Press Information Bureau
Government of India
Ministry of Communications
28-December-2017 13:21 IST
Government of India
Ministry of Communications
28-December-2017 13:21 IST
Year End Review-2017: Ministry of Communications
Important
Achievements of DoT in the year 2017
1.
Launch of National EMF Portal: Department
of Telecommunications (DoT) has launched Tarang Sanchar, a web portal of
information sharing on Mobile Towers and EMF Emission Compliances, with a view
to generate confidence and conviction with regard to safety and harmlessness
from mobile towers, clearing any myths and misconceptions. The portal can be
accessed at www.tarangsanchar.gov.in.
The EMF portal provides a public interface where an easy map-based search
feature has been provided for viewing the mobile towers in vicinity of any
locality. By click of a button, information on EMF compliance status of mobile
towers can be accessed. Detailed information about any tower site, if
requested, will be sent on email to the users. Additionally, any person can
request for EMF emission measurement at a location by paying a nominal fee of
₹4000/- online. Local Telecom Enforcement Resource and Monitoring (TERM)
field unit of DoT will conduct the test (the requestor can be present, if he so
desires) and the test reports will be provided. The portal also has ‘EMF
Overview’ and ‘Learn’ Sections, which provide numerous articles, booklets and
videos, to further educate the citizens about EMF and coverage of telecom
services. Public can also access the ‘DoT Initiatives section’ which has
various leaflets, articles and Frequently Asked Questions. The portal has the
complete collated technical details of over 16.33 lakh base stations (BTSs),
spread across the country, of all technologies (2G, 3G, 4G etc.) and of all
Telecom Service Providers (TSPs).
2.
Public Awareness Programmes on EMF
emission issue: The nation-wide Awareness
Programme, on EMF Emissions & Telecom Towers to build a direct bridge of
engagement between different stakeholders and to fill the information gap with
scientific evidence, initiated by DoT in 2016-17, have further been followed up
at sub-state level by the TERM field units of DoT so that more and more people
are made aware about the scientific facts on health effects of EMF emissions
from mobile towers. Pamphlets/Information Brochures on various topics related
to EMF have also been published and distributed in various regional languages.
These programmes have helped in bringing lot of clarity on this issue and
resulted in reduction of new court cases, public grievances and RTI on the
related matters.
3.
Launch of Satellite based mobile
services through Satellite Gateway M/s BSNL: The
Department of Telecommunications granted a License under ‘Suigeneris’ category
to M/s BSNL on 25.08.2014 for “Provision and Operation of Satellite based
service using Gateway installed in India” with all India service area on
non-exclusive basis. This work has been carried out by M/s BSNL in partnership
with M/s INMARSAT and the Satellite Gateway has been installed at Ghaziabad,
UP. The Satellite mobile services through the BSNL Gateway have been
inaugurated on 24.05.2017. This is a quantum leap in the field of
Telecommunications to connect the un-connected through the provisioning of
satellite mobile services across the country. The services are being
provisioned in phased manner initially for the government agencies such as
Defence Services, Disaster Management Authorities, Parliamentary Forces,
Railways, PSUs etc. and subsequently for the common public.
4.
Launching of schemes under Skill Development:
Hon’ble MoSC (IC) has launched two schemes in the domain of Skill
Development in Telecom Sector to commemorate the Birth Centenary of Pandit Deen
Dayal Upadhayaji as under:
(i)
Pandit Deendayal Upadhyaya Sanchar
Kaushal Vikas Pratisthans Scheme - It is a
Pilot scheme which proposes to create the skill development training centres
that will be opened in various rural, backward and other needy areas and will
be named as “Pandit Deendayal Upadhyaya Sanchar kaushal Vikas Pratisthans”.
Initially in the Pilot phase, it is proposed to start 10 such centres to impart
skill development trainings to 10,000 candidates taking the necessary training
infrastructure from BSNL/other PSUs/Government Organisations/Private entities
etc. Subsequently, as the scheme succeeds it will be spread to open more
‘Pandit Deendayal Upadhyaya Sanchar Kaushal Viksa Pratisthans’ across the
nation.
(ii)
Pandit Deendayal Upadhyaya Telecom Skill
Excellence Awards schems: This scheme is aimed to
recognize the special contributions of citizens of India in the areas of
Telecom Skilling, Telecom Services, Telecom Manufacturing, Telecom Applications
in deploying telecom dependent sectoral solutions for different fields such as
agriculture, commerce, health, education etc.
The Scheme shall have
following cash awards and citation to be given annually. :
|
|
Types
of prizes
|
Cash
Award
|
No
of awards
|
|
1
|
First Prize
|
Rs
50,000/-
|
01
|
|
2
|
Second Prize
|
Rs
30,000/-
|
02
|
|
3
|
Third Prize
|
Rs
20,000/-
|
05
|
(iii)
In order to generate additional Skilled
Manpower, Department of Telecom through its PSUs namely Bharat Sanchar Nigam
Limited (BSNL), Mahanagar Telephone Nigam Limited (MTNL), Telecommunications
Consultants India Ltd (TCIL) and ITI ltd. has achieved the following:-
|
Sl no
|
Organization
|
Achievements till November 2017 except MTNL
|
|
1.
|
BSNL
|
26255
|
|
2.
|
MTNL
|
1626
|
|
3.
|
TCIL
|
76
|
|
4.
|
ITI
|
1593
|
|
|
Total
|
29,550
|
5.
