NTRO/raw/cbi employees CHEATING, EXPLOITING hardworking single woman domain investor since 2010

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Taking advantage of the fact that the domain investor, online publisher is a single middle aged woman with no one to help her fight cheating, exploitation of powerful men, women and companies, top NTRO/raw/cbi employees, indian tech and internet companies led by google are openly involved in a massive financial fraud on her since 2010, making fake claims about her domains, websites, paypal, bank account, online accounts, to get high status fraud cooking, cleaning cheater housewives and other frauds raw/cbi jobs with monthly salaries at the expense of the domain investor.
To cover up their FINANCIAL FRAUD, the ntro/raw/cbi employees are extremely vicious in CRIMINALLY DEFAMING the single woman, making FAKE ALLEGATIONS against her without any kind of proof at all, and also some cunning fraud employees like brahmin puneet are FAKING HELP so that they can cause maximum damage, rob everything without being questioned.

Work culture

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Though the government share holding pattern may be similar in different public sector units, there is a significant difference in the work culture  in government organisations even in the same sector.  This is mainly related to the background of the company,  how it has evolved and the management.

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Foreign competition

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Most businesses or service providers specialise in one thing –  teachers who produce education, or workers who produce products, or shopkeepers who bring up the goods we need. But everybody consumes many things every week – food, clothes, soap, cosmetics, electricity, television programmes and more. Sensibly, we consumers want the most for our money, so we encourage efficiency by purchasing the best products and services at the most affordable prices.

Everytime that government bans an imported good, or slaps a tax on an imported good to make it more expensive, it encourages inefficiency in one sector or another. If we create special taxes for foreign sugar, or foreign cloth, or foreign toys, we make consumers pay more, and make consumers subsidize the inefficiency of domestic companies that are not working as efficiently as they could. If you try that for one commodity, you penalise people who consume that Indian consumers will pay far too much for shoddy goods and the country as a whole will grow poorer and poorer without the improving effect of competition.

Instead, our lagging industries need to learn to compete, and that is not too difficult. Already India’s finished garments and IT services and other products are appreciated the world over for quality, efficiency and competitive costs. Globalisation, in the form of World Trade Organisation reforms, are designed to lower foreign tariffs which were originally designed to protect their own inefficient producers from Indian competition. So markets. Where our productivity is strong, the new global trade rules will let us conquer foreign markets. Where our productivity is weak, we need to invest more, harder, and become more efficient at what we do. Considering that overseas Indians are among the most successful and best-respected business communities the world over, we clearly have the talent to succeed right here at home.

Worker buyouts

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Worker buy-outs almost always fail. First of all, workers rarely own or can borrow sufficient money to buy the enterprise, much less to replace antiquated machinery. And they tend to be inexperienced in those areas in which businessmen specialise – borrowing money, issuing shares, insuring their company and marketing their products. Entrepreneurship is an unusual and demanding skill, and most workers – indeed most human beings – do not have that skill. So turning a company over to its workforce is often the cruelest strategy, because then the company dies a slow, lingering death as workers struggle to do something beyond their capabilities.

The same can be said of privatising companies to the current crop of cooperatives. Today these tend to be public sector enterprises, which have most of the shortcomings of other SLPEs. Of course, if cooperatives were converted into Mutually Aided Co-operative Societies and developed a proven track-record of commercial success, then they might well be equipped to rescue a former government-owned company.

Privatisation in India

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While India has been slow to privatise overall, there are still considerable success stories, especially in Andhra Pradesh. The former Mahindra-Nissan LC vehicle factory in Zaheerabad was privatised in the 1990s, becoming Mahindra&Mahindra. Under government management it lost money, and only produced four or five vehicles per day. After privatization it now produces more than 50 vehicles a day, and its turnover increased from Rs. 60 crores per year before privatisation to more than Rs. 240 crores now. Government did not have the resources to invest enough to let the company grow so fast – only the private sector could do that.

But capital investment and productivity is not the entire story. The company’s private owners invested heavily in their own workforce. Salaries have increased by 150%, and workers are given training to keep upgrading their skills. Bonuses are commonplace and particularly hard-working and intelligent workers are sometimes given two promotions at once – there are no government-style waiting periods because the private sector bases its promotions and benefits on efficiency. Unions, management and workers collaborate closely, because they each know that more efficiency equals higher profits, allowing the company to pay more and provide better conditions for its workforce. Privatisation means cooperation, and everyone shares in the improvements that they make together.

Privatization worldwide

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Privatisation brought the United Kingdom from being nearly bankrupt in 1980 to its re-emergence as a world economic leader. Privatisation brought similar benefits to the vast majority of countries ranging from Eastern Europe to Africa to South Asia and South America. Fewer than a dozen countries have avoided privatization, and they are the world’s most embarrassing economic failures – North Korea, Cuba, etc.

It works in rich countries like Britain and Saudi Arabia. It works in poorer countries like Tanzania and Sri Lanka. It works in the ‘North’, in Poland and Germany, and in the ‘South’ in Chile, Zambia and Bangladesh. It works in so-called ‘socialist countries’ like China, and so-called ‘capitalist’ countries like Singapore. Location or relative wealth, or literacy, or infrastructure do not matter – privatization works everywhere.

