May the joyous celebration
Of this divine festival
Fill your heart with
Never ending joy and happiness!
Happy Diwali to all the Members of AICEIA Mumbai Circle.

                                                                  F. No. AICEIA/Mumbai/Misc/2016

                                                                  Mumbai, the 20^th April, 2017

To,

The Additional Director General,

(HRM –I), DGHRD, CBEC,

New Delhi.

Sir,

Sub: - Proposed restructuring/reorganization of Department consequent

            to rolling out GST from July 2017 – reg. 

            With the passage of the GST from both the houses of parliament, the major indirect  tax reform of the century is just few steps away before becoming part and partial of our robust tax mechanism, which in all probability will be effective from not later than July, 2017 as has already been reckoned by Hon’ble Finance Minister. This historic event will require administrative changes as well as organizational changes in the entire formation.

           

             As has been in all the cases, this time also all the officers of the department had given their utmost support, and are not leaving any stone unturned so as to make the rollout GST successful. All the officers have successfully undergone training for the same and are ready for any challenge that may come on the way after GST rollout. However, it is a universal fact that human beings are bit receptive as well as apprehensive for any drastic and phenomenal change, and these human values can’t be ignored in the case of departmental officers too.

             Further, it is a universal fact that the life in Metro and the suburban area of Mumbai has its own impact on all the residents, and same can’t be ignored in the case of cadre officers who has to make use of public means of transport, commuting in which at the peak hours is a tough nut to crack which drains out lot of energy which otherwise could be harnessed in productive official work. Advantages and disadvantages are there, but everyone has to manage their best under the given circumstances.

               The members of AICEIA, Mumbai Circle are also worried, considering the past experiences. Hope that in the near future, all these apprehensions, as what will be the structure, how the staff will be deployed in the new tax regime etc., will be set to rest.

                The factor most affecting, both the trade as well as staff in the field, is the infrastructureprovided, which always has been a grey area with even basic amenities of office becoming a cause of struggle, for the lower staff. AICEIA Mumbai suggests and requests that immediate steps be taken so that all the infrastructure issues are sorted out on priority basis. If required, the stake holders may also be involved in the process of deliberation and inviting suggestions in the matter.

            Board has finalized the number of Commissionerates in our Zone i.e. 11 Executive Commissionerates with 650 Ranges, 5 Audit Commissionerates and 5 Commissioner (Appeals). While finalizing the Headquarters office and its Division/Range/Circle, adequate precautions be taken, so that it is convenient, both for the trade as well as field staff, majority of whom resides at far away suburbs of Mumbai (from the commutation point of view). For example, the Commissionerate of Thane/ Thane rural/ Bhiwandi/ Palghar are having jurisdiction which are adjacent to each other. So is the case with the Commissionerates of Mumbai East/South/Central/West and Raigarh, Belapur & Navi Mumbai.

                As has been represented by the association in earlier occasions, it is once again reiterated here that the welfare of the trade alongwith the same of the officers should be the guiding principles during GST reorganization. All the efforts should be such that the headquarters should be within the jurisdictional area of the respective Commissionerate so as to facilitate the trade. Further, the posting of the officers should be done based on the place of residence so as to bring out the maximum efficiency from all the officers.

                It is also requested that all Staff should be provided office space according to Manual on Infrastructure published by DGHRD. For example, one Range should have area of 530 Sq. ft. as one Range will comprise 1 Superintendent, 2 Inspectors, 1 Tax Assistant and 1 Hawaldar. So as per norms the area comes 530 Sq. ft. The same criteria should be followed in other formations as per norms.

            Although Board has finalized the number of Commissionerates/Directorates and other subordinate offices, we feel that the Administration does not have proper data, either as to how much of the assesse-base will be lost to the State Administration or how much of the business activity will be gained by us. Hence, the Association feels that it is premature at this juncture to go in for reorganization.

                We are also aware that our current network system is incapable to cope with the new system. For the failure of the system and lack of its up-gradation, the officers are being subjected to harassment. Hence, this aspect may also be looked into.

             A wholistic approach needs to be followed keeping the welfare of all the stake holders into account. We understand that change is an important part of life, but if it is done after taking into confidence, all the constituents, then the process of change is smooth and good for the entire organization and its stake holders. But if the same is done unilaterally, then it becomes a cause of unrest and resentment.