Growth in Telecom Sector:
(i)
The growth of Telecom Sector in our
country has been remarkable over the last few years as a result of key reforms
and initiatives undertaken by the Department of Telecommunications. The
industry has also wholeheartedly participated in the development efforts. From
898.02 million in 2012-13, total telecom connections in the country reached
1194.99 million in 2016-17, registering a growth of 33.07%. As on end of
September 2017, the total subscription stood at 1207.04 million out of which
501.99 million connections were in the rural areas and 705.05 million in the
urban areas. Wireless telephony now constitutes 98.04% of all subscriptions
whereas share of landline telephones now stands at 1.96% at the end of
September 2017.The overall tele-density in India is now at a high of 93.42%
with tele-density in rural areas being 56.78% and that in urban areas at
172.86%.
(ii)
The Government has placed considerable
emphasis on growth of internet and broadband in the country as part its Digital
India campaign. The number of Internet subscribers (both broadband and
narrowband put together) which was 422.18 million at the end of March, 2017
increased to 431.21 million by the end of June'17. The number of subscribers
accessing internet via wireless phones etc. was 409.55 million at the end of
June'17. The number of wired Internet subscribers was 21.67 million at the end
of June'17. The number of Broadband subscribers was 300.84 million at the end
of June, 2017. There was a net increase of 9.03 million in the Internet
subscribers during the period from March,2017 to June,2017.
(iii)
FDI equity inflow in the telecom sector
touched US $ 6.08 billion in the first half of the financial year (April to
September, 2017). This is more than four times that the sector witnessed during
financial year 2015-16 and around 10% more than that during 2016-17.
6. Swachhta
Pakhwara in DoT: During the first fortnight
of July, 2017 (1st July to 15th July) Swachhta
Pakhwara was observed in Department of Telecommunications and its PSUs/Other
Organisations from 1st to 15th July, 2017. During this
pakhwara various cleanliness activities were undertaken by this Department as
well as by all its PSUs/Other Organisations in office premises as well as in
public places. Certain TSPs also participated in the Pakhwara. On conclusion
of the Pakhwara the Hon’ble MoSC (I/C) addressed the press and briefed on the
activities undertaken during the Swachhta Pakhwara.
7. Swachhta Hi
Seva pakhwara : On the occasion of completion of 3
years of launching of Swachh Bharat Mission “Swachhta Hi Seva” Pakhwara was celebrated in Department of
Telecommunications and its PSUs/Other Organisations from 15th
September to 2nd October, 2017. During this pakhwara various
cleanliness activities as well as Jagroota Abhiyaan (viz. Nukkad Natak, display
of placard in which swachhta slogan was written) were undertaken by this
Department and all its PSUs/Other Organisations inside and outside of office
premises.
Important
Achievements of Department of Posts
1. Implementation
of Core Banking Solutions in the Department of Posts
Overview:
• The
Post Office Savings Bank (POSB) was started in 1882 to facilitate small savings
in the country. It operates as an agency of the Ministry of Finance and caters
to the basic savings needs of the citizens.
• All
the 1.55 Lakh Post Offices in the country provide the basic banking products of
the POSB. Of these 25,353 are departmental Post Offices which are manned by the
regular government employees.
• At
the end of March 2017, there were35.62 Cr live accounts with a balance of Rs.
5,32,338 Crore and Savings certificates with an outstanding balance of Rs.
1,98,935 Crore
• The
Post Offices were operating on a standalone software which operated in a closed
environment.
• Many
value added services like ATMs, inter branch banking, Internet and mobile
banking, DBT etc were not available to the POSB customers
Challenges faced:
• Though
an impressive customer base, the banking services were not upto industry
standards.
• As
the complexity of services grew, it became difficult to monitor it on the old
system.
• Government
schemes of DBT, financial inclusion and social security could not be serviced
on the old software.
• Modern
payment systems like Debit cards, AEPS, APBS, Internet and mobile banking were
not available.
• Thus
there was an urgent need for introduction of a Core Banking Solution (CBS)
software in the POSB at par with the banks.
Initiative:
• The
project of CBS was conceived as a part of the overall IT modernization project
2012 of the DoP. The project aimed to introduce CBS in all the 25,353
departmental Post Offices.
• The
sheer size of the number of offices, the data to be migrated, connectivity and
the tight timeline were the biggest challenges to be overcome.
• The
RFP for this was floated on 21.12.2010 and was awarded on 12.03.2012
• Special
teams were formed at the Directorate, Chennai and all the administrative units
to take this up in a project mode.
• The
huge data was cleansed, verified, checked and rechecked to avoid any errors in
migration to the new system.
