SANCHAR NIGAM EXECUTIVES’ ASSOCIATION [INDIA]
S N E
M. S. Adasul,
N I GA
TI O N ( I
PH- (O) 022- 26467386, Mobile. 9423082352.
No. SNEA (I)/MH/Cir Corr/2011-2012/8 Dated 27th July 2011.
Shri. G. Jayraman,
Sr. General Manager (HR/Admn), MH Circle,
4th Floor, Admn Complex, Juhu Road,
Santacruz (W), Mumbai-400054.
Sub: Interaction with Unions/Associations to improve productivity
and maintain industrial peace/discipline.
Ref: Letter No. A/A-III/U/Misc-Corr/Union/124 Dated 21st July 2011.
SNEA (I) Maharashtra Circle is thankful to your honour for granting such a
special meeting for suggestions on productivity of BSNL and maintaining industrial
peace in BSNL Maharashtra Circle. We have collected the feedback from our District
Secretaries and the consolidated same. The details are as follows.
Suggestions for increasing productivity of BSNL
1. Removal of Hierarchy of two levels of TAX Exchanges: In major SSAs
two (level-2) TAX exchanges are installed and it found that out of two TAX
exchanges one is having Zero or very less traffic and other alone can
manage the entire traffic. But for such underutilized or non utilized
exchange we are paying huge AMC Charges without any use. Closure of
such TAX Exchanges will save lakhs of rupees on AMC Charges, AC,
Power, staff etc expenditure and same space can be utilized for other
works. Such spared exchange equipment can be utilized for new exchange
proposals with economy.
2. Purchase of Laptops instead of P
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3. BSNL is making heavy expenditure on procurement of PCs and hundreds of
PCs are being procured as a routine on names of different projects and
office requirement. This is age of broadband and our field executives need
to guide the customers for function and difficulties faced by broadband
customers. This is not possible in the premises of customer having some
fault in his PC. Apart from this we expect that our executives should
function with style and speed of the executives of our competitors. Now
days the cost of laptops has reduced and is less than the personal
computers. It is also observed that now days there is no much difference in
the cost of PC and laptop but there is much difference in the utility of the
Laptop & PC. PC is used by single person and only for limited periods of
office hours, while laptop can be utilized outside office while giving
presentations to customers, testing of broad band services, testing of data
cards and at the same time it can be used by employee /officer at residence
for completion of pending office works. Laptop makes the official/officer
high-tech and he is in position to keep information on fingertips. Apart from
this laptops saves electricity, there is no need of separate UPS; data can be
saved automatically without any loss due to sudden power failure. It is
important here that life of PC and laptop is same. BSNL has already
identified the utility of laptops and has provided laptops to all the top
executives and to some of the middle level executives working in sections
like Marketing, broadband etc, and only few executives are forced to work
on PCs. As such steps should be taken to purchase laptops instead of PCs
thereby saving expenditure on electricity and increasing the utility of the
4. Expenditure on Transportation of stores due to poor management:
Huge expenditure is being done by BSNL on the transportation of store due
to poor planning and old procedures adopted. Even for small allotments
each SSA is utilizing own vehicle either BSNL owned or hired to collect the
store from central store depot. All the Districts are arranging vehicles
separately. This will be sorted out if prior planning is made at the time of
receipt of material and same is distributed to concerned filed units by
central store depot. This will not only reduce the time in distribution of
material/equipments to site, but will also save lakhs of rupees of BSNL on
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separate transportation by each SSA and expenditure on TADA of the
official deputed for same. This old and traditional procedure of store
distribution should be scrapped.
5. Timely Procurement of stores and equipments: It is seen that there is
phase difference between the procurement of equipments and demand in
Market. When demand is there in the market, no store is being made
available and by the time store is available there will not be demand. Proper
planning is required for procurement of equipments and stores.
6. Curtailment of expenditure on Exchange AMC: As on today majority of
BSNL revenue is being paid against AMC charges of Exchange equipments
to M/S ALIL or other vendors. Surprisingly this AMC is done on the basis of
equipped capacity instead of working capacity. In about all exchanges the
working capacity is 50 % than the equipped capacity and this is wastage of
crores of rupees of BSNL for works not at all done. It may be seen that
representative of vendors visits rarely or once in year that to be only some
exchanges and takes Crores of rupees on name of AMC. Earlier days the
exchanges were maintained without AMC and now AMC has became
mandatory for BSNL and it costs crores of rupees. If AMC is made on
working Capacity this will save crores of rupees of BSNL. If it is not possible
to have AMC on working Capacity, then immediate steps should be initiated
to reduction of Equipped Capacity by keeping only 10% spare capacity for
expansion if any.
7. Reducing delay in provision of Lease Circuits: BSNL is having target of
provision of large no. of lease Circuits but field units are having shortage of
OF cable, ISDN NT's, NTU's. After issue of advice notes and furnishing of
A/N particulars only it is being allotted. Sufficient Balance should be made
available for immediate release of Lease circuits. Also special efforts should
be taken for provision of lease Circuits with priority over landline and such
instructions should be issued to field units as revenue generated per lease
circuit is much more as compared to landline.
8. Shortage of MLLN equipment: Due to shortage of MLNN Equipments and
some other problems a good number of Lease Circuits are not provided are
some CIC customers are also waiting list of BSNL thereby making loss of
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revenue to BSNL in lakhs of rupees. One side special efforts are made for
brings new customers and other side the customers waiting are deprived
from getting BSNL lease circuits. As such the steps may be taken for
making availability of MLNN Equipments at about commercially important
9. Centralized subsidy claims of VPTs at Circle level: As on today about 3-4
officers and staff are involved in the preparation and submission of USO
subsidy claims. All these officers are working separately on the common
data supplied by ITPC Pune. As such about 40-50 officers and some staff is
involved for months together overall Maharashtra. All these officers are
deputed for 2-3 days just for submission of data to circle office. In case of
corrections same is to be resubmitted and officers are again deputed. The
arrangements for food and stay are made in Circle office. This also causes
delay in preparation and submission of data. As such instead of posting
separate officers and staff for each district the separate cell should be
opened to deal with USO subsidy claims at circle level by posting 4-5
officers from Circle Office and thereby reducing expenditure on salary of
different officers at different SSA & expenditure on TA/DA etc.
10. Proper Utilization of manpower: We have to engage our staff more
effectively and to develop their skill by the internal teaching/training it will
reduce our delay in any type of work.
11. Stop Turn key projects: Now days BSNL is proposing all works on turn
key projects and all the works are entrusted to the vendors and BSNL staff
and employees are made to just assist and guide them and forced to work
under unskilled staff of vendor. BSNL staff and officers are skilled and
capable off doing such works without any difficulty. As such it is suggested
that henceforth no turn key project should be brought in the BSNL and
BSNL staff and employees should be involved in all such projects and new
works which will train the BSNL staff/officers and their services can be
better utilized for maintenance of concerned projects.
12. Excess staff in project Vijay, Project Udan etc: At present there is no
sufficient work to staff and officers posted and other units are facing
shortage. As such diversion or reduction of staff and executives posted
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under these projects and review of its working with revenue generation will
help BSNL in reducing unwanted expenditure and staff and officers can be
utilized in better way.