             We hope that the Administration will not allow the situation to degrade to such an extent and the Administration, under your kind control, will involve all the Staff associations to be part of the deliberation and will move with pace to adopt the changes, for the betterment of all.

           

Thanking You,   

            Yours faithfully,

                                                                          

                                                                                            SD/-

                                                                                 (ABHISHEK SINGH)

                                                                                    General Secretary

Copy to: -The Chief Commissioner, Central Excise, Mumbai Zone –I / Mumbai Zone –II. 

                                                                               F. No. AICEIA/Mumbai/Misc/2016

                                                                               Mumbai, the 12^th April, 2017

To,

The Chief Commissioner,

Central Excise, Zone-I,

Cadre Controlling Authority,

Mumbai.

Sir,

Sub: - Proposed restructuring/reorganization of Department consequent

to rolling out GST from July 2017 – reg. 

             With the passage of the GST from both the houses of parliament, the major indirect  tax reform of the century is just few steps away before becoming part and partial of our robust tax mechanism, which in all probability will be effective from not later than July, 2017 as has already been reckoned by our Finance Minister. This historic event will require administrative changes as well as organizational changes in the entire formation.

           

             As has been in all the cases, this time also all the officers of the department had given their utmost support, and are not leaving any stone unturned so as to make the rollout GST successful. All the officers have successfully undergone training for the same and are ready for any challenge that may come on the way after GST rollout. However, it is a universal fact that human beings are bit receptive as well as apprehensive for any drastic and phenomenal change, and these human values can’t be ignored in the case of departmental officers too.

             Further, it is a universal fact that the life in Metro and the suburban area of Mumbai has its own impact on all the residents, and same can’t be ignored in the case of cadre officers who has to make use of public means of transport, commuting in which at the peak hours is a tough nut to crack which drains out lot of energy which otherwise could be harnessed in productive official work. Advantages and disadvantages are there, but everyone has to manage their best under the given circumstances.

             The members of AICEIA, Mumbai Circle are also worried, considering the past experiences. Hope that in the near future, all these apprehensions, as what will be the structure, how the staff will be deployed in the new tax regime etc., will be set to rest.

The factor most affecting, both the trade as well as staff in the field, is the infrastructure provided, which always has been a grey area with even basic amenities of office becoming a cause of struggle, for the lower staff. AICEIA Mumbai suggests and requests that immediate steps be taken so that all the infrastructure issues are sorted out on priority basis. If required, the stake holders may also be involved in the process of deliberation and inviting suggestions in the matter.

            Board has finalized the number of Commissionerates in our Zone i.e. 11 Executive Commissionerates with 650 Ranges, 5 Audit Commissionerates and 5 Commissioner (Appeals). While finalizing the Headquarters office and its Division/Range/Circle, adequate precautions be taken, so that it is convenient, both for the trade as well as field staff, majority of whom resides at far away suburbs of Mumbai (from the commutation point of view). For example, the Commissionerate of Thane/ Thane rural/ Bhiwandi/ Palghar are having jurisdiction which are adjacent to each other. So is the case with the Commissionerates of Mumbai East/South/Central/West and Raigarh, Belapur & Navi Mumbai.

                As has been represented by the association in earlier occasions, it is once again reiterated here that the welfare of the trade alongwith the same of the officers should be the guiding principles during GST reorganization. All the efforts should be such that the headquarters should be in the jurisdictional area itself so as to facilitate the trade. Further, the posting of the officers should be done based on the place of residence so as to bring out the maximum efficiency from all the officers.

            Although Board has finalized the number of Commissionerates/Directorates and other subordinate offices, we feel that the Administration does not have proper data, either as to how much of the assesse-base will be lost to the State Administration or how much of the business activity will be gained by us. Hence, the Association feels that it is premature at this juncture to go in for reorganization.

