Enterprise-Driven, Asset-Focused Digital Oilfield DOF Assessment - Strategic Framework and Roadmap

A new integrated growth strategy of an oil & gas company is focusing on maximizing the value of reserves and production in order to meet the value proposition of the highest possible return to the company. The strategy is built on the strategic foundation of the company of People, Performance, Profitability and Efficiency. From a business performance perspective, the strategy will bear fruit through increased production capacity, improved operational and cost efficiencies, re-energizing mature fields and uncovering new resources whilst maintaining safety and asset integrity. The objective of this global level exercise aims to assess and evaluate various Digital Oilfield (DOF) practices and initiatives against industry best practices, to perform a landscape assessment of the upstream assets, to review the asset digital gap, to develop a strategic framework and roadmap ensuring that the company strategic pillars are supported across all relevant aspects, by closing the digital gap between current and future states. The assessment scope covers the following domains: Reservoir management Production optimisation Operation management & integrity Engineering & projects Drilling Efficiency Logistics & Planning The landscape assessment and gap analysis consist of several stages that starts from documenting the information received from the assets capturing their current business practices and processes, analyzing the "as-is" condition, designing the future state, assessing the impact to the specific assets, define the benefits and value and creating a 5-year business roadmap. Aligned with the company DOF strategy, understanding the asset digital gap and enhancing the asset digital maturity will improve: HSE and asset integrity by reducing hazard exposure, optimizing energy usage and improving wells and facilities integrity Collaboration and faster analysis leading to timely decision making Integrated operations by optimized drilling planning, operations, optimized production forecasting and integrated planning Optimum Reservoir Management through enhanced reservoir surveillance and recovery

Rojiroti: innovative microfinance in India

Case overview Micro Finance Institution (MFI) named Rojiroti had been doing good work for weaker sections of the society and had brought about significant transformation in the lives of poor people, especially the Scheduled Castes, in villages of Patna district, the capital city of Bihar, India. Rojiroti was run by Centre for Promoting Sustainable Livelihood (CPSL) and had tested successfully a unique innovative model in micro financing which focused on helping the weaker sections by addressing their imminent needs which usually required very small loan amounts. With the various types of benefits people got from buying government subsidized ration to health and education in family to construct home or buy small livelihood assets. The beneficiaries developed high level of respect and trust for the MFI, Rojiroti. Rojiroti had received international recognition from universities such as University of Nottingham, UK; the University was not only researching on the model and its contributions to society, but also had supported it with funding to cater to its audience. Rojiroti did not believe in just providing finance to people like other microfinance institutions (MFI) or corporate social responsibility (CSR) funding by private and public sector organizations; its model focused more on creating capacities in the beneficiaries to sustain their livelihoods. However, after a decades time, Sunil, the protagonist in the case found himself in a situation where he had to decide for the future journey of Rojiroti after having reached a decent stage of growth The case discusses the journey of Rojiroti where the protagonist Sunil had a significant role to play and dwells upon the Rojiroti business model, its beneficiaries and value offerings to them, the changing environment outside and leaves the discussion open on the question of the choice of best road suited for Rojiroti. Teaching objectives The case is intended for the course on Strategic Management with a focus on business models topic. The case introduces the working of social cooperative business model and the nuances around it which is very much pertinent in today’s times where social enterprises have gained space in business and where businesses work around inclusive business models. The case is designed to provide supplemental support or discussion piece while dealing with business model / cooperative enterprise business model. This case provides opportunity to discuss strategic framework for an organization from the promoter’s perspective. The teaching notes is written from the perspective of the entrepreneur (the protagonist in this case, Sunil) who initiated the enterprise, with a learning goal to empathize and develop skills to have strategic decision making for a social enterprise. Leaning objectives The case is designed to provide supplemental support or discussion piece while dealing with business model / cooperative enterprise business model. This case provides opportunity to discuss strategic framework for an organisation from the promoter’s perspective. The teaching notes is written from the perspective of the entrepreneur (the protagonist in this case, Sunil) who initiated the enterprise, with a learning goal to empathize and develop skills to have strategic decision making for a social enterprise. Supplementary materials Teaching notes are available for educators only. Subject code CSS: 3 Entrepreneurship.

A strategic framework for digital preservation in the context of e-government in Botswana public service

The purpose of the study was to assess the digital preservation capability maturity readiness in the context of e-government in Botswana Public Service with a view to developing a strategic framework that ensures digital continuity. The study adopted a pragmatic paradigm and case study which were deployed in each of the six selected ministries as a unit of analysis. The target population was 102 respondents from six key purposively sampled ministries. Seventy-nine questionnaires were distributed, of which 55 were completed and returned. Interviews were conducted with 21 staff being senior managers, managers for human resources and administration, heads of divisions for records management units, archives unit, ICT managers and senior records managers. Formal participatory observations of documents were conducted. The study’s findings showed that the Botswana public service has no unified national information systems to manage public sector records, which led to some ministries adopting their own electronic records management systems. Currently, few ministries have implemented the electronic records management system and most digital records are not preserved due to lack of preservation guidelines and strategies. In that regard, the study developed a strategic framework to safeguard digital continuity and make sure that e-government is sustained for the benefit of an open government and increased participatory citizenry.

Greater Mekong Subregion COVID-19 Response and Recovery Plan 2021–2023

The Greater Mekong Subregion COVID-19 Response and Recovery Plan 2021–2023 complements the national recovery plans of the GMS countries, which aims to facilitate regional cross-border cooperation. The focus is on human and animal health to prevent the spread of diseases along with additional support for vulnerable and returning migrants and assistance in reestablishing economic activities. It represents a project implementation mechanism for the Greater Mekong Subregion Economic Cooperation Program Strategic Framework 2030.

Employment of Ex-Drug Addicts as a Corporate Social Responsibility Initiative: The Malaysian Employer’s Perspective

Relapse together with stigma and perceptions are serious challenges that need to be addressed promptly. Past literature is with the view that the issue of relapse occurs due to several stressors, including unemployment. Scant frameworks exist on the strategic development that promotes the employment of ex-drug addicts to reduce the relapse rate. In the same vein, this study seeks to discover the misperception and stigma surrounding the employment of ex-drug addicts in Malaysia as well as to explore employers’ views in hiring those ex-drug addicts as part of the Corporate Social Responsibility (CSR) initiative. This study is consistent with qualitative research based on interviews with eight Malaysian employers. This study found that the hiring of ex-drug addicts as a part of the company’s CSR initiatives may(a) reduce the relapses of drug addicts (b), it will uplift the CSR ratings of the subjected companies and (c), it will increase the compliance of the companies with Sustainable Development Goals through the subjected CSR initiatives. In line with that, this study proposed a novel strategic framework by aligning the subjected CSR initiative with social sustainability and subsequently to Sustainable Development Goals. The proposed strategic framework will insight policymakers and employers into contributing to sustainable development through hiring ex-drug addicts.

Strategic framework for the development of the marine space exploration and targeting

The relevance of the task of improving the system of marine space reconnaissance and target guidance (ICRC), which involves conducting reconnaissance, processing target designation data and issuing them for the use of naval missile weapons (RV), is closely related to the effectiveness of the combat use (BP) of high-precision weapons (WCO) of sea-based (MB) and BRAV. The development of the system and the creation of new ICRC systems for ships of the Russian Navy are aimed primarily at ensuring the combat use of missile weapons (RO).