• Efforts
were made to verify all the passbooks of the customers one at a time to verify
their balances.
•
Infrastructure was upgraded wherever
required to support the software.
• Monitoring
played a key role in the project. Regular reports, Video Conferences, meetings,
field visits and web based monitoring was used extensively to track the
progress.
• A
big task was change management, internal communication and training of more
than one lakh employees in the new software. This was managed through training
in the Postal Training Centres, Work Place training Centres, Regional, Circle
and Divisional Office levels. Officials were provided handholding by internal
teams to make them feel comfortable.
• Frequent
interactions were arranged for the employees, unions and officers to listen to
their grievances and give them the ownership of the project.
• With
this preparation in the background, the first Post Office of the country,
Greams Road, Sub Post Office was migrated to CBS on 16.12.2013
Key results:
• 23,424
out of a total of 25,353 (92%) Post Offices are on the CBS platform as on
11/10/2017. Thus the POSB is the largest entity in the country on the CBS
platform surpassing all the banks. This feat was achieved in less than four
years.
• A
total of 37.62 Cr accounts and 31.79 Crore savings certificates are on the CBS
platform for anywhere banking as of 11/10/2017.
• 991
of the proposed 1000 ATMs are functional in the country. The ATMs are
interoperable with other banks.
• Customers
can access their CBS POSB account from anywhere in the country
• Greater
visibility of transactions for better reporting and monitoring.
• Internet
and Mobile banking in closed environment is ready for roll out.
Impacts:
• A
significant step towards financial inclusion as all these CBS accounts can be
used for MGNREGS, DBT, social security pensions and other programs of the
Government of India. CBS can also be integrated with AEPS and APBS.
• The
data and CBS environment is ready for providing CBS based services even to the
rural areas through handheld devices in 1.3 lakh Branch Post Offices.
• Introduction
of operational hygiene and system at par with other banks.
• Saving
of time for the customers as the transactions are online and happen in real
time.
• Provision
of alternate banking channels like ATMs, Internet and Mobile banking to
customers.
•
Services like RTGS, NEFT, POSB debit
cards at POS as digital payments, full fledged internet and mobile banking can
be provided with India Post Payment Bank (IPPB) in near future.
2. Postal Life Insurance
(PLI)
Overview:
•
Postal Life Insurance (PLI), introduced
in 1884, is one of the oldest life insurance schemes for benefit of Government
and semi-Government employees. Rural Postal Life Insurance (RPLI), introduced
on March 24, 1995 on recommendations of Malhotra Committee, provides insurance
cover to people residing in rural areas, especially weaker sections and women
living in rural areas.
•
There are six life insurance plans,
both in Postal Life Insurance (PLI) and Rural Postal Life Insurance (RPLI), as
given below:-
|
Sl
No.
|
PLI
|
RPLI
|
|
1.
|
Whole Life
Assurance (Suraksha)
|
Whole Life
Assurance (Gram Suraksha)
|
|
2.
|
Endowment
Assurance (Santosh)
|
Endowment
Assurance (Gram Santosh)
|
|
3.
|
Convertible
Whole Life Assurance (Suvidha)
|
Convertible
Whole Life Assurance (Gram Suvidha)
|
|
4.
|
Anticipated
Endowment Assurance (Sumangal)
|
Anticipated
Endowment Assurance (Gram Sumangal)
|
|
5.
|
Joint Life
Assurance (Yugal Suraksha)
|
10 Years RPLI
(Gram Priya)
|
|
6.
|
Children
Policy (Bal Jeevan Bima)
|
Children
Policy (Bal Jeevan Bima)
|
• Low
Premium and High Bonus is the unique feature of PLI and RPLI schemes.
•
At the on March 31, 2017, there were
46.8 lakh PLI and 146.8 lakh RPLI policies across the country with aggregate
sum assured of Rs 1,13,084.81 crores and 83,983.46 crores respectively.
•
All 1.55 Lakh Post offices in the
country (including 1.25 Branch Post Offices in rural areas) provide the
services of Postal Life Insurance (PLI) and Rural Postal Life Insurance (RPLI)
.
Challenges faced :
•
Competitive Scenario in Life Insurance Industry
after liberalization of Insurance sector pursuant to setting up of IRDAI in
2000.
•
Limited clientele base of Postal Life
Insurance.
•
Inadequate budgetary provisions for
payment of incentive/commission to PLI/RPLI sales persons.
•
Lower maximum limit of sum assured in
PLI and RPLI
Initiatives:
•
The insurance industry in India has
undergone transformational changes after liberalisation of the insurance sector
in the year 2000, subsequent to setting up of the insurance regulator Insurance
Regulatory and Development Authority of India (IRDAI). In such a competitive
scenario, Postal Life Insurance (PLI) / Rural Postal Life Insurance (RPLI) has
taken certain important strides to redefine itself as detailed below :
(i)
Increase in Sum Assured Limit of PLI / RPLI
policies :
The
maximum limit of life insurance (sum assured) has been increased to Rs 50 lakhs
in case of PLI and Rs 10 lakh in respect of RPLI policies.
