Recent data released by Stats SA show that public-sector capital expenditure has risen over the last five years, from a total of R203 billion in 2012 to R284 billion in 2016; an average rise of 8,7% per year. Over R1,2 trillion was spent during this five-year period.
Eskom topped the list as the biggest capital spender of the 772 public-sector entities covered in the report. The power utility contributed 25,7% (R73,0 billion) to total capital expenditure, focusing mainly on the continued construction of the Kusile and the Medupi power stations, and the Ingula Pumped Storage Scheme.
Transnet was the second biggest spender, focusing mainly on maintaining capacity in its port and rail divisions.
For more on this, go to
http://www.statssa.gov.za/?p=10252
The document discusses PERT (Program/Project Evaluation Review Technique), a method used to analyze and represent the tasks involved in complex projects. PERT uses three time estimates (optimistic, most likely, pessimistic) to calculate the expected duration of tasks and projects in a probabilistic manner. It also describes calculating variance, critical paths, and the probability of completing a project within a scheduled time. An example problem demonstrates drawing a PERT network, finding the critical path and calculating the probability of completing an R&D project in a given number of days. Cost analysis and crashing activities to reduce project duration at additional cost are also summarized.
A project inventory is a list of active projects with information that can include planned start and finish dates, the name of the project leader, project priorities, budget totals, project ID numbers and other key project characteristics. Follow these steps to build a project inventory.
This document discusses time-cost tradeoffs in project management. It defines key terms like normal activity time, crash activity time, direct costs, and indirect costs. It explains that direct costs generally increase as activity times decrease, while indirect costs decrease as the overall project duration decreases. The optimal project duration is the point of minimum total cost, found by balancing increased direct costs from crashing activities against decreased indirect costs from a shorter schedule. The document provides an example of calculating time-cost tradeoffs for activities on a project's critical path.
This Presentation shows a comparative study of 5 construction projects in India & abroad enabling us to understand the process of conducting Pre-Project feasibility analysis.
This document discusses assignment problems in operations research. It begins by defining assignment problems as linear programming problems that involve assigning resources like jobs, machines or tasks to workers or projects in the most efficient way, typically to minimize costs or time. It provides examples of assignment problems and explains how they can be modeled as zero-one programming problems or transportation problems. The document then describes the Hungarian method for solving assignment problems, which involves setting up a cost table and finding the optimal assignments by covering zeros. It also mentions some special cases that can occur in assignment problems and provides an example solved using Excel Solver.
The document discusses PERT (Program/Project Evaluation Review Technique), a method used to analyze and represent the tasks involved in complex projects. PERT uses three time estimates (optimistic, most likely, pessimistic) to calculate the expected duration of tasks and projects in a probabilistic manner. It also describes calculating variance, critical paths, and the probability of completing a project within a scheduled time. An example problem demonstrates drawing a PERT network, finding the critical path and calculating the probability of completing an R&D project in a given number of days. Cost analysis and crashing activities to reduce project duration at additional cost are also summarized.
A project inventory is a list of active projects with information that can include planned start and finish dates, the name of the project leader, project priorities, budget totals, project ID numbers and other key project characteristics. Follow these steps to build a project inventory.
This document discusses time-cost tradeoffs in project management. It defines key terms like normal activity time, crash activity time, direct costs, and indirect costs. It explains that direct costs generally increase as activity times decrease, while indirect costs decrease as the overall project duration decreases. The optimal project duration is the point of minimum total cost, found by balancing increased direct costs from crashing activities against decreased indirect costs from a shorter schedule. The document provides an example of calculating time-cost tradeoffs for activities on a project's critical path.
This Presentation shows a comparative study of 5 construction projects in India & abroad enabling us to understand the process of conducting Pre-Project feasibility analysis.
This document discusses assignment problems in operations research. It begins by defining assignment problems as linear programming problems that involve assigning resources like jobs, machines or tasks to workers or projects in the most efficient way, typically to minimize costs or time. It provides examples of assignment problems and explains how they can be modeled as zero-one programming problems or transportation problems. The document then describes the Hungarian method for solving assignment problems, which involves setting up a cost table and finding the optimal assignments by covering zeros. It also mentions some special cases that can occur in assignment problems and provides an example solved using Excel Solver.