13. Special Co-ordination with MTNL or Merger of BSNL and MTNL: BSNL
& MTNL both are state owned telecom service providers covering entire
India with same objectives. Earlier both were part of DOT. Presently BSNL
has Pan India coverage except Political & capital New Delhi & Economical
Mumbai, which is covered by MTNL. By considering business
opportunities, it is seen that all the corporate customers are having their
head offices at Mumbai or Delhi & other operations like factories, godowns
etc in BSNL area. As such it becomes very difficult either to BSNL or MTNL
under one-window systems as such majority of corporate customers are
getting diverted to private operators. Being part of same organizations
BSNL & MTNL are well-known about the working of each other and their
merger will not only benefit economically to both BSNL & MTNL, but it will
help the customers to get telecom services at one window with minimum
charges. Hence it is suggested that merger of BSNL & MTNL by resolving
issues pending will be best option and till time the efforts should be made
for a special co-ordination Committee between BSNL & MTNL who will
address the grievances on part BSNL & MTNL for growing business of both
14. Co-Ordination with Govt Of Maharashtra: Special arrangement for
coordination with state Govt and Local authorities and its persuasion at
higher level specifically from circle Office.
15. Special approach and arrangements for payment of reinstatement
charges at Circle level: As on today BSNL is paying corers of rupees to
State Govt and local authorities and field units approaching individually
are facing lot of difficulties due to negative approach towards BSNL and
works are either held up or delayed. This is one of the reasons for poor
quality of services. Due to individual approach, BSNL is charged differently
at different Corporation and lakhs of rupees of BSNL are being wasted. As
such a Circle level MoU with Govt of Maharashtra for reinstatement
charges and permissions for PIJF and OF Cables construction works will
solve major problems and will save lakhs of rupees of BSNL.
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16. Centralized electricity bill payments to MSEDC: As on toady BSNL is
paying crores of rupees to MSEDC on monthly basis and as such we are
corporate customer for the MSEDC. But we are not getting any facility of
corporate customer from MSEDC; on the contrary we are paying heavy
charges on name of delayed payment. Also about 50 % energy of field units
is being utilized in collection of bills, its certification, forwarding to Account
section, getting checks issued and then to deposit it with MSEDC. Sir, if we
approach MSEDC as corporate customer and pay all the bills centrally with
some fixed amount and remaining amount will be adjusted as per actual
uses of electricity, we will not have to bear any delayed charges and further
may be eligible for availing some discount of the corporate payments.
Hence in a special approach BSNL should with Top level marketing officers
of MSEDC. This will not only save expenditure on transportation and the
time of the BSNL staff and officers but will make good reduction in the
17. Centralized report taking procedure: As on today, no. of officers and staff
are engaged only in calling for different reports, its consolidation and
sending it to different office. It will not be exaggeration if we say that about
40% staff is involved only in report related work. With introduction of CDR
so many reports are available on line and hence no need to call for reports
from filed units every then and now and all these staff and officers should
be utilized in constructive works.
18. Simpler Tariff Plans: BSNL landline and Mobile tariff may be cheaper than
most of our competitors, still it is not simpler to get understand, as there
are lot of confusions because of availability of variety among plans,
Customers get confused with type of plan and its advantages and
disadvantages, even marketing cell failed to pass the correct message. It is
necessary to inform customers about the economical plan suitable for
his/her usages and to finalize the choice of plan to be opted.
19. Finalization and execution of New Exchange proposals: No. of new RSU
proposals at Commercial important areas through out Maharashtra Circle
are pending for approval from BSNL CO for want of funds. These
proposals will not only reduce expenditure on cable network, but will also
make addition of landline with a good amount of revenue to BSNL. Once
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we start providing telecom services in this area on demand, we will be in
position to get further demand which may be double as presently
customers are not booking with BSNL for landline or broadband due to no
guarantee of provision of services and huge pending waiting list in these
areas. We are having spare equipment capacity and same will be utilized if
new exchange proposals are sanctioned and BSNL will get recurring
revenue from these exchanges in commercially important areas.
20. Special attention to Cable faults: As on today field units are facing
problems due to frequent, repeated PIJF cable faults and difficulties in its
restoration like non availability of material and stores. This is one of the
main reasons for poor quality of landline services and surrender of
thousands of landlines as faults are not attended for months together. A
streamline procedure for attending cable faults can be formed either by
utilizing BSNL expertise in attending cable faults with some incentive or by
calling tenders for Cable Maintenance. The utilization of the T/Ms who
were earlier working Cable splicer with some special incentives can be
assessed as this arrangement will be more reliable than any other
21. Tender for supply of skilled and unskilled labour: We are facing acute
shortage of Gr D in BSNL MH. It is the fact that due to shortage of Gr D
staff, outside personnel are being engaged for cleaning of offices,
exchanges, for loading /unloading and carrying of BSNL equipments,
alignments of antennas, clearing VSWR faults on mobile towers, etc. Due
to strict guidelines and various labour laws now it has become difficult to
engage these personnel through temp advances and as per latest circular it
has been completely banned. In this situation to carry out day to day
maintenance, cleaning work, our field officers are in need of labour. As
most of the SSAs are not floating labour tender due to stringent labour
laws since responsibility of the labour comes on them, it is necessary to
issue necessary instructions from Circle office to call for Tender for
contract labour in each and every SSA in view of recent instructions not to
engage any labour through temp advance of SDE/DE.
22. Procedure for settlement of Bills of FSRTC of MTNL & BSNL: As on
today a lengthy procedure is adopted for settlement of FSRTC Bills from
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MTNL to BSNL and vice versa. The manpower and stationary is being
wasted on routine works and each and every official/ officer has to run
from pillar to post for signing the bills and its settlement. It is important
here that this is routine works and free limits for each officer is fixed and
excess amount if any is to be recovered from the salary of concerned
officer. Hence it is suggested to appoint one nodal officer from BSNL and
one from MTNL side for settlement of bills. All the telephone bills from
MTNL will be received by this nodal Officer from BSNL, who will process
the bills together and at once and amount will be settled in one stroke by
and excess amount from the bills exceeding limits will be received from
salary of employee. Same procedure will be adopted by MTNL for bills
generated by BSNL. By this way it is possible to adjust the outstanding
amount both from BSNL and MTNL and it will give relief to the officers and
employees on this monthly routine work and this will also avoid the
disconnection of telephones.
23. Prepaid service on landline: Though prepaid system is introduced in
mobile, we have not introduced this in landline except PCOs. It may be
please seen that BSNL is having good no. of customers in landline in only
incoming plan & this is due to fear of excess billing amount or bills more
that the capacity f the customer after uncontrolled uses. If we introduce
such prepaid system for all the landlines we will get additional revenue &
retention of customers will be easier than now.
24. Review of Mobile CUG plan “Mahakrushi”: The most popular & highly
subscribed Mobile CUG plan “Mahakrushi” which would have created
world record has been stopped on the basis of the some misinterpretation
and without proper steps. This is like a patient with small disease is killed
to death instead of taking care of the reasons and curing the disease with
medicine. SNEA (I) MH Circle has already given feedback, but
unfortunately may be under pressure of private operators or vendors, this
plan has been stopped. If there were some problems with this plan same
should have been attended and resolved but the action to directly stop this
profit making and subscriber base increasing scheme has made heavy and
recurring loss to BSNL Maharashtra Circle. As such we request to review
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this plan and relaunch it with remedial or corrective action of the problems
faced in earlier process.
