O we might have a fourth Prime Minister in less than 12 months. Things aren’t so “strong and stable”, are they, Tories?

Given the awful state of public health and the bailouts for the rich (including energy giants) it “pays off” to be prudent and proactive. I left my job last month and lately I’ve been checking the state of pension schemes, knowing some of them are akin to pyramid schemes. I was already cautioned about this more than a decade ago (after the first financial crisis and meltdown). Shown above in this figure is our rapidly growing national debt (similar trend to the US, the political sibling of the UK). This does not seem sustainable simply because it is not. And as health and long life are a sort of wealth I decided to leave the job (almost a year ago I finalised this decision), but now it’s time to worry about financing the future.

I’ve ranted already about pension providers barely responding to their customers. I documented this here.

With Aviva, it took nearly a fortnight (and persistent nagging) merely to get this not very useful reply from a generic E-mail account (and no name):

> Dear Customer,
>
> Thank you for contacting Aviva.
>
> To allow us to get your query to the relevant Administration department
> as quickly as possible, we require some additional information to help
> us find your policy with us.

It took you nearly two weeks to finally respond to me.

> Please reply with the following information ?
>
> Policy Number ?*please note we may not be able to trace your policy
> without the policy number *

As far as I know, Aviva never sent me any correspondence with any details. Myself and my employer paid Aviva, but I have no record of the actual Policy Number.

> Full name (including any previous names that may be linked to your
> policies)

Roy Schestowitz

or

Roy Samuel Schestowitz

working for Sirius Corporation

> Date of Birth

[... redacted]]

> Full address (including any previous addresses that may be linked to
> your policies)
>
> National Insurance Number

[... redacted]]

> As soon as we receive the details we need, and we are able to find your
> policy our Admin team will be in touch.

Please do. I’ve been frustrated by how long it took you to respond and even blogged about it.

Aviva hardly bothered to communicate with me, ever.

> Warm Regards,
>
> The Aviva Customer Team

There seems to be no “safe” place for one’s money these days. Commodities, cash, “crypto” (scam)…. they’re all volatile. Pension schemes don’t even assure anything; they’re just there and people assume they too are “strong and stable”.

Nothing is “strong and stable” these days. Pension providers barely want to even speak to their so-called ‘customers’. All they want is their money. Keep paying us every month, they insist, no questions asked…

There were times I literally stayed at their home because they didn’t want to spend money on suitable accommodation (e.g. hotel)

Summary: At Sirius ‘Open Source’ I was sometimes asked by management to look after personal affairs or help family friends; employers aren’t supposed to leverage their workforce like that

TECHRIGHTS deals with a variety of “Tech” issues and a broad range of “Rights”, including so-called ‘IP’ so-called ‘rights’. There is currently a constitutional crisis brewing in Germany and it relates to patents, but today we focus on labour rights pertaining to workforce outside the workplace.

As readers are aware, my wife and I resigned last month and left our job (after a combined period of 21 years in that employer). Today I’d like to highlight a likely common situation where the employer tries to get workers to do personal favours outside the business or outside the workplace. Many people don’t like to talk about it, as it might come across as “moaning” or a lack of generosity. After all, some colleagues — typically below the pay grade of their bosses — end up picking up post or picking up the kids from school. They may end up like family assistants. They try to “get ahead” by improving the relationship with the boss or, to put it more bluntly, “sucking up” to the boss. It’s unprofessional, but it is still done a lot. Some bosses exploit that, knowing it’s construed as impolite to say “no” to the people who pay the salary.

In practice, bosses should never do this. It’s not like asking for sexual favours, but it’s still bad. It’s better not to even ask or bother with such a request.

Today’s example is old but still relevant. I can finally speak about it. The CEO and his wife asked me to look into a site of a family friend from Spain, in spite of language barriers and the site having nothing whatsoever to do with my job. Like I’m a “home butler” of theirs, serving guests.