(ii)
Technology Induction
:
All
the PLI / RPLI operations have been automated under the FSI project. Keeping in
tune with any - time and any - where insurance, Core Insurance Solution
(CIS) has successfully been inducted in 808 HOs and 25,464 SOs all over the
country. Under Core Insurance Solution, following facilities are available to
insurants :
·
Development of web portal allows
customers to view and carry out transactions related to their PLI policies on
real time basis.
·
Convenient premium payment option to
insurants and real time updation of premium payment in policies.
·
Generation of SMS alerts like premium
due, premium payment, maturity due etc.
·
Anytime any-where servicing of PLI
policies. All insurance policies will be stored electronically for easy
retrieval and quicker customer service fulfilment from anywhere in the
country.
(iii)
Expansion of Clientele Base of PLI :
It
has now been decided that benefits of PLI will no more be confined to
Government and semi-Government employees, but will also be available to
professionals such as Doctors, Engineers, Management Consultants, Charted
Accountants, Architects, Lawyers, Bankers etc. and to employees of
listed companies of NSE (National Stock Exchange) and BSE (Bombay Stock
Exchange). The decision has been taken to enlarge the cover of social security
and bring maximum number of people under the protection of Postal Life
Insurance (PLI).
(iv)
Launch of Sampoorna Bima Gram (SBG)
Yojana:
•
Under Sampoorna Bima Gram (SBG) Yojana,
at least one village (having a minimum of 100 households) has been identified
in each of the revenue districts of the country, wherein endeavour will be made
to cover all households of that identified village with a minimum of one RPLI
(Rural Postal Life Insurance) policy each. Coverage of all households in the
identified Sampoorna Bima Gram village is the primary objective of this scheme.
• It
has also been decided to extend the coverage of SBG Yojana in Adarsh Grams
adopted by Members of Parliament.
• This
scheme will go a long way in increasing the insurance penetration in rural
India as well as enhancing the financial inclusion of rural populace.
Key
results:
(i) Increased
Business Performance of PLI and RPLI:
There has
been a consistent growth in the new business procured (premium income) and
average sum assured in respect of PLI and RPLI policies:
|
Year
|
Premium Income (PLI) (in Rs Crores)
|
Average sum assured per policy (PLI)
(in Rs lakhs)
|
Premium Income (RPLI) (in Rs Crores)
|
Average Sum Assured per policy (RPLI)
(in Rs lakhs)
|
|
2016-17
|
7233.89
|
5.20
|
2120.02
|
1.83
|
|
2015-16
|
6657.03
|
4.86
|
2012.17
|
1.03
|
|
2014-15
|
5963.46
|
4.41
|
1983.95
|
0.97
|
(ii) High
Reversionary Bonus:
PLI
and RPLI policies have the unique distinction of paying high bonus and low
premium as compared to other life insurers in India, as detailed below :
|
Year
|
PLI
|
RPLI
|
||||
|
Rate of Bonus for Rupees those sum
assured per annum
|
Rate of Bonus for Rupees those sum
assured per annum
|
|||||
|
EA
|
WLA
|
AEA
|
EA
|
WLA
|
AEA
|
|
|
31.03.2015
|
58
|
85
|
53
|
50
|
65
|
47
|
|
31.03.2014
|
58
|
85
|
53
|
50
|
65
|
47
|
|
31.03.2013
|
58
|
85
|
53
|
50
|
65
|
47
|
The bonus rates given above are
highest in Indian life insurance industry.
(iii) Growth in Asset Under
Management (AUM) /Investment Functions of PLI / RPLI Fund
:
With effect from November
2009, management of PLI / RPLI funds is done in-house in accordance
with IRDAI(Investment) Regulations, as amended from time to time.
Details of AUM for last three years are furnished below:
|
As on Date
|
PLI Fund
(in Rs Crores)
|
RPLI Fund
(in Rs Crores)
|
Total AUM with Fund Managers (in Rs
Crores)
|
Frozen Corpus
(in Rs Crores)
|
Total Corpus
(in Rs Crores)
|
|
31.03.2017
|
39,975.94
|
16,113.55
|
56,089.49
|
20,893.68
|
76,983.17
|
|
31.03.2016
|
31217.12
|
13566.25
|
44783.37
|
20,893.68
|
65,677.05
|
|
31.03.2015
|
24740.33
|
11337.57
|
36077.90
|
20,893.68
|
56,971.58
|
Impacts:
•
A significant step towards providing
affordable life insurance coverage of Postal Life Insurance (PLI) to
professionals such as Doctors, Engineers, Management Consultants, Charted
Accountants, Architects, Lawyers, Bankers etc. and to employees of listed companies
of NSE (National Stock Exchange) and BSE (Bombay Stock Exchange).
•
Sampoorna Bima Gram (SBG) linking with
Saansad Adarsh Gram will result in increase in insurance penetration in India
along with enhanced financial inclusion.