25. Call centre service: Day by day importance of call centre is increasing and
hence BSNL should have full fledged Call Centre which can be accessed
from any corner of Maharashtra Circle. Presently the calls to call centre are
unattended or if attended satisfactory answer is not given to customer. The
present Call Centre should be upgraded and made fully functional for
resolving grievances of the Customers with probable solutions for all type
of BSNL services.
26. Introduction of GPMS & IPMS: A performance driven culture should be
introduced as soon as possible to facilitate growth based on performance.
Measures like GPMS & IPMS should be introduced to analyze individual as
well as group performance.
27. Vacating Rental Buildings: As per BSNL guidelines all the Vacating the
rental Building and review of each proposal of rental building. e.g.
unutilized accommodation taken over from MTNL in Navi Mumbai for EB
activities and payment of rent thereof.
28. Utilization of vacant Quarters: At present so many BSNL quarters are
vacant for minor works and BSNL staff and officers are compelled to stay
outside in rental building. One complete building of residential Quarters at
Wireless compound is unutilized since last 3-4 years causing heavy loss to
BSNL and creating difficulties for staff and officers. Also some quarters at
Mulund & Sahar are not in condition of utilization and for same BSNL is
loosing revenue. All the quarters having pending demand or W/L should be
brought into to use and revenue should be generated.
29. Periodic Meetings with work Committees, Unions and Associations: As
rightly mentioned by corporate office periodic meeting should be conducted
with associations/unions and their suggestions /feedback may be
discussed /debated and implemented in true spirit. This is right way to
maintain industrial peace and discipline as our HR & other personnel
grievances pertaining to work can be taken up and solved. There are work
committees formed at SSA monthly meeting should be conducted with
them. The committee members should consist of at least 2-3 members
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from each unions/associations preferably covering entire geographical
area of the SSA with
30. Closure of exchanges with less than 50 Lines: BSDNL CO has issued
guidelines for closing of exchanges with less than 50 lines before one year,
but till no. of exchanges are working with few numbers and in some cases
only numbers of owner of the rented accommodation and exchange
numbers are working. This is bourdon to BSNL as no revenue is generated
and the cost against recurring expenditure is being paid by BSNL. As such
immediately steps may be taken to close such non profitable exchanges
and save thousands of rupees of BSNL.
31. Utilization of BSNL Plots & Exchange Buildings after expenditure of corers
of rupees by stopping recurring expenditure on rental buildings.
32. Telephone Bill Distribution through the line staff, implementation of BSNL
CO instructions and incentive thereof.
33. Posting of JTO/TTAs on first posting so as to get guidance and Experience
from all fields.
34. Recovery of Financial loss to BSNL in lakhs of rupees due to non recovery
from JAO/JTO who left BSNL and joined other units.
35. Review of penalties and its recovery on AMC of Exchanges, CDMA, GSM
services on quarterly basis.
36. Manning unmanned exchanges either by BSNL employee or by
arrangements of caretaker.
37. Replacement of life expired Battery and Power plant in BTS & Exchanges.
38. Activities under pole less network and concentration at urban external
39. Special monitoring of frequent exchange failures and timely action for its
40. Persuasion of theft cases with police station at higher level and its
41. Shortage of funds for repair and maintenance of L&W and Exchanges.
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42. Revenue generating areas should be identified and to be monitored closely
for better service provision and extra support in the form of man
/machine/incentive to be extended to the staff working in this areas.
43. Detailed review of each loss making exchange/area is to be done
periodically and remedies to overcome this is to be worked out taking into
account each aspects
B. LANDLINE: Following points should be given proper attention for retention of
Landline connections as same are not taken care.
1. Prior and proper intimations before the Disconnection of Landline &
2. Reconnections should be done promptly after payment of bills.
3. Main number and second free phone number should be displayed on
4. Matter to be taken with Post office for accepting bills after due date and
updating it online.
5. Arrangement for sending outstanding bill information by sms on
preassigned mobile number and allowing accepting bills on this sms at
6. Telephone Bills can be sent by email to customers
7. Avoid mass disconnection of landline by ITPC.
8. Proper Announcement for DNP and its confirmation with telephonic call.
9. Proper announcement after disconnection of telephone on lifting the
handset by customer.
10. U/G Cables of different size should be made available for making TNF area
feasible as well as for attending cable faults.
1. As credit/debit card swapping machine can be connected by using WLL
CDMA, wide publicity should be given to this service with Rs. 250
monthly rental as private operators are changing more than thousands
for same. .
2. Steps should be taken for recovery of WLL instrument in case of
disconnection or surrender of connection.
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3. In respect of WLL AMC only one or two vendor is to be allowed for
Maintaining the IFWTS and equipment.
4. Steps for proper billing in CDR and its realization.
5. This can be marketed as reliable service during congestion and high
traffic during disaster situation.
6. Shortage of NIC cards in field units: Though there is heavy demand for
NIC cards in field units for accessing internet, same is not available in
sufficient quantity with field units. As such sufficient NIC cards should
be made available,
7. CDMA WLL BTS Maintenance: At present WLL BTS maintenance AMC
is given to UTL and ITI. But these agencies though complaint launched
on their portal do not attend the faults. It is observed that site remains
unattended for long periods causing break in services and heavy revenue
loss to BSNL. If after a long time, service agency appears and if it finds
that any card is faulty, then it takes further period for its replacement.
CDMA covers many remote and tribal places and we find WLL as
suitable option of service as hundreds of VPTs are working on WLL.
CDMA provides internet connectivity to remote places and as such non
working of BTs creates problems and unrest among the customers.
Neither ITI nor UTL attends the faults booked on their portal. In case of
ITI, even it is not possible to book online complaint on agency’s portal.
8. Monitoring of CDMA BTS faults: At present the reports are taken from
field units on faulty CDMA BTS but its rigorous persuasion is not done
causing failure of CDMA BTS for months together. As such a special
watch is to be kept on failure of BTS and its timely restoration.
9. No renewal of AMC for CDMA: There is no need of AMC for CDMA BTS
maintenance and only arrangement may be made for repairs of faulty
cards for replacement as agency representative never visit sites except
for taking NOC and majority of faults are that of faulty cards. This will
save thousands of rupees on AMC.
10. Replacement of old IFWT: Old IFWTs/FWTs working since beginning to
be replaced with new one. It also suggested that power supply i.e.
battery and Charger for all type of IFWTs/FWTs should be unique.
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11. Utilization of unused CDMA capacity: Huge capacity of CDMA network
is lying idle. Thousands of RUIM cards are available with SSAs but there
is no planning for utilization of these cards. Promotional offers are
declared on prepaid CDMA mobiles but services are yet to be launched.
In Nashik more than 22000 ruims are dumped.
12. Launching of CDMA Mobile services by BSNL: Total 74 CDMA MSCs
are installed all over the country by BSNL since 2007 and fixed WLL
connections were provided only in rural area and non-feasible area of
Period of one year is over since completion of CDMA Mobile all India
roaming testing. Coverage of CDMA is better through out the country.
Huge quantity of RUIM cards is lying idle with all circles. It is learnt
that the RUIM cards purchased by BSNL are distributed to every SSA
of each circle. The validity of recharge coupons is expired without
BSNL paid huge amount i.e. in crores to M/s. ZTE against purchase
of roaming software.
