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Telecommunications Office of the Slovak Republic transferred SKK 494,6 million to the state budget in 2007. Revenues for the administration of the frequency spectrum - at SKK 435,4 million - represented the biggest portion of its total revenues last year.
http://www.teleoff.gov.sk/index.php?ID=9
PageRank: 0/10
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The strategic goal of the Infocomm Development Authority of Singapore (IDA) is to cultivate a vibrant and competitive infocomm industry in Singapore - one that attracts foreign investment and sustains long-term GDP growth through innovative infocomm technology development, deployment and usage in Singapore - in order to enhance the global economic competitiveness of Singapore. IDA seeks to achieve this objective in its roles as the infocomm industry champion, the national infocomm master-planner and developer, and the Government CIO.
http://www.ida.gov.sg/home/index.aspx
PageRank: 7/10
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The mission of the Ministry of Communications and Information Technology is to create solid premises that will ensure the transition to the Information Society in Romania. The transition to the Information Society is a strategic objective for the Romanian Government for 2004 - 2008 and one of the conditions for the Romania"s accession to the European Union. Information Society means an economy and a society in which the access, adquisition, storage, process, transmission, propagation and use of knowledge and information plays a capital role.
http://www.mcti.ro/index.php?L=1
PageRank: 6/10
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ANACOM is the regulator, supervisor and representantive of the communications sector in Portugal. Autoridade Nacional de Comunicações (ANACOM) is the new designation of the Instituto das Comunicações de Portugal, after the publication of the new statutes in 6 of January of 2002.
http://www.icp.pt/render.jsp?categoryName=CATEGORY_ROOT&languageId=1
PageRank: 5/10
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UKE
Responsibilities of public administration regulatory authorities include tasks aimed at fighting state monopolies and developing competition in particular sectors of the economy. The establishment of regulatory authorities, outside the scope of current governmental policy, focused on the achievement of objectives related to strategic services provided to business and community, results from commitments made during negotiations with the European Commission. In late 80’s and in 90’s several Directives were adopted by the European Union to limit the role of service monopolies operating in the infrastructure sector. They laid down standards for public enterprises and defined the scope of universal service, inter alia in the area of telecommunications and posts. In order to bring the Polish law in line with the European law in the field of telecommunications the National Regulatory Authority was established in 2000 for the first time.
http://www.en.uke.gov.pl/ukeen/index.jsp?place=Menu07&news_cat_id=79&layout=0
PageRank: 5/10
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PANGTEL was established by virtue of the Telecommunications Act 1996 (as amended) as regulator and licensing authority of telecommunications and radiocommunications including television and broadcasting services in PNG. Following the enactment of the Independent Consumer and Competition Commission (ICCC) Act 2002 and the subsequent Telecommunications Industry Act 2002 the social and economic regulatory functions previously discharged by PANGTEL have been transferred to ICCC.
http://www.pangtel.gov.pg/
PageRank: 5/10
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The Palau National Communications Corporation (PNCC) is the Republic of Palau’s national carrier for local and international telecommunications services. After World War II, telecommunications became the responsibility of the U.N. Trust Territory Administration. However, in 1982 that function was privatized, resulting in the incorporation of PNCC. At that time PNCC had less than 200 customers. In addition, a growing list of pending service orders was inherited from the Trust Territory government along with an undersized and outdated telecommunications system. During the first decade of PNCC’s existence, the young company was challenged to find ways to upgrade the system and meet the nation’s growing demand for services. LightNet 2000, called “Ukedel a Llomes 2000” in Palauan, was initiated in 1994 with the goal of providing all 16 Palauan states with universal telephone service, as well as the option of advanced communications services.
http://www.palaunet.com/
PageRank: 5/10
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The Pakistan Telecommunication Ordinance 1994, established the primary regulatory framework for the telecommunication industry including the establishment of an authority. Thereafter, Telecommunication (Re-Organization) Act no XVII was promulgated in 1996 that aimed to reorganize the telecom sector of Pakistan. Under Telecom Reorganization Act 1996, Pakistan Telecommunication Authority (PTA) was established to regulate the establishment, operation and maintenance of telecommunication systems, and the provision of telecom services. PTA has its headquarters at Islamabad and zonal offices located at Karachi, Lahore, Peshawar, Quetta, Rawalpindi and Muzaffarabad.
http://www.pta.gov.pk/index.php?cur_t=vnormal
PageRank: 6/10
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The Nigerian Communications Commission is the independent National Regulatory Authority for the telecommunications industry in Nigeria. The Commission is responsible for creating an enabling environment for competition among operators in the industry as well as ensuring the provision of qualitative and efficient telecommunications services throughout the country.
http://www.ncc.gov.ng/
PageRank: 6/10
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The Ministry works to ensure New Zealand is one of the best places in the world to do business, and to make a real difference to the country's economic performance. The Government wants to achieve a step-change in sustainable economic growth and this economic transformation agenda provides the impetus for much of the Ministry's work. We have been asked to take a fresh approach and not just build incrementally on old initiatives. This is a big challenge, which our strategy for growth responds to. In developing and implementing policies and services that promote growth, we work across nine portfolio areas and take an integrated approach across a wide range of agencies. Given the diversity of our effort, it's crucial that the Ministry has a sound strategy to prioritise its allocation of resources and expertise. The aim of our strategy is to focus on the things that really matter for growth.
http://www.med.govt.nz/
PageRank: 6/10
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