Past experiences

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Privatisation is the great economic success story of the past 20 years, over which thousands of crores in government assets have been transferred to the private sector in more than 150 countries around the world. Experts, from every continent, credit privatization with reducing government debt and rebuilding both large and small industries, turning them from loss-makers into profitable, tax-paying enterprises.

Sometimes experts argue over the best way to privatize, but virtually all of them agree that privatization works, and is an economic necessity for most countries.

Benefits of privatisation

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Privatisation is the best way to resuscitate and rebuild weakened  State Level Public Enterprises (SLPEs).

Privatisation :

* Stops loss-making SLPEs from adding to government debt;

* Depoliticises SLPEs, remove governmental pressures for over-manning and the sub-optimal use of resources;

* Gives new owners a strong incentive to turn around failing SLPEs into successful businesses;

* Gives new businesses access to investment capital that government cannot provide;

* Raises more money for government through taxing former SLPEs;

* Expands an enterprise and an industry, in the long run creating more jobs and generating wealth for the country.

Privatisation

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Privatisation means transferring the control of an enterprise from the government sector to the private sector. Generally, but not always, this also means transferring ownership of the Public sector enterprise as well as control.

It can be accomplished by sale or lease. It can be accomplished by the government selling 100% of an enterprise, or selling 51%, or even by selling a minority stake – so long as the private sector is given full managerial control. Without transferring control to the private sector, the government can rise money by selling a smaller share, but that is not privatisation as such.

Government orders 2004 – II

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GO Ms No.26
dt. 13.12.2004     APHDC Ltd. – Continuance of A.P. Handicrafts Development Corporation Ltd. – Orders – Issued
GO Ms No.25
dt. 16.11.2004     A.P. STATE COOPERATIVE CONSUMER FEDERATION LIMITED (FEDCON) – Sanction of an amount of Rs. 4,52,386/- as an interest bearing loan at the rate of 15% per annum to Fedcon towards payment of retrenchment compensation to (19) employees of Fedcon under I.D. Act/staff Regulations – Orders – Issued
GO Ms No.24
dt. 04.11.2004     APSIDC Ltd. – Downsizing of Cadre Strength in A.P.State Irrigation Development Corporation – Partial modification – Orders – Issued
GO Ms No.23
dt. 20.10.2004     The Amadalavalasa Coop. Sugars Limited, Amadalavalasa – Sanction of Rs.4,90,74,376/- as an interest bearing loan @ 15% per annum to the Amadalavalasa Coop. Sugars Limited, Amadalavalasa towards payment of VRS benefits to 221 employees of the Society – Orders – Issued
GO Ms No.22
dt. 18.10.2004     Public Enterprises Department – Sanction of Rs. 27,62,715/- towards expenditure for Training Programmes to the VRS availed employees under Social Safety Net Programme during the first quarter ( from April, 2004 to June, 2004) during the year 2004-05 – orders – Issued
GO Ms No.21
dt. 14.10.2004     APCO – sanction of an amount of Rs.3,49,264/- as an interest bearing loan @ 15% per annum to the A.P. State Handloom Weavers Coop. Society Ltd., towards payment of Voluntary Retirement Scheme (VRS) benefits to (03) employees of APCO – Orders -Issued
GO Ms No.20
dt. 21.09.2004     A.P.State Irrigation Development Corporation – Sanction of an amount of Rs.48,11,657/- as an interest bearing loan @ 15% p.a. to A.P. State Irrigation Development Corporation towards differential VRS claims due to release of D.A. w.e.f.1-1-98 and 1-7-98 for (620) employees of A.P.S.I.D.C relieved under 2nd and 3rd phases – orders-issued
GO Ms No.19
dt. 17.09.2004     Public Enterprises Department – Enhancement of T.A. / D.A. rates and mileage charges of Chairman and Managing Directors and other Directors of State Level Public Enterprises – Orders – Issued
GO Ms No.18
dt. 18.08.2004     APCO – sanction of an amount of Rs. 77,90,535/- as an interest bearing loan @ 15% per annum to the A.P. State Handloom Weavers Coop. Society Ltd., towards payment of Voluntary Retirement Scheme (VRS) benefits to (40) employees of APCO – Orders -Issued
GO Ms No.17
dt. 10.08.2004     NIZAM SUGARS LIMITED – Sanction of an amount of Rs.26,97,974/- as an interest bearing Loan @ 15% P.A. to Nizam Sugars Limited – Claim towards differential VRS benefits payable to 204 Officers consequent on enhancement of Dearness Allowance w.e.f. 1.7.2002 – Orders – Issued
GO Ms No.16
dt. 15.07.2004     Spinning Mills – Chilakaluripeta Cotton Growers Coop.Spg.Mills Ltd., Edlapadu, Guntur Dist. – Sanction of an amount of Rs.60,000/- as an interest bearing loan @ 15% per annum to the Chilakaluripeta Cotton Growers Coop.Spg.Mills Ltd., Edlapadu, Guntur Dist., towards payment of VRS benefits to its (2) Badli Employees – Orders – Issued
GO Ms No.15
dt. 06.07.2004     Chittoor District Co-operative Milk Producers Union Ltd., Chittoor (CDCMPU Ltd.) – Sanction of an amount of Rs.89,02,605/- as an interest bearing Loan @ 15% P.A. to CDCMPU Ltd. towards payment of VRS benefits to its (11) employees – Orders – Issued