On launching of MNP services, Customers of other operators are
eager to migrate to BSNL CDMA mobile services but they are
blatantly told that BSNL has not launched CDMA Mobile services. It
is not understood why promotional offers are displayed on intranet, if
the services are not launched yet.
Dedicated posts are created at corporate /Circle office for planning
and launching of CDMA services but they don’t bother for
revitalization of dead investment. It is required to fix the
responsibility on account of wastage of manpower, technology, losses
due to huge unused investment.
80% capacity of CDMA MSCs is lying idle through out the country
and vendor is paid for maintenance of unused portion also.
Popular CUG schemes (Postpaid / prepaid) like “MKS” may be
launched through CDMA mobile services to cope up overloading of
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CDMA has better coverage and speech quality. Through CUG
schemes the installed equipment capacity will be utilized. The
utilization of dead investment may help the company to come out of
present financial crunch by generating additional revenue through
CDMA mobile services.
As such CDMA mobile services should be launched at the earliest.
D. BROAD BAND:
1. Stop Out Sourcing of Broad Band MTCE services; Abandon the
process of floating broadband tender for clearing Broadband faults.
Outsourcing of clearing of BB faults is not at all required. BSNL staff is
fully evolved and capable of giving good BB services which is evident
from the overall revenue earned in broadband sector. Now at least our
line staff is having the work of maintaining proper line condition of bb
customers. If this section is outsourced then 1) Chances of becoming
line staff idle 2) private operators may fetch money by showing excess
faults, resulting into loss of revenue 3) They may give the data of BSNL’s
bb customers to other private operator and may divert these subscribers.
As such the BB services/faults should be attended/maintained from
BSNL own staff. We have also accessed the opinion of SSA heads and it
is confirmed that there is no need of tender for maintenance of
broadband services which will save crores of rupees of BSNL. It is
controversial that one side there is shortage of funds for R & M activities
and other side we are giving tenders for attending BB faults where BSNL
has to do only payments for no activities carried out by contractor i.e. if
line fault lineman has to attend, MDF fault will be removed by MDF
person, Exchange fault will be restored by exchange person, in subs
premises if there is fault in PC customer will make arrangement , then
what is the work which is left to contractor is take fault list from BSNL
MDF operator, get it sectionalized from MDF testing persons, and
handover to LM or Customer or Exchange as the fault and finally at the
end of month submit the bill to BSNL.
2. Huge demand of Broadband, but acute shortage of equipment
DSLAMs/modems: We are repeating the mistakes in the case of
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Broadband, Customers are coming to our exchanges but we are not able
to give them connection because of non-availability of Broadband
equipment, Modems, etc. Thousands of broadband connections are not
provided due to shortage of broadband modems in field units. Though
there is option for customer to purchase on its own, the customers are
reluctant and BSNL is losing huge revenue every month. As such
broadband modems and equipments in some cases may be made
available in filed units and broadband connections should be provided
without any delay.
3. Up gradation of OFC network for broadband speed: It is observed that
some of broadband switches are not performing and are unable to
deliver faster speed due to non up gradation of the OFC network. This
low speed is causing loss to BSNL as the uses of broadband are
minimized due to lower speed. Hence all the broad band switches should
be connected on reliable OFC network and suitable OFC equipments.
1. Extension of alarms: Alarm extension works is not completed for
number of BTS working both at BSNL and Non BSNL sites though there
are directives of BSNL Corporate Office. Action should be initiated
against person /vendor responsible for undue delay in works of
extension of alarms.
2. Centralized Billing of GSM Equipments from Circle Office: Uniform
process for Billing of Mobile equipments and the accountability of the
equipments received with proper record.
3. Analysis of daily GSM BTS failure: At Circle level, Mobile BTS failure
report should be monitored for its timely restoration and properly
analyzed for reasons for frequent failure of BTS after taking feedback
from SSA as well as mobile wing and remedial action should be
immediately taken for improving the quality of mobile service. A special
attention should be given to attend the GSM BTS faults pending for more
than 24 hours. The working of BTS should be monitored for 24 hours
centrally from Circle Office.
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4. AMC for GSM BTS maintenance: AMC for maintenance of AC units, DG
Sets, Power plants & batteries for BTS sites should be finalized for all the
districts uniformly. Or standard rates may be approved and works may
be entrusted locally.
5. Distribution, Coordination between SSA & Mobile Teams: Proper and
specific guidelines regarding distribution of work & responsibilities
among SSA Team & CMTS Team at SSA level should be defined and
responsibility should be fixed for restoration of services in time bound
6. Periodical RF survey: for all types of BTS should be done which is
not done in Kalyan SSA. One RF team along with vehicle and RF tools
per SSA should be formed. Team should be under GM (Mobile).
Optimization of GSM to be done periodically to ensure wide coverage in
case of GSM.
7. Arrangement of Rigger for Towers: At present there is no rigger, a
person can work on mobile tower for erection / orientation of antennas
in the field units. From the inception of mobile services in BSNL is
maintaining network without rigger though it is just impossible to
maintain network without this person. Fortunately different GSM
projects were in execution and we could manage to extract work
unofficially from representatives of ITI or ALIL. But hereafter BSNL may
not having any project to role out and it will be very difficult to maintain
network as day to day works on mobile towers like VSWR removing,
orientation, replacing faulty old antennas can be done only by rigger.
Hence the arrangement of rigger for proper maintenance of services is
8. Review of Tender for GSM Network maintenance works: It is
understood that Mobile unit Nagpur & Pune are preparing tender on
item wise rate contract. As in tender, mode of maintenance by vender is
based on item wise billing. That is, if today one has done orientation of
antenna X , then bill of orientation of this antenna X will be passed, but
very next day or later, due to some network complaints of that sector
(Antenna X ) then one has to again orient this antenna. Majority of GSM
Page 16 of 34
Maintenance works are repetitive as these are trial and error method
works. In such cases cost of expenditure will increase and the cost of
estimate will not allow to carry work. This gives scope for malpractices
as it is not possible to monitor the same at all locations. As such instead
of preparing item wise rate contract tender, tender should be called to
provide rigger one at each SSA, which will help to maintain network with
fixed cost of rigger. As billing per month for one rigger will be fixed, there
will be no scope for false or exaggerated billing, and the overall
expenditure will be minimized and fixed.
9. Auto Start of DG Sets: In view of this many times it has been notices
that the BTS which are having more failure rates/times are unmanned,
needs a person to operate it when power supply is not available. Auto
Start to be implemented for Engines,
10. Teams for BTS maintenance: Separate team at SSA level should be
formed for maintenance of DG Sets, PP and Battery of GSM sites for both
BSNL and non BSNL sites and this team should report to SSA Head.
11. Shortage of 7.2mbps 3G card: In market private Visiontek data card for
BSNL 3G come, and hence our 3.6 card is not being sold that much &
hence 7.2 data card should be launched by BSNL at the earliest.
12. Increase in no. of 3G BTS sites: Till no. of BTs sites are to be upgraded
for 3G network which is causing problems for customers as he will not
get services if under the BTS area of different technology.
13. Merger of GSM wing to local SSA: To improve the mobile service and
productivity it is very essential that the mobile staff at SSA level should
be under control of concern SSA head.