             The traditional method of bifurcation of the jurisdictions, as happened during the Cadre Restructuring of 2014, will not be applicable now. Further, the new tax regime will be based on the concept of ‘principal place of business’. Mumbai will have a major share, whereas the activity in the Commissionerates of Palghar, Bhiwandi, Thane Rural, Belapur will remain only in name, as the major taxpayers in these Commissionerates have their Head offices and therefore ‘place of business’ in the city of Mumbai. Also, various large taxpayers, now attached to LTU-Mumbai, needs close consideration, while creating / shaping Commissionerates. Revenue and the work load of each Commissionerate will not be uniformly even, by any yardstick or parameter.

            We are also aware that our current network system is incapable to cope with the new system. For the failure of the system and lack of its up-gradation, the officers are being subjected to harassment. Hence, this aspect may also be looked into.

             A wholistic approach needs to be followed keeping the welfare of all the stake holders into account. We understand that change is an important part of life, but if it is done after taking into confidence, all the constituents, then the process of change is smooth and good for the entire organization and its stake holders. But if the same is done unilaterally, then it becomes a cause of unrest and resentment.

             We hope that the Administration will not allow the situation to degrade to such an extent and the Administration, under your kind control, will involve all the Staff associations to be part of the deliberation and will move with pace to adopt the changes, for the betterment of all.

           

Thanking You,   

        Yours faithfully,

                                                                          

                                                                                          Sd/- 

                                                                              (ABHISHEK SINGH)

                                                                                 General Secretary

 Copy to: The Chief Commissioner, Central Excise, Mumbai Zone-II & Chief Commissioner, Service Tax, Mumbai Zone – For kind Information & necessary action.

F. No. AICEIA/Mumbai/Misc/2015                                      Date: 8^th October, 2015.

To,

The Chief Commissioner,

Central Excise Zone-I & Service Tax Zone,

Mumbai.

Respected Sir,

               Sub:-Improper utilisation of services of Inspector Cadre-reg.

               In the above matter your kind attention is invited on the sanction & working strength of Inspectors in Central Excise Zone-I is 740(SS) & 375(WS) and in Service Tax Zone is 690(SS) & 302(WS). Therefore, Inspectors are holding additional work to execute regular table work, time bond matters etc. in time which causes mental pressure and corresponding health problems. In spite of acute shortage of Inspectors, the two incidences are invited for your kind attention:-

1.       Please refer to the cited subject above. In this connection, it is brought to your kind notice that few commissioners are deploying inspectors for day-to-day protocol duty for receiving them from their place of residence till dropping them back. Whole day an Inspector is deputed for protocol duty of Commissioner. This is very unusual practice and the same was never followed in Mumbai. It is to submit further that the inspectors were used to provide protocol duty on special occasions in case of Dignitaries only as they may not be aware to map of city. Using of inspectors as protocol officer for day-to-day activities is not only a wastage of manpower but also a loss of Govt. revenue. The inspectors can instead be use for constructive work which may lead to generation of Govt. Revenue. 

Sir, it is very surprising that on the one hand Mumbai facing acute shortage of inspectors and on the other hand, the few Commissioners like Shri. S. K. Das, Commissioner, Service Tax-V and Shri. Yogendra Swaroop, Commissioner, LTU are showing feudal characteship by misusing Inspector as protocol officer which appears to represent colonial mentality and hindering the growth of the nation.

2.       It has also come to the notice of AICEIA, Mumbai in Air India Building (Service Tax-I & II), the inspectors are deputed for Tapal duty. As, inspectors are in Central Excise and Customs belongs to executive cadre, so, assigning tapal duty to Inspectors of Central Excise & Customs will de-motivating for the cadre will cause mental and social harassment.

               We, being a citizen of independent India, must ensure that the association shall protest in every possible way against every colonial practice and mentality in the organisation of CBEC. The Protocol duty and the Control Room Duty, which have been practising in every Commissionerate, are the remains of colonial mentality. The association is committed to the growth of its cadre, organisation and hence the nation. And, it is a strong belief of this Association that without eradication of colonial mentality in the organisation of CBEC, the cadre would not be to thrive and meet its true potential. So, the practice of protocol duty and the control room duty must be stopped.  It will be worth mentioning here that in reply of an RTI; the CBEC has informed that there are no statuary provisions for Control Room Duty (copy enclosed).

               Therefore, it is requested that kindly take a suitable step and stop this colonial and humiliating practice which has neither any statutory or legal basis nor has any relation to the revenue collection/generation. It is completely unproductive as well as wastage of Human Resource.

