Mathematical Symbols - Roman Numerals

Roman Numerals

 

Number	Roman numeral
1	I
2	II
3	III
4	IV
5	V
6	VI
7	VII
8	VIII
9	IX
10	X
11	XI
12	XII
13	XIII
14	XIV
15	XV
16	XVI
17	XVII
18	XVIII
19	XIX
20	XX
30	XXX
40	XL
50	L
60	LX
70	LXX
80	LXXX
90	XC
100	C
200	CC
300	CCC
400	CD
500	D
600	DC
700	DCC
800	DCCC
900	CM
1000	M
5000	V
10000	X
50000	L
100000	C
500000	D
1000000	M

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Frequently Asked Questions - Sanchay Post Version 7.0 dated 30.08.2012

	For SCS Accounts closed after completion of 8 years (extended accounts), interest for no. of days elapsed from date of maturity to date of closure is erroneously calculated at the rate of 9%.
	Post Maturity has to be paid for completed months only at SB rates of interest. Post Maturity Interest should be calculated manually at the time of closure.
2.	After entering the details in SB >> ECS Debits & Credits form, the transactions are not reflected in LOT.
	After entering the details in the COUNTER login, the transaction should be authorized by the Supervisor. Only after the transaction is authorized by the supervisor, it will be reflected in the LOT.
3.	Cleared RD PRSS/agent cheques are not shown in ‘RD PRSS Post Entries’ form for selection.
	While preparing the cheque list, select the scheme as ‘RDPRSS’ in case of agent’s  providing softcopy of the list created through ‘RD Customer Package 3.0’ provided by SDC with version 6.6.1 . These RD PRSS cheques will be displayed in ‘Post RD PRSS Entries’ form for selection after clearance.
4.	RD Bulk cheques are not shown in ‘RD Bulk Acceptance’ form.
	While preparing the cheque list, select the scheme as ‘RDBULK’ if the list is to be entered manually through ‘Bulk Posting’ form. RD Bulk cheques will be displayed in ‘RD Bulk Acceptance’ form after clearance.
5.	An error message ‘Total amount does not tally’ is received when the cheque is selected for RDPRSS posting/RD bulk acceptance. What is the procedure for calculating cheque amount in case of RD PRSS/RD agents?
	RD cheques collected from customers / agents should be for amount payable after deduction of rebate and inclusive of default fee, if applicable. A separate cheque should be collected for each list.
6.	We are unable to enter transactions for BPL accounts.
	For entering transactions in BPL accounts use the SB >> ECS - Debit and credit form (1310) >> Select manual and category as BPL. You will have to select category as INDP for INDP accounts, INWP for INWP accounts and so on.
7.	While performing discharge in  'Encashment of other office KVP / NSC', an error 'To select type of discharge' is displayed.
	Download Discharge_661.zip, unzip and run the patch from DBAnalyzer folder.
8.	While posting the transactions through 'RD >> Post PRSS Entries' form (Form no.1123) using the file generated through RD Customer Package, error message 'The application has failed to start because MFC30.dll was not found. Re-installing the application may fix this problem' is displayed.
	Download MFCDLL.zip, unzip and copy the files to 'SP5 >> Comm' Folder.
9.	In 'Reports >> NSC Reports >> Certificates Purchased through Agent' form, an error message 'No transactions available for this day' is displayed even when transactions are available for the day.
	Download Reports2008.zip, unzip and copy the file to DBAnalyzer folder and run it once from the same location.

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International Parcel Tariff updation patch

A patch for updating international parcel tariff updation had been released by PTC.

 Download

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REGISTER ON- LINE PA/SA FORM LINK AVAILABLE ON INDIA POST..http://www.examinationonline.in/dop/

REGISTER ON- LINE

PA/SA ONLINE FORM AVAILABLE ON INDIA POST..

CLICK BELOW LINK FOR REGISTRATION====>>>>> 

  http://www.examinationonline.in/dop/

APPLICANT WHO HAS ALREADY APPLIED USING OMR APPLICATION FORM KIT BOUGHT FROM POST OFFICE NEED NOT APPLY AGAIN

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What motivates your employees? Is pay the sole motivating factor or do non-cash incentives drive engagement?

The debate on whether money motivates employees more than other factors has been prevalent in organisations for quite a long time. Should incentives or rewards be financial or non-financial? Both options make an action seem more purposeful, but how one chooses the incentive option that is ideal for the organisation, is crucial. 

Sridhar Ganesan, managing consultant - Mumbai operations and rewards practice leader, Hay Group, expresses that there is no 'this or that', when you plan for an overall rewards value proposition for the employees; it has to be holistic, which means both have to be aligned in a balanced manner. 