14. Sufficient buffer stock of GSM components of GSM equipments including
RF Cable should be kept for maintenance works.
15. Infrastructural Problems: Power failure is one of the major
infrastructural problems affecting our GSM Services. In case of most of
the rural exchange BTS sites Battery backup is poor resulting in BTS
failure during load shedding / mains failure period. DG sets at all the
NBSNL GSM BTS sites are faulty & also there is no staff for operating
DG Sets in case of Power failure. Air conditioners at most of the NBSNL
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GSM BTS sites are faulty & due to overheat & high temperature BTS
equipment fails to work. Also due to high temperature even newly
battery sets are becoming faulty. Environmental alarm extensions are
not done at any NBSNL BTS site by mobile wing since installation due to
which the reason for failure of the site remains unknown till the site is
visited. Also it is very important to note that there is no tender for
repairing of Power Plant modules, Air conditioners, DG Sets to maintain
117 Power Plants, DG Sets & 234 Air conditioners.
16. Media Problems: OFC failure is the main reason for long pending
failures of BTS sites.
i. Due to insufficient staff & huge no. of faults resulting from
development work by MMRDA, NHAI, Municipal Corporation &
other civic authorities the OFC faults are not attended for Months
ii. Whenever a BTS alone fails due to OFC it is not attended for min
2-3 weeks due to huge pending list of OFC faults.
iii. Microwave media is used at many urban sites which are actually a
temporary measure to be used till OFC media is made available at
the BTS site by the SSA.
iv. Due to road widening activities media failure is reported
v. 15 GHz UHF systems can be used for radiation of exiting and new
GSM BTS sites to avoid unnecessary OF cable laying which will
save huge expenditure.
vi. Many of BTS sites are working on Microwave media which is
difficult to maintain due to unavailability of spares.
vii. Specific long pending site in failures in Kalyan SSA shows need to
look at OFC media problems:
a. Amne: BTS fail since more than 8 months due to OFC
b. Tirupati Nagar: Fail since Jan 2011. OFC Fault could not
be located yet.
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c. Achole & Bhalivali sites: Fail since Feb 2011. OFC Fault
could not be located yet.
d. Chandansar, Padgha, Talwade, Vasari, and Shil: Fail
since April 2011. OFC Fault not attended yet.
e. V. P. Naka: BTS fail since more than 18 months due to
dispute between builder & Society
17. Network & RF related problems: Most of the network related problems
can be solved by daily analysis of Traffic Reports made available by
Alcatel & OMCR Pune. Even though the Traffic reports are available they
are not being analyzed to improve network performance. Also, Drive test
& optimization is very important for performance of network.
i. No permanent Rigger allotted to sort problems of VSWR and
orientation (Most of the problems pending since Last 2 years,
ii. RF planning and optimization is not done. Only SDE from
centralized place handles the problems when reported from SSAs
which takes a long time.
iii. No proper data/software support for creation of new sites which
always results in call failure after addition of new sites.
iv. Non availability of RF optimization tool at each District and just
one Nokia handset is allotted to check RF details.
18. BTS Problems:
i. New sites:
Improper installations from Sub-vendors of M/s Alcatel.
No Progress in clearing punch points even after repeated
complaints through Mail/ Phone to Alcatel.
Sites being handed over without proper security.
Frequent RF Cable thefts.
Shortage of RF cables for replacement of stolen RF cables.
ii. Old sites:
Most of the DG sets of Non-BSNL sites not working, installed
No AMC for maintaining DG sets and AC units for Non-
No Replacement for faulty materials for months together.
E.g. In Ratnagiri SSA as on 20th July 2011e TRE Cards-112
Nos, Combiner Cards-30, Suma Cards-20, and Power plant
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modules-10(Delta) are faulty which are handed over to M/s
Alcatel for replacement and still not replaced causing very
poor quality of GSM services.
19. BSC Problems:
i. Clock synchronization problem are not attended for long time. E.g.
in Ratnagiri some problems are pending since November 2010
causing huge congestion and poor quality of GSM services.
ii. The long pending problem of one way speech is not given any
iii. The calling subscriber gets ring back, but actually call is not put
through and calling subscriber thinks that called subscriber is not
attending call, thereby unanswered call and loss of revenue to
20. Administrative Problems:
Due to Delay in renewal of agreements of BTS sites & other
disputes landlords do not allow BSNL to attend BTS failures.
Agreements of many sites have lapsed & there is no initiative from
BSNL side to either renew the agreement or search new site.
No tender for maintaining power plants, DG Sets & Air
No staff for running DG Sets, & attending faults for NBSNL BTS
No Vehicle for field officers for attending NBSNL BTS faults.
21. Problems regarding Quality of GSM Services: The following problems
are regularly observed in GSM services and needs to be attended
properly and to the root cause which if attended will improve the
quality of service.
a. Disconnection of calls between conversations.
b. No Proper hand over of calls while travelling.
c. Minimum three times dialing for one call.
d. Wrong announcements to calling party.
e. To much and noisy and mixed ring back tone.
f. Frequent change of ring Back Tones.
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g. Poor speech quality.
h. Cross connections.
i. Wrong calls
j. Poor coverage.
k. Billing for Pyari- Jodi connections etc.
l. RBT without actual maturity of call or receipt of call
by called party.
m. Maintaining the continuity of Mobile coverage
throughout the Circle at least on National/Express
Highways and Railway routes, densely populated
1. Working of helpline for CDR project: The help line numbers at ITPC
Pune for clarity/CRM/PMS remains unattended. The helpline numbers
given for help at the time of need not at all answered for days together
and if answered the person attending call simply advice to book tickets
without listening problem. For simple problems or queries also it is being
directed to book tickets and the field officers have to call local help line
and books tickets. These problems for booked tickets are also not solved
for months together.
2. Limitation on user’s privilege: L1-SAP-CRM (Level 1 Administrative)
users are given very limited privileges though many privileges can easily
be delegated to L1 SAP team without any problem. Increase in privilege
of Level 1 administrator will reduce SSA teams’ dependency on
ITPC/TCS Pune. For example order cancellation privilege, linking CO to
particular exchange(IT MANAGER ROLE), Error Reset, clarity user
creation privilege, Bulk NE update /creation, these privileges are
presently not given to L1Clarity team etc. unwanted restrictions have
been put though all these works were being done by field officers for
years months together. Privilege and powers to BSNL officers
working in CDR project at par with representatives of vendors
should be given without any further delay.
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3. Provision of Basic Reports: Our Regular and basic reports like MIS,
QOS, have not been provided in CDR system, in the format given by the
corporate office. Actually many reports which are seen in BI reports but
no data is fetched when report is run, even though data is there in
system. We did not understand what use of system is if we are unable to
generate required reports and why we should waste manpower in
preparation of routine reports. Thus non generation of required reports
is violation of basic idea behind implementation of Paperless work with
CDR project. Till today old traditional process of collecting and
forwarding reports at District, Circle and Corporate office continues
thereby wasting cores of rupees.
4. Technical support: There is only one coordinator for two circles and no
TCS person is directly accessible to field officer, their desk number is
never replied. Only way to get help is by booking a ticket to them. Even
for simple information regarding CDR doubts, which can be easily and
within a minute cleared on phone, are not attended, for that also we
have to book a ticket and ticket takes at least 5-7 days for complete
resolution, For improving the situation, at least 2-3 TCS persons for
each module may be deployed under the control of ITPC and that to be
at the level of JTO/SDE.
