Walia Abinav (Dr.)
Chief PMG, Chhattisgarh Circle 2018-19:
Worked as Head of Chhattisgarh Circle. Through systematic monitoring and clearly delineating ownership of work to staff, a turnaround was made in the Circle. This was reflected in the monthly reports with respect to increase in savings accounts, Sukanya Samriddhi accounts, various Business Development activities, Postal Operations, processing of Investigation & Vigilance cases, Swachh Bharat activities, to name a few. From its peripheral status in all-India rankings, I brought Chhattisgarh to the forefront vis-à-vis various services.
Head of Postal Research Wing, 2017-18:
The then Secretary created this post especially for me reckoning with my interest in research-based activities & appointed me as the Head of the Postal Research Wing. Strove for branding of India Post and getting higher returns for the Department in terms of revenue. Kept tab on latest financial & technological developments in the market and sought to link the extant postal services with such developments for providing better services to the customers and more revenue for the Department. The extant services were reviewed with a view to improve such services.
DDG (Postal Operations), 2014-2017:
Served as the Divisional Head of ‘Postal Operations’ Wing of the Department. Actively augmented the ‘Project Arrow’ scheme which is the most comprehensive Quality Improvement Programme in the Department. Strove for financial inclusion by promoting Mobile Money Transfer Service (MMTS), especially in the rural areas, by introducing novel features. Carried out rationalization of postal services. Played a key role in amendment of the Indian Post Office Act, 1898, which had been pending for more than twenty years.
On deputation to National Institute of Financial Management, Faridabad, 2012-14:
Completed the Post Graduate Diploma in Management (Financial Management).
PMG (Business Development), Chhattisgarh, Raipur, 2010-2012:
Was responsible for business development in the Circle. Devised a systematic strategy for business development in the Circle contra the previous haphazard efforts and especially focused on mutually beneficial agreements with various State Departments for generation of revenue. This yielded positive results and success of each such scheme had a cascading effect. Additionally, through a methodical approach, much higher returns were achieved in the services of Speed Post, Business Post, and Retail Post.
Director Postal Services, Sikkim Division, Gangtok, 2009-2010:
In this remote area, actively involved the Divisional Office staff from their then marginal status in launching various initiatives. This motivated them to perform better and, in like vein, derived similar output from field staff. Led the initiative for computerization of post offices in the state. Promoted the premium and financial services of the Department.
Director (Training) at Postal Directorate, Delhi, 2007-2008:
In a first of its kind, a concept paper on training was prepared and circulated amongst all field officers. In contradistinction to the prevalent conventional methods, the paper raised qualitatively different issues which impinge upon training. A special focus was on addressing the limiting, habituated patterns and the role these played in organizational functioning & how these can be addressed through training. Also, novel proposals were made for improving existing training programmes at the Postal Training Centres in the Department and side by side, introducing new training programmes.
Director Postal Services (H.Q. & Marketing), Shillong, 2004-2007:
Administrative responsibility for North East India, covering 3,000 (approx.) post offices with about 10,000 staff spanning 1.7 lac square kms. area in some of the remotest parts of India with limited connectivity. Internet based postal services were augmented. I motivated and redeployed staff for better productivity. Also, played a key role in marketing specific postal services and financial services.
Assistant Director General (Public Grievances), 1995-98:
Responsible for handling public grievances of the Department at the HQs. Through systematic efforts, the overall pendency was brought down and in particular, the grievances pertaining to insured parcels were reduced. Played a crucial role in setting-up Information & Facilitation Centres in all Circles. Through meticulous planning, computerization of the Public Grievances cell at the HQs was achieved, thereby, enabling prompt processing of public grievances.
Senior Superintendent, 1991-95:
Worked as Sr. Supdt. in Postal Divisions, as well as Railway Mail Service Divisions. In contrast to Postal Divisions, Railway Mail Service Divisions have staff working round-the-clock in various shifts with heavy concentration of staff. Took various welfare measures, which resulted in a peaceful period with high productivity, in contrast to previous times when Railway Mail Service Divisions would be hotbeds of agitations, strikes, discord and low productivity. In Postal Divisions, also, initiated steps for better delivery of services.