It started like this:

Hi xxxxx,

I have cced Roy into this mail as he knows a lot about wordpress so he should be able to help you sort out the problems you are having.
I will leave you to chat between yourselves.

See you in a few weeks

xxxxxx xx

The person in question spoke, but with very weak English — to the point where it’s extremely difficult to communicate at all. It was a massive language barrier. I followed up:

Hi xxxxx,

Can you please show me your site and tell me what you are hoping to
achieve, maybe with examples of sites that accomplish what you’re after?

Regards,

The communication was informal, but I was expected to give technical help to a family friend of the CEO and his wife. Here’s example of communication that I received:

Hi xxxxx!!

Thanks!!! My mum thinks that she is going to pick me up hahaha so you will See her at the AirPort

Hi Roy,

Ill have to give you acces to the blog Cuz its not aviable now, Also Ive got allready a list with the things that I would like to change if its possible of course

Do I give you access with this email?

Thanks a lot for your help

xxxxxxx
Enviado desde mi iPhone

It didn’t go very far, but the point of the matter is, the manager was asking me to provide support to someone who wasn’t a client but a personal friend.

On another occasion, more recently, the CEO was asking me to speak to a personal friend who had become the target of a patent troll, as if I was some unpaid ‘consultant’ on this matter.

“Next time I’ll phone you,” I said, “assuming you don’t keep an eye on E-mail.” I spent a long time basically advising someone because he was a friend of the CEO. Looking back (in retrospect), it was a waste of time as I was under no obligation to do so. But because I was receiving salaries (for something totally unrelated) I felt compelled to agree.

There should be very strict laws against this sort of thing. Paying someone a salary for job X does not make one a “butler” for job Y. From what my wife has told me, in some occupations and with some agencies there are official avenues for reporting this. Apparently this sort of misuse or workforce became such a big problem that confidential helplines/lifelines were thrown at workers, offering resolution without retribution/reprisal from the employers (threatening/blackmailing workers who report the practice/abuse).

New:

Video notes:

Investigating cause of excess deaths

In 1965, English statistician Sir Austin Bradford Hill

Causal relationships

Strength

The larger the association, the more likely that it is causal

Consistency, (reproducibility)

Consistent findings, different persons in different places

Specificity

No other likely explanation

Temporality

The effect has to occur after the cause (often with a delay)

Biological gradient, (dose response relationship)

Greater exposure should lead to greater incidence of the effect

(or indeed lower incident of effect)

Plausibility

A plausible mechanism between cause and effect

Coherence

Between epidemiological and laboratory findings

Experiment

Occasionally it is possible to appeal to experimental evidence

Analogy

Analogies or similarities between the observed association and any other associations

Reversibility

May work if there is no permanent damage

Video download link | md5sum e07915de3d9b82d54ea7b3b66fd312a9
A Sirius Relationship and Couple
Creative Commons Attribution-No Derivative Works 4.0

Summary: It’s hardly a scandal that a married couple was running the company from around 2010 until almost 2018; but that may have been a poor role model, as in later years one manager would bring in a spouse and two girlfriends into the company in spite of unsuitable background; the video above ends the series of articles about nepotism inside Sirius ‘Open Source’

THE company Sirius ‘Open Source’ was owned and controlled by a husband and wife when I joined almost 12 years ago. It still had plenty of geeks, including a former Debian Developer. It had a large building, it had staff specialising in different facets of operation (e.g. finance/accounting), and nepotism — if that counts at all — was limited to the CEO. In all fairness, it’s quite common for a couple to run a business. The only other example of nepotism (prior to me joining) that I’m aware of is one colleague who joined because of his boyfriend, who then became a colleague. He later left both him and the company, but again, in all fairness his (ex)boyfriend was technical and a GNU/Linux user. He looked after almost everything in the office, he was polite, and generally amicable. It was devastating to the company when he left several years ago. His certificates and his KDE desktop were still left there in the office when I last visited (even a year after he had left).