5. Misc Problems:
i. A serious billing problem is not yet settled since a year.
ii. Bills are prepared and dispatched after due dates and
telephones are disconnected before receipt of bills.
iii. Out standing of late billing after CDR implementation are not
yet paid by many CIC customers and now instead of paying
such a huge amount customers are migrating to other service
provider or reduces lines etc.
iv. It can be seen that closure are mainly due to billing problems
and huge outstanding amount in CDR.
v. Action of immediate reconnection of telephone on bill
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vi. There should not be difference in status of landline number in
CDR & in local exchange.
vii. In CDR so many problems ex. outstanding amount is
displaying but for which bill date it is not displaying.
viii. If for wrong disconnection LL numbers manually reconnected
from local exchanges again on next day LL numbers are getting
disconnected by ITPC Pune, which should be restricted.
ix. Payment of bills updating is not proper.
x. If bill paid after due date payment updating not taking place.
G. ERP project:
1. The ERP Project should be launched at the earliest.
2. Speed of ERP found during training is very poor and same needs
3. Prolonged ERP Training and loss of revenue and working manpower
on name of trainings.
4. Improper schedule of ERP trainings with break up of holidays
increasing expenditure on TADA.
5. Instead of training to all at Training centers, it should be arranged at
filed units which will reduce the expenditure on TA/DA.
6. Training is given far before of launching of ERP project in
Maharashtra Circle and this will not be useful practically when
actually project will be launched in Maharashtra Circle.
7. No. of person trained at Training centers should be limited to 3-4 per
SSA and these trained officers should guide and help other to work
on ERP system.
H. Enterprise Business:
1. Reduce gap between Card tariff and MNS tariff of Data/Internet
circuits: Card Tariff available on Internet is too high that customer can
not think to approach to BSNL. Where as tariff through MNS for same
circuits is below 50% and after negotiation we have provided circuits at
70% discounts and now private operators are giving services at 80% to
85% discount on our card tariff with attraction of customers that they
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can give services at 85%discount over BSN card tariff and shows
customers the card tariff of BSNL by downloading from website. Hence
this becomes tools for private operator to divert or prevent customers
from approaching to BSNL. As such the BSNL Card Tariff should be
revised suitably and this should be regular process depending on market
2. Introduction of New tariff to PRI/ Corporate Customer: At present we
are offering STD calls on Rs.0.80 to Rs. 1.20 per 3 min to all customers,
if we implement a plan With Rs. 0.30 per min, we can bring back the our
customer those who are using our PRI line only for Incoming or FAX.
Same may be prepared for ISD calls too. For this letters/mails may be
sent to the Corporate Customers through EB Cell of SSA Similarly
standby WLL connectivity may be introduced in case of Fiber cut.
3. Sanction of plans in tune with proposals by SSA EB Team: SSA EB
teams are taking efforts, prepares some plan for some group, if it is good
and if customer demand it should be 1+5, Circle Office says no not
possible, after request they send approval from circle office for 1+1,
which has no logic with field proposal. If BSNL gives 1+5 for farmers why
same is not given to commercial & good earning class of peoples for
better plan already approved by Circle Office for their retention.
4. Time limit for EB proposals at Circle and Corporate level: Active
and timely Support from Circle to EB team of SSA to sanction plans for
new groups suggested by SSA team is required. Filed units are facing lot
of problems and anguish due to delay in processing files/proposals in
Circle/Corporate Office and actual sanction thereof. A suitable time
frame should be fixed for sanctioning proposals. Also status of cases
being processed should be made available to field units by email at
least once in week.
5. Co-Ordination and Co-operation with MTNL Mumbai: Being at
Economical capital of India BSNL has to interact with MTNL for each
and every business of BSNL. It is seen that so many proposals could not
be realized due to fact that we are not getting required co-operation from
MTNL. We have interacted with some of officers in MTNL and it is seen
Page 24 of 34
that they are having reserved approach towards BSNL with some
genuine reasons like issues of revenue sharing, use of Private operator’s
infrastructure by BSNL where MTNL is having feasibility and only
allotting works to MTNL at the places where private operators did not
have their network or expenditure estimated in execution is more as
compared to revenue generation. They had objection that MTNL is not
getting required Co-operation from other parts of BSNL for execution of
their business etc. As such it is required that one fortnightly/monthly
meeting is arranged with MTNL and BSNL senior officers to redress the
grievances between MTNL and BSNL so that junior level teams can
concentrate on other issues and both the MTNL & BSNL can generate
business and execute the same with minimum difficulties and in fixed
6. Account Team for EB activities with a separate DGM: In Circle office
Mumbai during this year about seven posts of new DGMs have been
created in finance wing. But unfortunately no separate DGM is posted
only for EB activities. Same is case with CAO/AO/JAO but no one is
posted specially for EB activities. There is need of time to have full
fledged account team under DGM EB Finance with separate AO & JAOs
as NAMs/KAMs who are practically involved in only EB activities from
initial stage and looks at the proposal of EB as business and not in
typical account angle. If DGM EB Finance and his team members of
account wing attends customer meeting regarding finalization of deal
then they will get idea of current market trend and will look at proposal
with business mind as being done in Pune. This will reduce bourdon on
present EB executives in persuasion their proposals with accounts
persons. With this arrangement new proposals will be finalized in faster
speed and also other issues regarding recovery of outstanding dues,
discounting proposal, billing of the business generated will be taken due
care in a special touch and most important achievement will be proper
billing of the present accounts of long pending unbilled circuits, due to
which BSNL is loosing revenue in crores. All these issues will be settled
by arrangements of separate EB finance team.
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I. OFC Network:
1. Proper and optimum Utilization of OFC Overlay Network: BSNL is
having idle OFC overlay network and it is not properly utilized though
crores of rupees have been spent on it and there is demand for its
utilization. This overlay network should be utilized to high speed data
services to customers.
2. Upgaradation of OFC Equipments: for matching up with the
requirement of 3G services and other Data cards.
3. Shortage of OFC: Maharashtra Circle is having acute shortage of OFC
due to which so many OFC rings are pending for commissioning. Even
OFC is not available to attend the day to day OFC faults as OF cable is
not available in MH circle since last few months. Hence proper steps for
procurement of the OFC or its diversion from other units be done and
OFC should be made available in sufficient quantity.
4. Action plan for future OFC Network and replacement of outdated OF
Cables and equipments.
J. Expenditure on Vehicles:
1. Shortage of vehicles in field units & under utilization of vehicles: It can
be seen that for Maharashtra Circle a good number of vehicles are allotted
as per Corporate Office norms, but same are not fully allotted for actual
works. About 70 % of vehicles are utilized only from home to office journey
of individuals and practically no vehicles except the vehicles of OFC routes
are available for office works. Unfortunately this has affected mainly works
like restoration of OFC faults, restoration of exchange failures and
restoration of GSM /CDMA BTS etc. It is necessary that the vehicles should
be allotted more to field units for improvement of quality of services and
restriction should be put on home to office journey and vehicles should be
kept under common pool except the period of Home to Office Journey in the
evening and morning.