•
Improved operational and technological
system in sale and after sales of PLI and RPLI under Core Insurance Solution
•
Providing ease in policy purchase and
after sales service to customers
•
Providing options for purchase of high
value PLI/RPLI policy
•
Decentralization of PLI/RPLI service at
the door step of customers at CPC co-located at Head Post Offices.
3. Leveraging Post Offices as Passport
Seva Kendra
Overview:
In
view of greater mobility of Indian population in search of education, better
work opportunities and other social commitments, passport has become a
necessary document which everyone is requiring to obtain. The Ministry of
External Affairs has 38 Passport Offices and 93 Passport Seva Kendras operating
across the country to provide these services to the applicants. The Ministry of
External Affairs (Government of India) has provided 1.15 crore passports and
related services during the calendar year 2016.
In
view of the increased demand and inability of these 93 centres to cater to the
needs of people located at distances, the Ministry of External Affairs in
collaboration with Department of Posts has decided to leverage the post office
network to help make available the passport related services in all the states
by establishing Post Office Passport Seva Kendras (POPSK). This joint venture
started on 25.1.2017 at Metagalli Post Office, Mysuru, Karnataka and Dahod Head
Post Office, Gujarat which were inaugurated by the Hon’ble Minister for
Chemical and Fertilizers Shri Ananth Kumar and Gen (Dr.) V.K. Singh, Hon’ble
Minister of State for External Affairs respectively.
In the budget speech of the 2017, the Union Finance Minister Shri Arun Jaitley
announced that:-
“Our citizens in far flung
regions of the country find it difficult to obtain passport and redress
passport related grievances. We have decided to utilize Head Post Offices as
the front office for rendering passport services”.
Consequently,
it was agreed to
setup 235 Post Offices Passport Seva Kendra in various parts of country in a
phased manner out of which 86 POPSKs will be set up in 1st phase and
149 POPSKs will be set up in 2nd phase.
Initiatives:
Notwithstanding the
constraints and keeping in mind that POPSK will serve the citizens at large,
Department of Posts has tried its best to move ahead for opening of POPSKs.
Key Results:
Of
the 86 POPSK agreed in 1st phase, 59 POPSKs are functioning in camp mode and
remaining 27 are various phase of readiness. Around 3.75 lakh passport
appointments have been processed through these POPSKs.
Impacts:
The POPSKs has
brought convenience to the citizens by making passport services available in
their vicinity through Post Offices and save them from travelling long
distances for obtaining a Passport. This has also increased footfall in the
Post Offices.
Challenges:
Taking this project forward, the challenges faced by
the Department are:-
- India Post is now expanding services to include India Post Payment Bank (IPPB) and regular postal operations like Post Office Savings Bank, counter operations, e-payment etc., there is a constraint of space as in most Post Offices space is based on the schedule of accommodation and to make 1000 sq. ft. for Passport Seva Kendras out of the existing space is sometimes difficult.
- Identifying and making available Verifying Officer (VO) and Granting Officer (GO) in every POPSK who are with a grade pay of Rs.4600/- is becoming difficult as there has been a ban on recruitment for a couple of years and many posts in that grade still remain unfilled.
- To open a POPSK at every 50 kilometers
- Training of postal officials identified as VO and GO on sovereign as well technical functions
- Considering the response received by the POPSKs in camp mode, capacity will required to be enhanced.
- Financials to be formalized.
- Project to be institutionalized by way of an MoU between DoP and MEA.
- Upgradation of POPSKs from camp mode to full-fledged Passport Seva Kendra
Despite
the various challenges, in view of the fact that the Post Office Passport Seva
Kendra will be meeting the needs of the citizens at large, the available
buildings and spaces are being repaired, spruced up with a standardized look
and feel in order to make them available as POPSKs, at the locations as agreed
to by Ministry of External Affairs and Department of Posts. This would increase
the footfall of customers at the post office and would create a win-win situation.
4.
CPMG,
Ahmedabad: Success Story
(I) Collection of the Examination
& Recruitment fee under e-Payment :
Overview:
In Gujarat
Circle, e-Payment service was launched in the year 2006 and presently available
at 1,341 post offices throughout Gujarat Circle. It is a smart option for the
businesses and organizations to collect their bills or other payments on-line
through post office network.
Challenges faced:
- Network Connectivity
- e-Payment Data remains non-transfer to central server.
- NEFT/RTGS not available.
Initiatives:
• Gujarat
Govt. had implemented e.Governance Project for recruitment of various cadres
through online NIC, Gandhinagar.
• Gujarat
Circle approached to Govt. of Gujarat for offering our e-Payment service
for collection of Exam fee.
• Collection
of Examination / Recruitment fees of various State Govt. Departments /
Organizations through Department Post Offices were offered for entire state.
• NIC,
Gandhinagar created OJAS (Online Job Application System) Web Portal for this
purpose. With Co-ordination of NIC and State Government, MIS System has been
developed & created User-IDs and Password for all Departmental Post
Offices as well as Circle, Regional & Divisional level Login for
monitoring.
