Opposes HO Rationalisation, SO Closures and Cadre Merger Proposals New Delhi, 3 November 2026: An important meeting was held at the Postal Directorate on 3 November 2026 to discuss the proposed rationalisation of Head Offices (HOs) and Sub Offices (SOs), online establishment review and the proposed merger of the cadres of Postal Assistants (PA) in Circle/Regional Offices (CO/RO), Sorting Assistants (SA) and Postal Assistants (PA) in Post Offices.
The meeting was chaired by the Member (Personnel), in the presence of DDG (Establishment). The Secretary, Department of Posts, also joined the meeting towards its conclusion.
Representing R-IV, NFPE, Comrades K. Mukthar Ahmed, General Secretary, R-IV; Kamal, Assistant General Secretary; and Naveen Kumar, Assistant Circle Secretary, Delhi Circle, participated in the discussions and strongly placed the concerns and objections of postal employees before the Directorate. 1. Rationalisation of Head Offices – Staff Side Opposes Unnecessary Reduction
The Department explained its proposal to rationalise the existing network of Head Offices across the country. However, the staff side strongly opposed any unnecessary reduction or downgrading of existing Head Offices.
The representatives highlighted the following important facts:
* At present, there are 810 Head Offices against 746 districts in the country.
* Even if the proposed norm of "One District – One Head Post Office" is adopted, the excess would amount to only 41 Head Offices.
* By rationally distributing Sub Offices and applying the proposed norm of 25 Sub Offices per Head Office, all existing Head Offices can be retained.
The staff side questioned the justification for reducing the number of Head Offices when the existing network can be rationally reorganised without affecting the offices.
The representatives also strongly objected to citing recurring administrative work, such as preparation of Last Pay Certificates (LPCs) for officials transferred from Head Offices, as a justification for rationalisation. Such routine administrative requirements cannot be a valid reason for closing or downgrading important Head Offices. 2. Online Establishment Review – Actual Workload Must Be Considered
The proposed Online Establishment Review was another important issue discussed during the meeting.
The staff side pointed out that several manual activities and responsibilities performed by postal employees are not adequately captured in the APT 2.0 system.
Therefore, an establishment assessment based exclusively on the data available in APT 2.0 would fail to reflect the actual workload, operational responsibilities and manpower requirements of various postal offices.
The representatives emphasised that any establishment review must consider the complete range of duties performed by employees rather than relying solely on computer-generated workload statistics.
DDG (Establishment) advised all recognised associations to submit their detailed suggestions, objections and recommendations in writing to the Directorate. 3. Proposed Closure of Sub Offices – Serious Concerns Raised
The Department explained its proposal to identify Sub Offices for closure based on the following criteria:
* Sub Offices not generating revenue.
* Sub Offices situated within a distance of 2 km in urban areas.
* Sub Offices situated within a distance of 3 km in rural areas.
The staff side expressed serious reservations about these criteria.
It was strongly argued that the importance of a Post Office cannot be determined merely by its revenue generation or geographical distance from an[...] | 593 |
| 19 | Postalstudy | Post Office Blog | Materials for | Exams
Digital Life Certificate Campaign 5: Nationwide Drive from 1st to 30th November 2026 – 785 District Post Offices to Participate, Target of 2.30 Crore DLCs
Digital Life Certificate Campaign 5: Department of Posts to Conduct Nationwide Campaign from 1st to 30th November 2026
The Department of Pension & Pensioners’ Welfare (DoPPW), Ministry of Personnel, Public Grievances & Pensions, is conducting the 5th Nationwide Digital Life Certificate (DLC) Campaign from 1st November to 30th November 2026 across the country.
This is the biggest-ever Digital Life Certificate campaign, covering approximately 2,000 districts and cities, with the objective of making life certificate submission easier and more accessible for pensioners, particularly elderly pensioners living in remote areas.
1. Ambitious Targets for Digital Life Certificates
The campaign has adopted a saturation-based approach with the following targets:
* 2.30 crore Digital Life Certificates (DLCs).