2. In Circle Office & some of field units, some of Officers are using hired
vehicles from home to office journey beyond local limits and thus the limit
of 1500 Kms is being crossed thereby making loss of thousands of rupees
per months to BSNL as said officers are staying out of local limits for their
Page 26 of 34
personal benefits. In such cases the Officers should be asked to shift to
nearby and local area or restrictions should be kept to only 1500 Kms as
prescribed by BSNL CO and no additional expenditure should be allowed
for home to Office journey.
K. Customer Service Centers:
1. The arrangement should be made to accept cash up to 1700 hours as
now cash is collected by banks from the BSNL cash counters.
2. Update circulars should be made available for staff working at CSCs.
3. The working of CSC should be made from 0800 AM to 0800 PM daily.
4. Arrangements should be made for receiving cash against BSNL
telephone bills at CSC at CTO and Santacruz (W), which is not provided
since long due to just non opening of BSNL operating account in
Suggestions for INDUSTRIAL PEACE/DISCIPLINE
Sir, we have consolidated some of the points and issues which have created
unrest among the executives and staff of BSNL in general and in Maharashtra Circle
in particular and request to initiate immediate steps for its resolutions and maintain
industrial peace and discipline in BSNL. The details are as follows.
1. Monthly Subscription of members of SNEA (I) should be allowed from monthly
salary if consent is given by member for same.
2. Request transfers of executives completing tenure should be issued
immediately after completion of two years tenure and should not help up upto
3. Immediate Consideration may be given to pending own cost request transfers
who have completed two years service in present SSA.
4. Pending own cost request transfers on spouse working ground, own cost
request transfer of executives completed 58 years should be given due
consideration without any further delay.
5. Reliving of executives on their request transfer without further waiting for
Page 27 of 34
6. Approval of standard Pay scales to JTOs and Fitment for JTOs of 07-08:
This is most burning issue in the BSNL as the backbone cadre of BSNL is
being deprived from its basic right of equal pay for equal work. The matter is
being kept pending and undecided and this has caused unrest among about
all executives in BSNL. It is seen that some of SSAs have denied the minimum
fitment formula creating disparity between two JTOs recruited in same batch.
As such it is necessary that standard pay scales i.e. E-2 for JTOs and E-3 for
SDEs should be immediately approved without making any further delay.
7. Resolution of EPF problems: As on today, mesh has been created in
settlement of EPF problems and claims. It is seen that individuals are not
getting the EPF balance statements for years together, are not able to withdraw
advance from GPF, even in some cases the interest is not being credited to the
account, creating unjustified GPF accounts & recovery of past contribution
and some individuals are given more than one EPF account numbers etc. This
is one of the issues which have caused unrest among the staff and employees
recruited by BSNL. Hence it is suggested to initiate special steps for
distribution of quarterly EPF statements to executives indicating employee as
well as employer contribution, inclusion of EPF statements & account
information in HRMS portal, EPF account transfer if applicable for any
transferred executive may be made a part of LPC to avoid future complications.
8. Maintaining Circle Average of All Cadres from GM to R/M: It can be seen
from the data available in circle admn that there is acute shortage in all
cadres. Some of SSA heads posts are vacant from years together & DGM posts
are not being filled in so many SSAs. About 50 % exchanges are unmanned
due to non-availability of line staff. But no action has been taken either by
circle Admn or SSA heads to meet the shortage equally. It can be seen that in
some SSAs some cadres are getting salary without any work, but other SSAs
are not having sufficient hands of these cadres.
9. Removal of restriction of age and educational qualification for internal
exams for Management Trainees: We would like to bring to your notice the
strong feelings of executives over stringent condition for recruitment of internal
Management Trainees. Our General Secretary has already brought to notice of
Management all the facts about how maximum executives are being deprived
of their right of writing internal competitive examination. Hence it is requested
Page 28 of 34
that the restrictions on age and educational qualification for internal
Management trainees should be removed and any executives working in BSNL
should be given chance to write this internal MT examination thereby giving
natural justice to all the executives.
10. Disparities in TBP after 2nd Pay revision: After the 2nd pay revision there
are changes in the applicability of the TBP for review of such cases BSNL CO
has issued the clear instructions and on the endorsement letter from
Maharashtra Circle, same has been implemented in different SSAs in
Maharashtra Circle. But unfortunately same is not implemented in Circle
Office itself who has issued endorsement letter to field units and though we
are being assured since last two months. As such same may be please
implemented in Circle Office and other SSAs in Maharashtra Circle. Secondly
one issue has aroused after 2nd Pay Revision that about all the executives will
be eligible for 1st TBP within four years as they are matching the condition of
touching higher scale in four years. But some executives mainly JTOs who
have got TBP before or just before the 2nd Pay are deprived off such eligibility
and are drawing less salary than juniors. This is also one of the reasons for
unrest among the executives and hence it is requested to remove this
disparity and all executives should be given 1st TBP after four years regardless
of condition of touching next higher pay scale.
11. Early Conduction of LDCE for TES Gr B: Pending court cases has stalled
the growth of executives & brought them to a standstill. Action should be
taken to resolve the issues immediately & conduct LDCE at the earliest
without any further delay.
12. Wrong procedure of Equalization of executives on basis of working lines:
BSNL corporate office has issued some guidelines for equalization of
executives on the basis of working lines. These guidelines are not at all
implemented in any of the Circle except Maharashtra and it has adversely
affected to the growth of all developing SSAs in Maharashtra Circle. No doubt
there were some executives are excess in some of SSA in some cadre, but
there was shortage in other cadre. But this mathematical formula applied
without assessment of actual requirement of executives in field units has
created mess in Maharashtra Circle. SSAs where more executives are required
for meeting growth of BSNL network are deprived of executives and SSAs not
Page 29 of 34
having any growth and who had some exercise in achieving targets of 2nd
bfone have provided excess executives. This has made unwanted expenditure
of lakhs of rupees on transfer of executives in hundreds thereby creating
displeasure among the executives. Only Maharashtra Circle has implemented
this unwanted order and this has resulted in poor achievement of targets and
overall development. Hence it is requested that this equalization on the basis
of only working lines should be stopped and the standard procedure of posting
executives on the basis of sanctioned posted should be adopted, if required
the sanctioned posts may be reviewed at the end of every financial year.
Proper justification of staff as per workload is done by considering sanctioned
post and circle equalization formula should be discarded as it is not
justifying the workload equally. If required special drive may be taken to
update sanctioned posts.
13. Merger of 9.4% of IDA as part of fitment & Payment of 2nd installment
(60%) of Pay arrears: As per the Government of India order, additional 9.4 %
of IDA is to be taken as part of fitment for IDA pay fixation of executives. As
this is part of the wage revision package it should be implemented, as part of
wage revision and the pay of the executives should be revised accordingly.
Also as per the order dated 25.08.2009 from Department of Expenditure and
endorsed by DoT to BSNL on account of balance 60 % arrears of 6th Pay
revision is due for the executives. Now all the executives are eagerly waiting
for the revised fitment formula and payment of arrears accordingly and the
arrears have been already delayed for reasonable time. It is requested to revise
the pay as per new fitment formula of 9.4 % and make balance payment of the
60 % arrears at the earliest. This is reason for mass unrest in the staff and
employees of BSNL and hence may be given top priority.
14. Merger of Mobile section with field units: It may be please seen that
separation of GSM services from SSA working has become major hurdle in
smooth functioning of Mobile network. It is main reason for delay in provision
of Mobile services and installation of proper infrastructure for GSM network.
