Academic literature on the topic 'Systematic Investment Plan (SIP)'

In preparation for its 2019–2022 Country Partnership Framework with South Africa, the World Bank Group has drafted a Systematic Country Diagnostic, which forms the basis of this book. Its aim is to strengthen understanding of the constraints in achieving two goals in South Africa: to eliminate poverty by 2030, and to boost shared prosperity. These goals are aligned with South Africa’s Vision 2030 in the National Development Plan. This book is the result of consultations and conversations with the National Planning Commission, government departments, the private sector, young South Africans, and other stakeholders. It identi­fies ­five broad policy priorities: to build South Africa’s skills base; to reduce the highly skewed distribution of land and productive assets and strengthen property rights; to increase competitiveness and the country’s participation in global and regional value chains; to overcome apartheid spatial patterns; and to increase the country’s strategic adaptation to climate change and water insecurity. The key obstacle to growth, investment, and jobs that has been identifi­ed is ‘the legacy of exclusion’. Undoing this is a long-term process, but renewed commitment by the political leadership to strengthen institutions and rebuild the social contract present an enormous opportunity in achieving progress towards South Africa’s Vision 2030, and this book suggests ways to accomplish this aim.

Abstract Ireland is committed to boosting active travel as a key part of its decarbonisation plan. The development of Active Travel Infrastructure (ATI) which facilitates walking, cycling, and other non-motorised forms of transportation, is a focal area of Ireland's substantial capital investment efforts aimed at advancing its sustainable transportation goals. While investing in the new ATI, the aspect of ongoing maintenance and renewal is frequently overlooked. However, to ensure the realisation of the benefits of active travel, it is essential to have a sustainable asset management system accompanied by sufficient funding to uphold a consistent level of service throughout the infrastructure’s lifespan. This paper highlights the importance of a systematic management, maintenance, and renewal strategy for ATI assets that includes planned asset renewal, routine maintenance activities, and winter operations. It also proposes the funding requirements for maintaining and preserving the lifespan of existing and new ATI.

Due to Russia’s brutal invasion, Ukraine’s economy is being severely damaged and accord-ing to the World Bank’s forecast, Ukraine’s economy will contract by up 45% in 2022. There-fore, the visionary recovery plan should address all areas of state policy, including taxation. Transformation of the tax control system of Ukraine is required for the post war period. The risk-oriented approach should be strengthened, focus should be put on voluntary compliance improvement, and cooperative compliance should be introduced. This will made tax control measures more efficient, while contributing to the investment climate. This study aims to analyze the significance of the introduction of exchange of tax information in Ukraine in the post-war period focusing on the process of Ukraine‘s integration with the EU. The re-search methods include systematic and comparative analysis of scientific literature, deduc-tion, induction, analysis, synthesis and systems approach. This study examined automatic exchange of tax information (AEOI) from the Ukrainian perspective – expectation for the legal framework, responsible and competent authorities, business processes functioning and application of Common Reporting standard, DAC2, DAC3 and DAC7. The study examined tax acts, their implementation status and how the challenge of AEOI should be addressed. The study results provide solutions for the effective use of the AEOI data, including risk as-sessment and control procedures. The results show that assurance of data quality is crucial at the stage of AEOI implementation.

The need to ensure rapid and effective post-war recovery and reconstruction of Ukraine's economy requires a systematic scientific justification of the key mechanisms, methods, and instruments of state and market management used in the rebuilding process and the formation of a new innovative model for Ukraine's economic development. Based on the analysis of scientific literature and regulatory sources, the preconditions and objectives of the processes of post-war recovery and reconstruction of the economy are characterized. The structure of the corresponding state strategy and the plan for its implementation are substantiated. The primary directions of institutional transformations in the process of forming a new model for post-war economic development have been identified. Drawing on global experience, a system of measures has been developed and proposed for practical application to simplify legal and organizational procedures in the process of attracting foreign aid from donor countries, credits, and funds from foreign investors. The first-priority measures that should promote the activation of domestic financial sector institutions and capital markets, with the goal of expanding internal sources of financing, are substantiated. The main directions for stimulating investment activity among domestic business entities are characterized. Potential challenges and risks that may arise in the process of economic recovery and reconstruction are identified and characterized. The proposed approaches can be used by government authorities in the formation of relevant economic policies, strategies, and financial-economic mechanisms. Their implementation will contribute to improving the organization and management of post-war recovery and reconstruction processes in Ukraine, with the aim of enhancing international competitiveness, accelerating socio-economic development, and improving the welfare of its citizens.