CPM and PERT are both scheduling methods that use a common approach to design networks and determine critical paths. PERT focuses on time estimation with uncertainty, using three time estimates per activity, while CPM uses a single estimate and prioritizes time-cost tradeoffs. The key differences between CPM and PERT are that PERT is probabilistic and event-oriented, allows for uncertain durations, and does not allow crashing, while CPM is deterministic, activity-oriented, has known durations, and allows crashing to reduce time.
Resource leveling and resource smoothing are techniques used to optimize resource use. Resource leveling focuses on moving resources between activities, which can change the critical path. Resource smoothing adjusts activity start and finish dates within their total float to avoid over-allocating resources, keeping the critical path unchanged. The key difference is that resource leveling may alter the critical path, while resource smoothing does not.
The document discusses the build-operate-transfer (BOT) model for the Vadodara Halol Toll Road Project in Gujarat, India. Under the BOT model, a private entity receives a concession to finance, design, construct, and operate a toll road for 30 years, after which it transfers the road back to the government. The project involved upgrading a state highway to a four-lane expressway under a public-private partnership between the state government and IL&FS. While the project was completed on time and under budget, actual traffic levels fell short of projections, leading to financial difficulties for the private operator.
This modelling guide focuses on advance payments and retentions in construction contracts – this financial modelling approach can also be applied to other contracts where similar mechanisms are applied.
Project Management Tools and Techniques (PERT- Project Evaluation and Review ...Zulfiquer Ahmed Amin
Project management involves planning, executing, and controlling projects to achieve specific goals within defined time and resource constraints. It utilizes tools like PERT (Program Evaluation and Review Technique) to estimate activity times, determine critical paths, and update schedules as projects progress. PERT uses three time estimates - optimistic, most likely, and pessimistic - to calculate expected activity times and identify float and slack. The critical path determines the minimum project duration, and crashing or fast tracking can potentially shorten schedules at increased cost. Project management tools help make projects more efficient and effective.
The document discusses Build-Own-Operate-Transfer (BOOT) projects as a type of public-private partnership procurement strategy. In a BOOT project, a private company builds and operates a facility, such as a toll road, on behalf of the public sector for a set period of time. The case study examines Malaysia's North-South Expressway, which was developed as a BOOT project where a consortium designed, constructed, financed, and operated the expressway over a 30-year concession period.
The document compares the Net Present Value (NPV) and Internal Rate of Return (IRR) methods of evaluating investment projects. While NPV and IRR usually lead to the same decisions for independent projects, they can provide conflicting rankings for mutually exclusive projects. The key differences are that NPV is expressed in absolute terms and considers variations in cash flow timing, while IRR is a percentage rate and does not follow the value additivity principle. The document recommends using NPV over IRR for mutually exclusive projects due to its more realistic assumptions and ability to directly measure profitability and impact on shareholder wealth.
The document discusses inventory control and various inventory models. It describes the components of inventory costs, including purchase costs, order costs, holding costs, and unavailable costs. It then explains the economic order quantity (EOQ) model, which aims to minimize total inventory costs by balancing order and holding costs. The EOQ model and formulas for optimal order quantity, reorder cycle time, number of orders, and total costs are provided. Extensions of the EOQ model for quantity discounts and warehouse space constraints are also summarized.
Project planning involves carefully breaking down a project into logical components using tools like the work breakdown structure and network diagrams to identify dependencies between tasks. This allows project teams to develop accurate schedules, usually in the form of Gantt charts, to coordinate resources and activities to achieve goals on time and on budget. Production planning establishes production rates and resource usage to satisfy customer demand as expressed in sales forecasts, while balancing inventory levels and maintaining a stable workforce over a 6-18 month horizon. The process begins with a sales forecast and may incorporate desired inventory changes to determine the production plan.
Mba 2 fm u 2 capital budgeting and time value of moneyRai University
This document discusses capital budgeting decisions and investment evaluation techniques. It outlines the objectives of understanding discounted cash flow (DCF) methods like net present value (NPV) and internal rate of return (IRR), as well as non-DCF methods. The document provides details on calculating NPV and IRR, and evaluating projects based on whether NPV is positive or the IRR exceeds the required rate of return. It also briefly discusses other measures like profitability index and payback period.