• On
receipt of request from recruitment department, Biller ID of the respective
Department is being created & suitable instructions with details of
duration, last date of acceptance of fees, Amount of fees, particulars of
Biller ID etc. are being conveyed. Training in this regard for all staff also
arranged up to all level.
• Rs.12/-
(Rs.10/- + Service Tax, now GST) for each collection of fees collected
under ePayment from the candidate.
Key results:
Revenue
Performance of the Project :
|
Period
|
No. of Transaction
|
DOP Revenue (Rs. In Cr.)
|
|
2015-2016
|
16,40,022
|
1.91
|
|
2016-2017
|
15,72,188
|
1.83
|
|
2017-2018 (Up to Sept-2017)
|
5,84,345
|
0.60
|
Ø
Revenue probability for the year
2017-2018 is Rs.2.00 Crore.
Ø
Other work under ePayment:
• Tie
up with Gujarat State Petroleum Corporation (GSPC) and Sabarmati Gas Company
Limited (SGL) (Govt. Undertaking) for collection of Gas Bill amount under
e-Payment.
• Initial
GSPC bills collection started during 2012 -13 with a monthly average of 38,600
reached to 67,500 bills during 2016-17.
Ø
Collection of Admission / Course /
Convocation form fee under e-Payment: Tie
up with the following Universities for collection Admission / Course fee and
Convocation form & fee :
1.
Gujarat University : Physical
Application of external Courses & Fee
2.
Dr. Baba Saheb Ambedkar Open University
(BAOU) : Admission fee for various Courses/ Semester
3.
Veer Narmad South Gujarat University,
Surat: Physical convocation forms and fees.
|
Name
of University
|
Revenue
2015-16 (in lakh)
|
Revenue
2016-17(in lakh)
|
|
Gujarat
University, Ahmedabad
|
21.55
|
25.43
|
|
Dr.
Baba Saheb Ambedkar Open University, Ahmedabad
|
0.38
|
1.04
|
|
Veer
Narmad South Gujarat University, Surat
|
6.00
|
4.38
|
Impacts:
“Student’s
Enrolments were increased up to three times in comparison of pre system, rather
than post system of e-payment”
-Prof.
Shri M N Patel, Vice Chancellor, Guj. University
(II)
Distribution of Prize Money to the Winners of Khel Mahakumbh through e-Money
Order.:
Overview:
Ø
Khel-Mahakumbh is a prestigious annual
sporting competition conducted every year since 2010 by State Government
(Department of Sports Youth & Culture, Sports Authority of Gujarat (SAG), a
registered trust of the Government is an implementing body).
Ø
The Prize money to the winner of Event
were being distributed since 2010 through relevant Coach
Manager/Institute/School etc. In the year, 2014 it was with ICICI Bank .
Challenges
Faced:
·
In some cases prize amount is more than
Rs.5,000/- under this situation we have no other option but to split the Amount
in 2(Two) eMOs.
·
The Revision of present ceiling of
Rs.5,000/- is Essential
Initiatives:
Ø
With the convincing approach for
delivery of Prize Money in the hands of actual winner of the game, it was
agreed to assign DOP from 2015.
Ø
Over 40 lakh participants across Gujarat
are registered during 2016.
Ø
The competition is being organized from
Village to State level, during January to March every year & Registration
carried out from September to November of the preceding year.
Ø
Total 27 Games covered under this mega
sporting competition apart from Divyang in four categories by covering all age
groups for all events.
Ø
Every District Sports Officer is
sending particulars of the winners along with amount directly to the Nodal
Post Office i.e., Ahmedabad GPO maintaining continuous Serial No. in XML format
for bulk booking of eMO.
Ø
Ahmedabad GPO is nominated as Nodal PO
for booking of bulk eMOs under One to Many (OTM) option and is evolving
monitoring cell for close and strict monitoring on division wise transmission
of e.MOs up to updating of payment status by segregating & supplying
division wise information to the concerned division across the circle. Each
eMO so taken into the system will be assigned a computer generated PNR
number.
Ø
Co-ordination team of dedicated officers
at GPO/CO level for monitoring purpose.
Key results:
Performance
of the Project:
|
Year
|
No.
of eMO
|
eMO
Value (in cr.)
|
DOP
Com. (in cr.)
|
Total
(in cr.)
|
|
2015-16
|
1,67,316
|
Rs.29.74
|
Rs.1.48
|
Rs.31.22
|
|
2016-17
|
1,77,208
|
RS.30.75
|
Rs.1.53
|
Rs.32.29
|
Ø
Revenue probability for the year
2017-2018 is Rs.1.75 Crore.
Impacts:
1. Additional
source for revenue generation for the Department
2. Distribution
of prize money through representative / Banks diverted to India Post.
3. Prompt
and Transparent distribution of Prize Money in the hands of actual winner.
(III)Distribution of Scholarship:
Overview:
Scholarship
accounts were opened throughout Gujarat Circle. There were 2,64,621 accounts
opened in different post offices of Gujarat Circle. These accounts were
required to be verified before they can process the grant in these accounts. It
was a very gigantic task. Gujarat CPC has referred the case to CEPT for getting
the data dump so that the accounts can be verified electronically.