The mobile sections mainly functions from SSA head quarters and the
customer reactions are to be faced by all the field executives and staff. Also
the separation is done only at SSA level where actually physical works and
activities are involved. In recent past posting to mobile section has become
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option for exclusion of names from posting in rural area. This is also reason
for disparity among the executives as executives in mobile are getting higher
HRA continuously and other are compelled to work in rural area. If Mobile
wing is merged with SSA and overall control is given to SSA Head, it will
improve the disparity and will help in improvement of quality of GSM services.
Hence mobile wing should be merged with SSAs teams for better coordination
among staff and executives, which will definitely improve quality of mobile
services and reduce unrest among the executives and staff working in BSNL.
This procedure is followed in so many other Circles like MP, but not being
followed in Maharashtra Circle.
15. Posting to Non recruiting Circle within territory Maharashtra Circle:
Since last two years it has became trend that all are requesting for posting to
non recruiting Circles like WTP, WTR, DNW, Inspection & ITPC. It may be
please seen that there a large waiting list from Maharashtra Circle to these
units for posting within territory of Maharashtra Circle. From the rush to ITPC
Pune one can see how the executives are egger to work in ITPC Pune
specifically from Pune SSA to ITPC Pune though said executives are not much
techno savvy with works related to ITPC. Main and only reason behind these
requests to ITPC is that the executives who are coming under the purview of
the long stay transfers within Maharashtra Circle like Pune are opting for
posting in ITPC Pune and cleverly escaping from the list of long stay transfer
within SSA, within Maharashtra Circle and in all India long stay transfers.
Unfortunately this act is being supported by administration and this has
become reason for unrest among the executives with feelings that the
transfers are being managed. Same is the case with request for posting to
other units like WTR, WTP, DNW, and Inspection Circle. Posting of Long
stayed Officers to non recruiting Circle has became new and intelligent idea
for exclusion of names from all the list of long stays and hence the matter may
be please reviewed for maintain uniform policy while posting to non recruiting
Circles within territory of Maharashtra Circle and other who could not manage
are being shunted to North East, J&K Circle and other Circles.
16. Rural to urban transfer /inter SSA transfer should be after completion of two
years and compulsion of four year criteria as applied by GMT Amravati
should be immediately discarded. Suitable instructions should be issued from
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17. Posting of SDEs from the home District to Mobile unit should be given priority
and pending requests from Buldhana, Nagpur, Ahmednagar, Osmanabad etc
should be given due consideration.
18. The longest stay lists of executives should be prepared and published for
awareness of all comrades. The stay counting should be done without any
bias as it has been noticed that stay of comrades working in Mumbai is not
counted while preparation of all India longest stay list of Maharashtra Circle
creating disparity in the list.
19. Clear instructions for removing disparity on recent SDE promotion against 67
% quota, case of Pune and some other SSA.
20. Immediate arrangements for posting substitute Vigilance Officer on
completion of tenure of three years as it is noticed that some officers are
working on same places form more than 10 years against CVC guidelines.
Cancellation of change of section of Com Kamble’s Jt Sec Marathwada as
section has been changed due to malicious & intentional complaints of one
of the non executives union at Nanded
21. Transfer policy guidelines should be followed strictly for all with any privilege
to anyone except as specifically mentioned in transfer policy for medical
22. Action should be taken against officer seeking for undue favour and officer
offering such undue favor at the cost of others and BSNL.
23. All the guidelines and instructions should be followed equally for all
disciplines including Telecom, Civil, Electrical, Accounts, Personal assistants
and there should not be any disparity as found in issuing transfer orders in
interest of service in account wing and at own cost in Telecom wing within
24. A fare system should be generated for recognaisation of staff and executives’
performing best and rewarding them by special awards.
25. Completion of Departmental Enquiries in a Time Bound Manner and
processing the appeals if any for final decision as early as possible.
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26. Such meetings on Productivity of BSNL and industrial peace should be
arranged at District level by SSA heads to have feedback from District
branches on local problems and difficulties and solutions thereof.
27. The unaddressed issued raised by SNEA (I) District Branches have created
unrest among the executives of that particular district viz.
i. Goa: Though DS SNEA (I) Goa has submitted agenda mainly on
development issues to GMT before two months, the GMT Goa has not
grated meeting after repeated reminders.
ii. Sindhudurg: Non reliving of executives who have completed tenure
long back and transfer orders have been issued by Circle though there
are excess JTOs in Sindhudurg than the justified strength. Pending
cases fro reliving from Sindhudurg SSA are:
a. Com. Jadhav JTO Devgad to Ahmednagar.
b. Com. Kadam JTO Gr Devgad to Ahmednagar
c. Com. Khule SDE Sawantwadi to Nashik.
iii. Ratnagiri: Non reliving of executives who have completed tenure long
back and transfer orders have been issued by Circle.GMT Ratnagiri is
waiting for substitutes and substitutes posted have either not relived or
successful in getting transfer order modified. Pending cases fro reliving
from Ratnagiri SSA are:
a. Com. A. S. Lawand SDE to Satara
b. Com. R. S. Kale SDE to Osmanabad
c. Com. D. B. Kapre, SDE to Pune
d. Com. R. B. Kumbhar SDE to Pune.
iv. Satara: Vigilance Enquiry of about all executives on Unanimous
complaints by one executive and difficulties faced by executives due to
such repeated complaints on same name and relief to the executives of
Satara from such complaint by transferring said executive out of
v. Jalna: Non consideration of immunity from transfer of DS SNEA (I)
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vi. Pune: Pick and choose policy adopted by office of PGMT Pune in
reliving of executives and undue favour by adopting illegal and
unofficial tactics for not reliving following executives on their long stay
transfers out of Pune SSA.
a. Shri. N. R. Jagtap, SDE working as L/A DE. Under transfer
to Ratnagiri, Circle Office Mumbai, Goa again Circle
Mumbai. He was first transferred out of Pune in March 2009
and after that four five transfer orders are issued as per his
request, but he is not relived till today and given DE
promotion out of way though the Circle Office has not issued
any orders for same. This is best examples how the Circle
management is being fooled by Pune management.
b. Shri. S.R. Hole DE. Under transfer to Goa, Circle office. In a
shameful and arrogant manner instead of reliving Shri. Hole
who is under transfer to Circle Office Mumbai he is
transferred locally & posted as DE Ext Satara Road.
c. Smt. U.M. Visal, SDE Under transfer to Ratnagiri, retention
up to 31.12.2010 but not yet relived.
d. Shri. H.V Sovani, SDE working as PS to PGMT Pune, under
transfer to Ratnagiri.
e. Shri. S.B. Joshi SDE, under transfer to Ratnagiri.
Sir, we have tried our level best to give feedback and we are hopeful that all
these suggestions will be taken in true spirits and will be implemented for increasing
productivity of BSNL and maintaining industrial peace and harmony in BSNL.
Hoping for early action in this regards.
M. S. Adasul
SNEA (I) Maharashtra.
1. Shri. M. D. Bhatia, CGMT MH Circle Mumbai for kind information please.
2. Com. G. L. Jogi, GS SNEA (I) CHQ New Delhi for kind information please.
3. Com. A. R. Manani, AGS SNEA (I) CHQ @ Kalyan for kind information pl.
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