Capital budgeting refers to the long-term planning process used to evaluate proposed major investments and capital expenditures. It involves evaluating potential capital projects and determining which projects to invest in. The key methods used to evaluate projects include payback period, net present value, internal rate of return, and profitability index. Payback period is a simple and widely used traditional method that measures the time required for the cash inflows from a project to repay the initial cash outlay. However, it ignores cash flows beyond the payback period. More sophisticated discounted cash flow methods like net present value and internal rate of return are better as they consider the timing of all cash flows and investment cost of capital.
- Advance payments are made to contractors before work is completed to help cover startup costs. They include mobilization advances for materials, plants, and machinery.
- Risks are involved, so measures like guarantees are taken. Advances must be used for the work and recovered early.
- Mobilization advances may be given in installments before work starts against guarantees. Plant advances require verification and hypothecation to the employer.
- Secured advances are given for materials brought on site. Interim bills are considered advances against work done to be adjusted from later bills.
Project crashing refers to shortening the duration of project activities by using additional resources like overtime or temporary staff. This allows the project to finish earlier but increases costs. The optimal strategy is to crash activities on the critical path until their duration matches that of the non-critical path with the lowest duration, as crashing further would not reduce the overall project duration but would increase costs unnecessarily. The amount each activity can be crashed is determined, and activities on the critical path are crashed in a way that equalizes the completion time of all paths at the minimum possible overall cost.
Capital structure and its DeterminantsMinhas Azeem
This document discusses capital structure and its determinants. It defines capital structure as the mix of different securities used to finance a firm's operations, including bonds, loans, ordinary shares, and preferred shares. It then lists and describes various determinants that must be considered when determining a firm's optimal capital structure, including financial leverage, growth and stability of sales, cost of capital, cash flow ability, nature and size of the firm, control, flexibility, requirements of investors, capital market conditions, assets structure, purpose and period of financing, costs of floating securities, personal considerations, corporate tax rates, and legal requirements. Finally, it briefly outlines four major capital structure theories: the net income approach, net operating income approach, Modig
This presentation is made to represent the basic transportation model. The aim of this presentation is to implement the transportation model in solving transportation problem.
Nine rounds of NELP have been completed, offering 360 exploration blocks. Production sharing contracts have been signed for 254 blocks. 118 discoveries have been made in 39 blocks so far. Production has started in 6 discoveries across 3 blocks. The 10th round of NELP (NELP-X) will offer 46 exploration blocks.
RESEARCH ON PLANT LAYOUT AND PRODUCTION LINE RUNNING SIMULATION IN PISTON FAC...IAEME Publication
The aim of this paper is to create a better understanding of how simulation is used in industry especially in the area of facility layout planning. The project in which this paper is based upon concerns the development of a factory layout which will be created in a production line simulation. Background research was conducted in the field of simulations including the history, advantages, current capabilities, steps of development, and current uses. Research also concerning layout planning will also be reported in the research sections of this paper.
Describes about the meaning of public policy, need and importance of public policies, recent public policies in india, weakness of public policies and remedies to overcome the public policy problems
CPM and PERT are both scheduling methods that use a common approach to design networks and determine critical paths. PERT focuses on time estimation with uncertainty, using three time estimates per activity, while CPM uses a single estimate and prioritizes time-cost tradeoffs. The key differences between CPM and PERT are that PERT is probabilistic and event-oriented, allows for uncertain durations, and does not allow crashing, while CPM is deterministic, activity-oriented, has known durations, and allows crashing to reduce time.
Resource leveling and resource smoothing are techniques used to optimize resource use. Resource leveling focuses on moving resources between activities, which can change the critical path. Resource smoothing adjusts activity start and finish dates within their total float to avoid over-allocating resources, keeping the critical path unchanged. The key difference is that resource leveling may alter the critical path, while resource smoothing does not.
The document discusses the build-operate-transfer (BOT) model for the Vadodara Halol Toll Road Project in Gujarat, India. Under the BOT model, a private entity receives a concession to finance, design, construct, and operate a toll road for 30 years, after which it transfers the road back to the government. The project involved upgrading a state highway to a four-lane expressway under a public-private partnership between the state government and IL&FS. While the project was completed on time and under budget, actual traffic levels fell short of projections, leading to financial difficulties for the private operator.
This modelling guide focuses on advance payments and retentions in construction contracts – this financial modelling approach can also be applied to other contracts where similar mechanisms are applied.