Challenges
faced :
The
data dump was not made available by the CEPT due to some technical reasons. It
was suspected that all these accounts will be transferred to Bank if the task
is not completed within short period of time. To enter the each and every
account in Finacle and check it required lots of time and manpower. State
Government had given only 10 days’ time for verification of accounts.
The second big challenge after verification of these accounts was
that the fund in these accounts will be transferred electronically by the nodal
banks using NEFT platform. After taking up the matter with CEPT, it was
cleared that NEFT platform is not yet made functional in Department of Post.
Initiatives:
In Gujarat CPC we have kept the data of interest statement shared
by the CEPT. The data was processed and stored in SQL server. Hence the
verification work of these accounts was carried out electronically by matching
the data of interest statement and the data provided by Government of Gujarat
using the tool developed by Shri Miral Khamar, ASP CPC & Mukesh Parmar,
System Admin, CPC Gujarat, total 252338 accounts were verified electronically.
The rest 12283 accounts could not be verified as the data dump was available
upto March 2017. These accounts were verified by entering individual account
number in finacle. All the Staff of CPC was utilized for the purpose.
Verification of the account was completed within three days by working in long
shifts. To find solution of posting in these accounts, state Government
authority was assured that as soon as we receive the data of account numbers
and draft we will process the data within two days and detail report will be
shared with them. Hence officials of State Government were convinced in the
meeting for arranging to give the list of account numbers along with the amount
to be deposited for scholarship with draft/cheque.
Key results:
After a constant follow up, drafts were collected from all
the nodal banks proactively and the same was processed at Ahmedabad GPO and all
the accounts for which grant was given were posted with the amounts.
Impacts:
The main impact of this task was that we could save around 2.60
lakhs account to go to silent. Moreover, since the money is deposited in the
beneficiary’s accounts, it has provided with the opportunity to grab the
business of accounts in these field.
5.
CPMG, Karnataka Circle: Success Story
OVERVIEW:
• Based on the requirement of the eCommerce companies and their end
customers, Circle had experimented SAME DAY DELIVERY of eCommerce shipments
through Speed Post in Bangalore.
• The system was aimed at booking at centralized office, dispatching
of the consignments to the delivery post office and updating the status of
delivery or otherwise on the same day of receipt.
• The system of SAME DAY DELIVERY of articles commenced in the month
of December 2014 covering 12 PINCODEs in Bengaluru city. Separate booking unit
for this facility commenced w.e.f 07.04.2015 in Bangalore GPO and has been
extended to 94 pincodes as on date.
• The delivery area of 94 PINCODEs are covered by 39 Nodal Delivery
Centre’s in Bangalore for delivery of the consignments.
• Shipments received from Amazon (till morning 0900 hours) are
booked and dispatched to the NDCs by 1300 hours and delivered in the afternoon
& delivery status is updated on the same day by 2000 hours. This is a
twelve hour process cycle.
• The booking and dispatch of the same day delivery consignments are
attended at Bangalore GPO.
CHALLENGES:
•
The Nodal Delivery centre’s
were already handling the total Speed Post delivery volume in Bangalore.
•
The delivery staff were
required to be trained for attempting and delivering the speed post
consignments on the same day of receipt.
•
Though the delivery was
happening the updation of the delivery information was not taking place at the
delivery post offices.
•
Maintenance of 98% delivery
performance benchmark.
•
The varying sizes of the
parcels received for delivery and its handling.
INITIATIVES:
•
An exclusive team of GDS
were poolled at different NDC’s for delivering Amazon same day delivery
articles.
• These GDS were sensitized to attempt deliveries, calling the
customers before attempting the delivery and updating the status at the end of
the day.
• The importance of flow of information from the delivery end to the
customer by way of updating the delivery status in the Speed Net was emphasised
among the delivery staff and the officials handling Amazon SDD articles.
• Monitoring mechanism at Circle Office was devised and daily report
from the Divisions were called for and a consolidated Daily Performance Review
Report with observations of the CO if any were sent back to the Divisions for
taking corrective actions wherever found necessary.
• During peak seasons when the volumes would be higher, circle
monitoring team had direct interaction with the delivery units and delivery
staff to ensure the issues at ground level was addressed to maintain the
delivery performance at 98%.
• The Divisional heads were directed to take on the spot decisions for
engaging private vehicles or divert the available resources to the needy
offices depending upon the volume of mails received for delivery at the
particular delivery centre.
• National Account facility was extended to Amazon with higher
rebate.
KEY RESULTS:
• The performance under same day delivery system was constantly
maintained at 98%.
• The daily average volume for Same Day Delivery increased from 100
articles to 2000 articles per day.
• Total volume of SDD touched 7.5 Lakhs during the year 2016-17 and 3.2
lakh were delivered during 2017-18.
IMPACTS:
• The above arrangement has given a platform to the DOP to establish
its strength for the SAME DAY DELIVERY which is one of the requirements of
booming eCommerce industry.
• DOP secured market share of Same Day Delivery of the articles is
established.
