As Amand Shah bids adieu to his tenure as Principal Director General, Human Resource Management (DGHRM) of CBIC, the Central Board of Indirect Taxes and Customs (CBIC) stands transformed by a legacy defined by innovation, inclusivity, and bold reforms.
Over the past two years (FY 2023–24 and 2024–25), Shah’s stewardship has seen an unprecedented modernization of human resource processes within CBIC, backed by data, transparency, and digital integration. From rejuvenating cadre structures to facilitating capacity building, his tenure has been a model of proactive leadership and futuristic governance.
Digital Footprints with Lasting Impact
One of the flagship achievements under Shah’s guidance has been the comprehensive implementation of SPARROW-CBIC, which now covers nearly all mainstream executive cadres, including Havaldars and MTS staff — bringing over 80,000 officers into the fold of digital APAR management. His focus on transparency and process efficiency further materialized through the e-Pratiniyukti portal, enabling over 3,600 deputation applications to be handled swiftly.
Under Shah’s leadership, the use of the e-HRMS 2.0 portal witnessed a sharp rise, with 93% of the workforce onboarded and utilizing key modules such as Leave, LTC, Reimbursement, and Tour. His team’s persistent efforts enabled 43 out of 54 CBIC zones to adopt these digital functionalities effectively.
Championing Cadre Growth and Equity
Amand Shah placed exceptional emphasis on career progression. His tenure saw successful DPCs and promotions across critical grades, including ad-hoc and regular promotions for Superintendents, Assistant Commissioners, and Principal Commissioners. Notably, the regularization of over 1,500 officers from the 2013–2015 batches marked a turning point in resolving long-pending administrative bottlenecks.
He also steered the cadre restructuring proposal — one that envisions the creation of a dedicated Capacity Building Unit (CBU) for strategic training — to the cusp of approval, emphasizing his vision of a resilient and future-ready workforce.
Spearheading Inclusion and Employee Welfare
The period under review saw a proactive response to employee welfare through a simplified pension case monitoring system, better grievance redressal during transfer/postings, and timely execution of AGT 2025, achieving a historic 95% completion rate by March 31st.
In a gesture of inclusivity, Shah’s initiatives included the amendment and notification of crucial Recruitment Rules, as well as proposals for Limited Departmental Competitive Examinations — a move hailed as morale-boosting for ground-level officers.
Swachhta, Culture, and Capacity Building
Shah’s tenure also embedded a culture of social and civic responsibility. From leading Swachhta Marches and plantation drives to the launch of the “Kitab Café” library and releasing the second issue of Manas, the Hindi magazine of the Directorate, he humanized administrative leadership.
His hands-on approach in organizing orientation programs and HR conferences with CBIC leadership emphasized his commitment to not just managing, but elevating the human resource fabric of the organization.
Amand Shah departs as DGHRM leaving behind a blueprint of clarity, competence, and compassion. His initiatives have not only streamlined human resource processes but also empowered the workforce with tools, motivation, and opportunities for growth.
As the CBIC family bids him farewell, his legacy continues — in every digital dashboard that streamlines performance, in every promotion order that uplifts morale, and in every planted sapling that reflects a cleaner tomorrow.
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