Hoping for best positive initiatives.

                                                                                            Yours faithfully,

                                                                                                      Sd/- 

                                                                                          (ABHISHEK SINGH)

                                                                                               General Secretary

                                                                                          AICEIA, Mumbai Circle

Copy to:-

1.  Hon’ble Member of Service Tax.

2. The Chief Commissioner, Central Excise Zone-II.

3. The Additional/Joint Commissioner, Central Excise and Service Tax Zone, PCC Office, Mumbai.

4. President / Secretary General of AICEIA.

                                                                                                   Sd/-

                                                                                            (ABHISHEK SINGH)

                                                                                                 General Secretary 

                                                                                           AICEIA, Mumbai Circle

                                                                   F. No. AICEIA/Mumbai/Misc/2015

                                                                   Mumbai, the 08^thAugust, 2015

To,

The Joint Commissioner of Customs (P),

R&I (Administration),

New Custom House,

Mumbai.

Sir,

            Sub:- Joint Consultative Machinery (JCM) Meeting-reg.

          Please refer to your letter F. No. SD/INT/ADMN/I/61/2006-R&I dated 06.08.2015 on the above subject.

             In this connection, it is to inform you that a letter is given to the Additional Commissioner of Customs (P), M&P Wing, Mumbai under F. No. AICEIA/Mumbai/TPP/2015 dated 05.06.2015 enumerating the below mentioned point and a reminder was also submitted on dated 07.07.2015. 

             It is submitted that the strength of M&P Wing had been reduced from 158 to 106 after CR and further the working strength was still reduced to 80. As such, the officers of M&P Wing are facing huge difficulties in performing regular duties and the additional work as mentioned below which can easily be done away with. As such the below mentioned points are converted to agenda points:-

1)      Control Room Duty:-There is shortage of Inspectors in M&P Wing (80 working strength). The day control room duty is conducted by the officers of different Sections sitting in Everest House. The staff strength of each section has been reduced from earlier strength and in majority of the sections there is only one inspector. The inspector on Day CRO duty, the sections work of the individual officer’s gets accumulated and they have to clear it on the following days. The work of day CRO officer is as below:-

a)      To attend the some phone calls regarding miscellaneous inquiry,

b)      handing over keys of vehicles,

c)       issuance of Arms, if required.

               It is to mention that with regards attending of phone calls can be handled even by a Hawaldar. The issuance of arms which is once or twice in a year (i.e. the statistic of last two to three years) can be handled by the section in-charge of arms and ammunition. As regards vehicles, the same can be handled by MTO/PRO Superintendent.  In view of the above, it  is only the wastage of man power by deputing Inspector as CRO in day time, whereas the hawaldar/Sepoy are enough for day control room duty and  in case of  any difficulty/emergency, P.R.O/M.T.O. can co-ordinate/manage the situation.

2)     Special NRP duty:- Special NRP duty is conducted by M&P Wing, Mumbai on even days of every month. We cover the area of jurisdiction of R&I Wing during Special Night Road Patrolling (NRP). This special NRP was allotted to M&P Wing as there was not enough staff in R&I Wing. Now the strength of M&P Wing has been further reduced to 80 (working strength). Therefore, it is requested that R&I Wing may be directed to conduct special NRP duty which are part of their duty.

3)   Special Holidays duty:-  In addition to Control Room duty, the officers i.e. Superintendents and Inspectors are also deputed for Special CRO duties on holidays. Both of them sit in control room for performing the duties. Both of them perform the duties as mentioned in point 1 (a) to 1 (c). it is to submit that if the officers are required in emergency on holidays, they can be called by contacting them on mobile phone. The contact no. of all the officers is available in office record. Therefore, it is requested to discontinue the special holiday duty.

4)    Working strength of Inspectors:-  At present, the working strength of inspector is 80. Inspectors are facing heavy work load. It is requested that working strength of inspector should be maintained as per sanction strength i.e. 106.  

                                                                                           Yours sincerely,

                                                                                                    Sd/- 

                                                                                      (ABHISHEK SINGH)

                                                                                          General Secretary

                                                                                     AICEIA, Mumbai Circle