• The delivery of more than 11 Lakh articles in the city had helped
to regain the positive impression about India Post delivery system.
• The youth segment are covered by the eCommerce deliveries and this
volume in the metro city had better impacts among the minds of the youth who
desire the articles to be delivered on the day of ordering itself.
• 3.5 Crore revenue is earned from SAME DAY DELIVERY.
6.
O/o CPMG, West Bengal: Success Story
Overview:
A) E
Commerce:
·
West Bengal Circle, with a large number
of 9074 post offices spread across 1,03, 921 sq. km of area, has revamped its
collection and delivery operations. Besides the traditional services, the
Circle has adapted to meet the growing needs of corporate customer and general
members of public. To cater to the demands of the market, the Circle has
introduced parcel delivery for its corporate E commerce clients.
·
The Circle has enrolled as many as 46
e-commerce companies both National as well as local players ..
·
Mechanized delivery of parcels and large
Speed Post articles are being done at the doorstep of the addressee by using
vehicles.
B) Savings
Bank:
·
All the 9074 Post Offices in West Bengal
Circle provide the basic banking products of the POSB. Of these 1,768 are
departmental Post Offices which are manned by the regular government employees.
·
At the end of March 2017, there were
2.69 Cr live accounts and 70.27 Lakh certificates issued and discharged from
which total Rs.567.66 Cr. revenue has been earned.
·
Out of 1768 post offices (H.O.+ S.O.)
1438 post offices migrated in CBS platform.
·
Customers were demanding modern industry
level services which were not possible in the Sanchay Post environment.
Challenges faced:
E-Commerce:
·
Out of total 9074 post offices in West
Bengal Postal Circle, 1111 post offices are in urban area and 7963 post offices
are in rural sector. Since most of the post offices are in rural sector, speedy
delivery of articles to the members of public and the uploading of delivery
information in the system is a challenging task.
·
As the customer behaviour has changed
over the last decade, the buyers are more inclined to purchase products/ goods
online and habituated to get prompt delivery at the doorstep.
·
The two main requirement from the
E-Commerce companies were:
a) over
90% delivery performance.
b) uploading
of delivery information in the system.
Savings
Bank:
·
Though an impressive customer base, the
Savings banking services were not upto industry standards.
·
Government schemes of DBT, financial
inclusion and social security could not be serviced in all Post offices due to
non-availability of new software.
Initiatives:
E-Commerce:
·
Mechanized delivery of parcels and large
Speed Post articles i.e. a system of mechanized nodal delivery was introduced
wherein parcels are delivery at the doorsteps of the addressee by using
vehicles. This is functional at 35 nodal offices covering 117 Post Offices in
Kolkata local TD area. Mechanized delivery is also available at Howrah,
Hooghly, Siliguri, Port Blair and Gangtok. covering 24 post offices.
·
In order to monitor and maintain high
delivery performance the Circle Monitoring Cell has been set up .
·
The Circle has also embarked upon
providing one stop solution to its E-commerce customers by setting up
E-commerce hub at Nabadiganta.which will function as booking,
processing and despatch point for all parcels.
·
Infrastructure was upgraded wherever
required to support the software.
Savings bank:
·
So far 1768 post offices out of 1438 has
been rolled out under CBS platform and the CPC in the Circle office is fully
functional.
·
64 interoperable ATMs have been
installed in the Circle.
Key
results:
E-Commerce:
·
The Circle has captured as many as 46
e-commerce companies out of which Amazon, Flipkart and Naaptol are big players.
Amazon had started its business with DoP, WB Circle in January 2016 and Naaptol
in September 2016. The e-commerce segment, having generated approx. Rs 4.5
crore in 2016-17, is poised to touch a double-digit figure by the next year,
having delivered half a million units already in the last year. There has been
remarkable growth in the EP/BP parcels which is evident from the table below:
|
Year
|
Traffic
|
Total
revenue of e-commerce parcels (in crore of Rs.)
|
|
15-16
|
71946
|
0.51
|
|
16-17
|
375608
|
2.23
|
|
17-18
(up to September’17)
|
262193
|
1.2
|
·
The Circle has achieved a growth of 38%
in 17-18 over 16-17 (up to September).
Savings Bank:
·
In F.Y. 2017-18, W.B.Circle achieved
Rs.586.75 Cr. SBCC Revenue out of target of Rs 765 Cr.
·
At the end of September 2017, there were
14291654 SB accounts, 4601237 RD accounts, 4677066 MIS accounts, 2348909 TD
accounts ,142398 PPF accounts and 636208 Sukanya Samriddhi accounts are in
live.
Impact:
·
A significant step towards capturing the
new era market to generate more revenue through e-Commerce business.
·
A significant step towards financial
inclusion as all these CBS accounts can be used for MGNREGS, DBT, social
security pensions and other programs of the Government of India. System can be
integrated with AEPS and APBS.
·
Saving of time for the customers as the
transactions are online and happen in real time.
·
Provision of alternate banking channels
like ATMs, Internet and Mobile banking to customers.
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