Looking back at the whole thing (21 years in combined duration for my wife and I), the CEO’s wife did a much better job than anything that came later and it seems safe to attribute the collapse of the company to the deterioration of that marriage (the CEO’s second marriage, ending around 2018 or 2019). It didn’t take long for him to sell out to Bill Gates (2019) and only weeks later the new manager was bullying both myself and my wife. They were never held accountable for it; not even an apology was offered.

The video above tells stories almost a decade old, corresponding to the text published last night.

Summary: Sirius ‘Open Source’ has had a severe case of nepotism (yesterday we covered several examples, including a manager who had brought to the company 3 romantic partners who lacked suitable qualifications/experience); today we look at the CEO and his ex-wife

FOR THOSE just joining us, 24 hours ago we wrote about the impact of hiring based on connections. The former wife of one manager pasted like 20+ lines of text into the command line of a client’s very important Glassfish server (with information about other clients in that text). The client, a large energy supplier, wasn’t amused. It could easily recognise what had happened. It could also see it was the spouse of someone, who moreover lacked background in computing.

Nepotism is a very big problem. It puts in technical positions people who otherwise would never occupy such positions.

Today we wish to highlight, as a case apart so to speak (because it’s a lot longer), the CEO’s own story. We’ll stick to known facts and admit where there’s a knowledge gap because we would rather not guess (wrong assumptions and a hyperbole would just muddy the water).

Here is what the ex-wife of the CEO says about herself:

Notice that Sirius ‘Open Source’ also says “Free software” (she joined the company just after Sirius was sponsoring the Free Software Foundation). Back then the company was still a lot better; the above profile hasn’t been updated in years.

I joined the company 12 years ago, i.e. some time after she had joined the company, apparently with some experience managing a store (for a large British chain; they have lots of stores nationwide). So there’s a period of time when I was absent and can only understand based on chats with former colleagues. The ‘founder’ of Sirius was running the company with his wife for about 7 years since I joined. But actually, it’s a little trickier than this; he was getting married when I joined, marrying a manager in the company whom he had already had a child with (she was also about 17 years younger than him). Here is a message he sent me when (or before) I joined the company:

Hi Roy,

I wish you’d asked a few weeks ago – we’ve just finished our first graduate recruitment for interns/full-timers!
I’m sure we’ll be recruiting again soon, so let’s stay in touch… although today was my last day at Sirius for a while as I’m getting married on Saturday then off on honeymoon for a couple of weeks…

In the meantime – would you consider maybe doing some part-time contract work with us? could I get one of my engineers to call you for a chat?

All the best,

[reacted]

This is 2010:

> —–BEGIN PGP SIGNED MESSAGE—–
> Hash: SHA1
>
> Hi xxxx!
>
> As you probably know, I have been spending my post-doc time mostly
> promoting FOSS, which was a personal choice of mine (advancing this
> cause by spreading the word). If you have any job openings at Sirius,
> can you please let me know? I’d be very interested.
>
> – –
> ~~ Best of wishes
>
> Dr. Roy S. Schestowitz
> http://Schestowitz.com | GNU/Linux | PGP-Key: 0x74572E8E
> Editor @ http://techrights.org
> —–BEGIN PGP SIGNATURE—–
> Version: GnuPG v1.4.10 (GNU/Linux)
>
> iEYEARECAAYFAkwiWTEACgkQU4xAY3RXLo522ACglZPcccD/SMKp0YqesMFP0Ep6
> tEsAnjU8Qm2o1b3aW7NO8GhfogqJ5Tzj
> =iU4L
> —–END PGP SIGNATURE—–

He responded:

Expect a call from xxxx – he’s very cool and completely of tge [sic] party – ex-Debian developer…

Speak when I get back.