Abstract This paper demonstrates how systematic Succession Planning is important to PTTEP business especially when we operate over 50 petroleum exploration, development, and production projects in more than 10 countries across several regions with the primary focus on Southeast Asia and the Middle East as well as other petroleum-prolific areas displaying investment opportunities, both E&P and beyond E&P businesses. It ensures that all critical positions are occupied continuously and gains more engagement from the PTTEP talent pool. In 2020, Succession Planning became one of the KPIs among Top Management resulting in "1st time solid Succession Planning". Career Review Committee comprises CEO and Top executives responsible for identifying, developing, and retaining talent and succession planning so we can sustain our strategy of "strengthen leadership to a sustainable organization." We partnered with a global consulting company for a talent assessment tool based on talent models and benchmarks using a nine-box grid matrix of potential together with performance and other consideration factors for talent identification. Once successors are identified, the Company designs an Individual Development Plan (IDP) which consists of a career rotation plan and development framework. With strong support from all management, in 2021 we achieved a set of solid succession planning to support business growth with a successor ratio of more than three successors in all executive posts. Since then, PTTEP management movement and appointment have been considered systematically and even more efficiently through a practical end-to-end talent management process, starting from talent assessment to identify talent and successor, and development to ensure readiness. We completed 100% of the Individual Development Plan (IDP) focusing on both career plans and competency gap closing for talents. By developing various development programs including accelerated programs partnering with world-class institutions and leading consulting companies, leadership training courses, mentoring programs, executive talks, and networking programs both online and offline, we got a high satisfaction score of over 80%. Impactful succession planning also saves costs from internal development and placement without high external executive hiring costs. This upcoming year, the focus is how to prepare workforces to expand to our new territories in the Beyond E&P. With the new business requirement, therefore, we plan to encourage and provide talents with more career advancement opportunities to rotate across their discipline to achieve new career goals and more challenging job opportunities to expand the successor pool in the future. This paper shows that systematic Succession Planning benefits the company as it keeps our workforce and talent pipeline stable. Its benefits, however, are not only for PTTEP itself but could be for the PTT Group as well, as it provides a valuable resource pool among them.

Abstract OQ recognizes the significancy of new technologies driving all industries, and in these days alongside with the latest generation of information technologies, including artificial intelligence, machine learning, cloud computing, internet of things and big data, The roles of virtual space are becoming more of a value and the links between the physical and virtual worlds are more intense than ever before. Introducing such development of virtual spaces is allowing for more technologies, and it is well considered an enabler for a proper digital transformation. OQ is an integrated energy company working on oil & gas, where asset reliability and availability are a key aspect to be monitored and maintained. At OQ we admit the fact that this revolution of technology -if implemented in the right way- could result in enhancing the operation, reducing maintenance costs, and increasing profits. This was the driver of the study, which started by reviewing the readiness and needs across OQ brown assets and ended up with a design of Digital Twin (DT) technology with the highest return of investment and strong justification. The case study summarized the procedure for building a digital twin for OQ brown fields, initiated by assisting OQ assets, highlighting the areas of impact, building strong use cases, selecting the most critical for a pilot project, and designing the project rollout. The procedure was built based on internal and external involvements, internally with different stakeholders inside OQ, and externally with some of the top technology providers of digital twin globally, which allows for proper alignment and for discovering the most recent available solutions and related technologies in the scope of the project. This case study has its value as it is contributing in guiding similar industries in designing their own deployment plan of digital twin considering digital twin strategies to support the consistent and systematic rollout of the technology.

Abstract Throughout the centuries, companies have faced a wide range of challenges and changes that have caused them to rethink their strategies and redesign their organizations. The recent focus on environmental, social, and governance (ESG) performance is one of the new challenges facing companies today. ESG builds on prior Corporate Social Responsibility (CSR) reporting, adding additional structure and rigour to the process for disclosure. It is not the concept of ESG that is challenging, but the speed at which the public and other key stakeholders, including institutional investors and regulators, have endorsed it that creates the greatest issue for companies. It has affected their ability to attract investment, increases costs for borrowing as well as for insurance. This directly impacts a company’s ability to finance and get access to lower-cost capital for their growth and ongoing operations[1]. There are many different disclosure frameworks in place to support ESG improvement and reporting. These include including Global Reporting Initiative (GRI), Sustainability Accounting Standards Board (SASB), Task Force on Climate-related financial Disclosures (TCFD), United Nations (UN) Sustainability Goals, etc. with new frameworks being added and changes being made on a regular basis. While there are many different frameworks, many share a common objective of improved performance in one or more of the ESG pillars. This improvement is not intended to be acute, but rather demonstrate continual organizational improvement over time. To effectively meet ESG requirements, companies will have to demonstrate sustained improvements in defined ESG pillars, supported by: • Defined ESG strategies; • Established processes and consistent and progressive practices; • Measurement, reporting, and leadership oversight; and • Disclosure/Transparency (e.g. public reporting)[2] As the recognition of ESG continues to grow, so too has the use of management systems, especially in the pipeline industry. Many companies are developing or have developed a management system to support their organization and operations. This is one of the key tools that companies can use to systematically improve their ESG performance. It provides the structure to support effective ESG risk identification, management, mitigation, and reporting, providing the necessary sustained improvement and governance oversight needed. Through a management system plan-do-check-act (PDCA) approach, ESG initiatives can be effectively planned, executed, reviewed, and reported to support ongoing improvement in both ESG as well existing operations. The proposed paper will discuss the relationship between management systems and ESG how to leverage a management system to support systematic improvements in ESG performance and year-over-year improvement in ESG related metrics.