"The reward strategy has a more powerful effect on employee engagement if it doesn't just concentrate on cash incentives, but instead creates an overall employee value proposition incorporating intangible rewards such as quality of work, non-financial recognition and work climate," he says. 

According to Ashish Kumar Srivastava, director - HR, Canara HSBC Oriental Bank of Commerce Life Insurance Company, "As an organisation, the challenge is to determine whether financial rewards or non-financial ones have a greater impact on the motivation of various employee segments. A 'one size fits all' approach does not work. For example, a young sales employee working in a target-driven environment is more likely to be motivated by tangible monetary incentives, whereas for a mid-level manager, access to a valued leadership development training programme may hold greater relevance." 

Financial rewards is an extrinsic motivating factor, and non-financial incentives represent the intrinsic one, points out Rajita Singh, head HR, Broadridge Financial Solutions India Pvt Ltd. 

"But it's interesting to note that eventually, we employ less intrinsically motivated actions. As children, spontaneous learning and curiosity are vital for our cognitive development . As we get older, rules and regulations mean that most of what we do is extrinsically motivated to some extent. And now in the conceptual age that we live in, we seem to be going back to the route we must, which is - small things matter," she avers. 

Understanding employee perceptions of the reward package on offer can greatly enhance an organisation's ability to deliver a return on its investment. Ganesan explains, "At the CXO level, our research points to a growing focus on performance, thus leading to a more pronounced variable pay component in overall compensation - pegged to be at around 15 to 30 per cent of the fixed CTC. 

Source : http://economictimes.indiatimes.com

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New Pension System : Revision of Investment Management Fee (IMF) for Pension Fund Managers for Private Sector NPS

CIRCULAR

PFRDA/CIR/1/PFM/1

Date: 31-08-2012

To,
All Pension Fund Managers,
National Securities Depository Limited
Stock Holding Corporation of India
Bank of India
NPS Trust

Sub: Revision of Investment Management Fee (IMF) for Pension Fund Managers for Private Sector NPS

1. Based on the recommendations of the Expert Committee to determine the Upper ceiling of the Investment Management Fees or other Fees (if any) to be charged by the PFMs in the Private Sector of NPS and with the approval of the Competent Authority, the upper ceiling of the Investment Management Fees has been fixed at 0.25% p.a. of the AUM (Asset Under Management) with effect from 1st November 2012.

2. This is applicable to all schemes for all Private and Corporate Sector subscribers. The PFMs can fix their own Investment Management Fee for different schemes subject to the upper ceiling of 0.25% p.a. This fee is inclusive of brokerage except Custodian charges and applicable taxes.

3. The Investment Management Fee for the NPS Lite / Swavalamban shall be at par with the Investment Management Fee applicable to NPS Schemes for Government Employees which is currently at 0.0102% p.a.

4. The Investment Management Fee applicable to the NPS schemes for Government Employees would continue at 0.0102% p.a which was revised with effect from 18/04/2012.

5. No differential Investment Management Fee can be quoted in a scheme for different subscriber class (For example: professionals, salaried and corporates would all be quoted the same fee if they subscribe to Scheme-E of any specific PFM).

6. Investment Management Fee is to be calculated on the Assets Under Management (AUM) on a daily accrual basis and charged to the scheme at the end of every quarter.

7. The PFMs will be permitted to revise the Investment Management Fee, once in a year.

8. The following disclosure norms need to be followed at the time of revision of fee

• (i) PFM to advise its initial fee to PFRDA 30 days prior to commencement of business after obtaining the registration from PFRDA.
• (ii) PFMs with existing NPS business to indicate their IMF at the time of submission of their documents to PFRDA for Registration.
• (iii) PFM to advise 30 days in advance before the change of IMF, to PFRDA.
• (iv) Each change in IMF to be hosted on website of the PFM at least 15 days in advance, and an e-mail to be sent to each subscriber through CRA and notified in an English and Hindi national daily and a vernacular daily where the H.O. of the PFM is situated (15 days in advance) to give sufficient notice to the subscriber.
• (v) The annual statement to subscribers by CRA to include all the changes in IMF by the PFM. PFMs to submit this to CRA for this well in advance before the issue of statements.

9. The Investment management fee as revised above would be applicable from 1st November 2012.

This circular is being issued in terms of resolution issued by MOF(DEA-ECB and PR division ) dated 10th October 2003.

Mamta Rohit

(Chief General Manager)

Source: www.pfrda.org.in

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