* 1.50 crore Face Authentication-based Digital Life Certificates.
* Coverage across approximately 2,000 districts and cities throughout India.
The initiative aims to promote digital empowerment among pensioners through the use of Face Authentication technology.
2. Department of Posts to Play a Key Role
A coordinated, whole-of-government approach is being adopted with the participation of various organisations, including:
* 19 Banks.
* 785 District Post Offices.
* 56 Pensioners’ Welfare Associations.
* Ministry of Electronics and Information Technology (MeitY).
* UIDAI.
* Central Government departments.
* Railways.
* Department of Telecommunications (DoT).
* Employees' Provident Fund Organisation (EPFO).
* State Governments.
The extensive participation of the Department of Posts and India Post Payments Bank will help extend Digital Life Certificate services to pensioners, especially those residing in rural, remote and underserved locations.
3. Face Authentication Technology – A Major Focus
One of the major highlights of this campaign is the promotion of Face Authentication technology for generating Digital Life Certificates.
The Ministry of Electronics and Information Technology and UIDAI will provide technical support during the campaign.
Face Authentication offers a simple, seamless and fast method of generating DLCs using smartphones. The facility is available on both Android and iOS platforms, making it convenient for elderly pensioners.
This technology reduces the need for pensioners to visit banks or other offices physically for submission of their life certificates.
4. Special Camps and Doorstep Services
The campaign will be conducted in an 'Utsav' mode by organising special camps and providing a bouquet of services to pensioners.
The services will include:
* Digital Life Certificate generation.
* Aadhaar-related support.
* Health check-up camps.
* Doorstep services wherever required.
* Assistance in resolving grievances relating to Digital Life Certificates.
Grievance officers will also be available to ensure immediate resolution of DLC-related issues.
5. Publicity and Awareness Campaign
Doordarshan, All India Radio and Press Information Bureau teams will actively support the campaign through audio, visual and print publicity.
Awareness activities will include SMS campaigns, social media posts using #DLCCampaign5, jingles and short films to encourage pensioners to adopt digital life certificate facilities.
Postal study for the purpose of postal exams | 503 |
| 20 | Postalstudy | Post Office Blog | Materials for | Exams
Departmental Examinations from 2027: Online Applications Made Mandatory for PA/SA, PM/MG & MTS Promotions – Uniform Eligibility Rules to Be Followed
Department of Posts Streamlines LDCE/CE Procedures for PA/SA and PM/MG & MTS Promotions – New Online Application System from 2027
The Department of Posts has issued fresh instructions to streamline the procedures for conducting Limited Departmental Competitive Examinations (LDCEs) and Competitive Examinations (CEs) for promotion to the cadres of Postal Assistant (PA), Sorting Assistant (SA), Postmaster (PM), Mail Guard (MG) and Multi-Tasking Staff (MTS).
Download Rules to Be Followed in PDF
In this regard, the Chief Postmaster General, Tamil Nadu Circle, Chennai, has issued a communication vide Letter No. REP/4-1/MiscDlgs dated 29.10.2026, addressed to all Regional Heads and concerned Divisional/Unit Heads, referring to Directorate Letter No. DE-27-2/2026-DE-DOP dated 27.10.2026.
1. Online Application System from 2027
With effect from the year 2027 onwards, applications for all decentralised departmental examinations shall mandatorily be submitted through the Online Application Processing Module developed by CEPT.
All concerned offices have been instructed to take necessary preparatory action to ensure readiness for the implementation of this online application module.
2. Uniform Application of Eligibility Conditions
The eligibility conditions prescribed under the applicable Recruitment Rules and departmental instructions must be applied uniformly across all Divisions and Units within the Circle.
Particular attention must be given to ensuring consistency in determining qualifying service and other relevant eligibility conditions, including:
* Reckoning of the date of joining.
* Counting of the training period, wherever applicable.
* Verification of qualifying service.
* Uniform application of the relevant Recruitment Rules and departmental instructions.
Postal study for the purpose of postal exams | 649 |