Best,
xxxxx

Then myself (still 2010)

> Sure, that sounds great.
>
> I’m generally in no hurry and I can relocate immediately. My phone
> number is xxxxxxxx.
>
> – –
> ~~ Best of wishes
>
> Dr. Roy S. Schestowitz
> http://Schestowitz.com | GNU/Linux | PGP-Key: 0x74572E8E
> Editor @ http://techrights.org
> —–BEGIN PGP SIGNATURE—–
> Version: GnuPG v1.4.10 (GNU/Linux)
>
> iEYEARECAAYFAkwjrwAACgkQU4xAY3RXLo5XpQCeJsvAZST1qLukJRewQPxZO17v
> 25kAni1MHnbreEaUKG4VN6rUQ0x1oYMr
> =X+4R
> —–END PGP SIGNATURE—–

The key part here is, he was getting married in 2010 to the lady whom he (one can assume) hired 2 years prior. For some background, years before she was hired he phoned me, trying to recruit me while I was still a post-graduate student. I didn’t expect to have to apply for a job and do a “proper” job interview because he was already aware of my work/writings online. He appreciated it.

Regarding the wedding he wrote:

Hi Roy,

> —–BEGIN PGP SIGNED MESSAGE—–
> Hash: SHA1
>
> Congratulations on the wedding!

Thank you! It was a great day and I had a very nice couple of weeks away in Sicily and Rome…

> It has been a long time since I last heard from you guy and I did not
> receive a call/E-mail. Would appreciate knowing what’s going on…

Oops, looks like something fell between the cracks! xxxxx is off today, but back in on Monday and I’m sure he’ll give you a call…

Hope all is well with you, and speak soon…

Best,

When I joined the company in early 2011 I met the wife in person and learned a little more about what had happened and who she was. Workers in the office, who witnessed a lot of things and had direct face-to-face interactions every day, said the wife was controlling the husband (CEO). Some did not like her, but my experience with her was a mixed bag, partly positive. She was a lot better than some of the ‘managers’ we’ve had in recent years. I don’t recall her ever lying to us or bullying any of us.

So regarding the nepotism, what we know is that a person who was a manager at the company was marrying the so-called ‘founder’ (scare quotes as it’s likely a false credential). I do not know the full chronology of the relationship or her career path, but it seems likely that the marital relationship and having born a child played a role. Being the spouse of a ‘founder’ (or in a relationship) may mean becoming a manager irrespective of skills and experience. At best, maybe a manager was hired and then fell in love with the ‘founder’, culminating in matrimony in 2010 (and a child prior to that). Well, maybe too late for me to properly understand the chronology of it, but that smacked of nepotism already. Some members of staff did not like that as it was perceived to be somewhat inappropriate. When the CEO’s wife has a dispute with you and this escalates to the CEO, whose side will he take? More so if, according to office insiders, the wife controls the husband….

The CEO’s wife worked with my wife on handling tickets. She trusted her, gave her a chance, and was usually grateful for her hard work. My wife has mostly fond memories of her. She even sent her a sweater as a gift at one point. To me, personally, she sent a “Star of the Week” award (10-pound voucher) as an experiment of providing incentives, urging staff to go the extra mile. As another form of recognition I was sent a 5-year anniversary “certificate” from the company (we’d take a photo of this 5-year anniversary item, but it’s laminated and would be difficult to photograph). On the downside, these things were not a promotion or a payrise or even a bonus. Hence, that would entail no motivation or morale boost, it would be mostly symbolic. We previously explained why workers lacked an incentive to improve; managers were not even using their work when they decided to go/walk the ‘extra mile’, as it was all about protecting “territory”; any company that is failing to grow or reward people for extra effort doesn’t have a future because colleagues would sooner or later head for the door (exit).

In summary, the nepotism remains somewhat unclear or shrouded in mystery because I arrived 2-3 years late (years after the soon-to-be-wife of the CEO actually joined). But as noted above, if your line manager or direct supervisor is the spouse of the CEO, do not expect grievances to be professionally handled.

Video download link | md5sum d0384f2c4e1fd225180787cf9d38a9fe
Impact of Sirius Nepotism
Creative Commons Attribution-No Derivative Works 4.0

Summary: Today we focus on nepotism at Sirius ‘Open Source’ — a subject we’ll cover some more tomorrow; in the video above I add stories that were left out or only partly covered in the text

AS noted in Rianne’s departure message, she was bullied and falsely accused. She wasn’t part of the “clique”. The “clique” always sacrifices those outside the “clique” first. It protects the salaries of the loved ones.

As the video above explains, managers started bringing relatives and sexual partners into the company in spite of a lack of qualifications. Over time this would render the company increasingly incapable of carrying out actual work.

As it stands at the moment, we’re talking about a company that has managers who pay themselves a large salary while sliding or shelving away the debt (or growing deficit) into the shell of a company, likely to dodge its financial liabilities some time in the future. A lot of the staff was underpaid and for over a decade the salary wasn’t increased to keep up with either seniority or inflation.

The sad decline of the company ought to be explained. There are companies out there that made similar mistakes and managers claiming that they took a paycut (without ever holding themselves accountable for their mistakes) is a symptom of infantile administration. We reckon the company might file for “administration” (insolvency) some time before it turns 25. The offshore shells (US) serve no real purpose anymore. Gates Foundation never intended to salvage the CEO’s business.

Summary: For quite some time now Sirius ‘Open Source’ has been hiring for technical roles people who are neither technical nor grasp (nor use!) Open Source; this was a recipe for disaster

THIS post may seem like it revisits a subject we covered here before, but today we provide some more in-depth details and name numerous different examples. Nepotism is rampant in many companies; but this is the story about a company where my wife and I spent a combined 21 years. So we know it very well (from the inside).

Let’s start with D. S. who seems to be related (family connection) to management, hence hired. He was not capable of solving any tickets, could barely even figure out how to access clients’ machines. Even coming late, despite this being the bare minimum! While proving the family connection was always tricky, the surname was a giveaway (the first name is a very common one). Not every time the surname matches does that imply a family connection (we previously gave the example of the CEO’s surname and a new hire with the surname; they were quick to point out in writing there was no connection!). Was that a nephew? More relatives as new/temporary recruits?

For those who like to pick on my wife for this, remember she was suitably qualified and educated (Bachelors degree in Computer Science).

If that’s not compelling enough an example, consider the manager who brought three romantic partners to the company (including a wife). There might be faction at play (Mr. Kink and ‘the Angels’), but it would not be a problem if the new arrivals had a relevant degree or relevant work experience. As we noted before, you risk having people who paste a wall of text into the command line (the client did notice this error and was very unhappy; not even history -c was run after this mistake).

Nepotism hurts not just on the technical front. It makes people unable to do the job or key aspects of the job; it moreover harms morale. Some people get special access and treatment owing to ‘bedroom politics’ rather than actual achievement or seniority. This is not good. It ruins companies.

Then there’s the immunity. When it comes to technical failures, procrastination, negligence etc. the Support Manager and the romantic partners never ever get reprimanded or criticised because he’s part of the inner clique; when he was a Support Engineer he got serious bollocking, in person, from our biggest client (at the time), right in front of the rest of the team. It was painful to witness and even seemed over the top, definitely inappropriate; either way, now he’s immune from criticism. As we noted in the last video (less than 24 hours ago), the rules apply only to “lesser” staff; the people at the top are immune from their own rules and they’re the ones monopolising actual enforcement. They don’t apologise and never face consequences. That too is connected to endemic nepotism.

So we’ve thus far covered several examples of nepotism and kinship in the management. Had the technical qualifications been satisfactory, it would probably not be a problem (or a lesser problem).

In the next part of this series we’ll travel back in time to 2010 and show how the CEO of the company married a manager 2 years after she had joined the company and after they had gotten a child (and a second pregnancy). It wasn’t his first wife and wasn’t his first pair of daughters. It seems like in Sirius grasping the concept of nepotism would lead to inner conflicts over double-standards.