Project Management Tools and Techniques (PERT- Project Evaluation and Review ...Zulfiquer Ahmed Amin
Project management involves planning, executing, and controlling projects to achieve specific goals within defined time and resource constraints. It utilizes tools like PERT (Program Evaluation and Review Technique) to estimate activity times, determine critical paths, and update schedules as projects progress. PERT uses three time estimates - optimistic, most likely, and pessimistic - to calculate expected activity times and identify float and slack. The critical path determines the minimum project duration, and crashing or fast tracking can potentially shorten schedules at increased cost. Project management tools help make projects more efficient and effective.
The document discusses Build-Own-Operate-Transfer (BOOT) projects as a type of public-private partnership procurement strategy. In a BOOT project, a private company builds and operates a facility, such as a toll road, on behalf of the public sector for a set period of time. The case study examines Malaysia's North-South Expressway, which was developed as a BOOT project where a consortium designed, constructed, financed, and operated the expressway over a 30-year concession period.
The document compares the Net Present Value (NPV) and Internal Rate of Return (IRR) methods of evaluating investment projects. While NPV and IRR usually lead to the same decisions for independent projects, they can provide conflicting rankings for mutually exclusive projects. The key differences are that NPV is expressed in absolute terms and considers variations in cash flow timing, while IRR is a percentage rate and does not follow the value additivity principle. The document recommends using NPV over IRR for mutually exclusive projects due to its more realistic assumptions and ability to directly measure profitability and impact on shareholder wealth.
The document discusses inventory control and various inventory models. It describes the components of inventory costs, including purchase costs, order costs, holding costs, and unavailable costs. It then explains the economic order quantity (EOQ) model, which aims to minimize total inventory costs by balancing order and holding costs. The EOQ model and formulas for optimal order quantity, reorder cycle time, number of orders, and total costs are provided. Extensions of the EOQ model for quantity discounts and warehouse space constraints are also summarized.
Project planning involves carefully breaking down a project into logical components using tools like the work breakdown structure and network diagrams to identify dependencies between tasks. This allows project teams to develop accurate schedules, usually in the form of Gantt charts, to coordinate resources and activities to achieve goals on time and on budget. Production planning establishes production rates and resource usage to satisfy customer demand as expressed in sales forecasts, while balancing inventory levels and maintaining a stable workforce over a 6-18 month horizon. The process begins with a sales forecast and may incorporate desired inventory changes to determine the production plan.
Mba 2 fm u 2 capital budgeting and time value of moneyRai University
This document discusses capital budgeting decisions and investment evaluation techniques. It outlines the objectives of understanding discounted cash flow (DCF) methods like net present value (NPV) and internal rate of return (IRR), as well as non-DCF methods. The document provides details on calculating NPV and IRR, and evaluating projects based on whether NPV is positive or the IRR exceeds the required rate of return. It also briefly discusses other measures like profitability index and payback period.
Capital budgeting refers to the long-term planning process used to evaluate proposed major investments and capital expenditures. It involves evaluating potential capital projects and determining which projects to invest in. The key methods used to evaluate projects include payback period, net present value, internal rate of return, and profitability index. Payback period is a simple and widely used traditional method that measures the time required for the cash inflows from a project to repay the initial cash outlay. However, it ignores cash flows beyond the payback period. More sophisticated discounted cash flow methods like net present value and internal rate of return are better as they consider the timing of all cash flows and investment cost of capital.
- Advance payments are made to contractors before work is completed to help cover startup costs. They include mobilization advances for materials, plants, and machinery.
- Risks are involved, so measures like guarantees are taken. Advances must be used for the work and recovered early.
- Mobilization advances may be given in installments before work starts against guarantees. Plant advances require verification and hypothecation to the employer.
- Secured advances are given for materials brought on site. Interim bills are considered advances against work done to be adjusted from later bills.
Project crashing refers to shortening the duration of project activities by using additional resources like overtime or temporary staff. This allows the project to finish earlier but increases costs. The optimal strategy is to crash activities on the critical path until their duration matches that of the non-critical path with the lowest duration, as crashing further would not reduce the overall project duration but would increase costs unnecessarily. The amount each activity can be crashed is determined, and activities on the critical path are crashed in a way that equalizes the completion time of all paths at the minimum possible overall cost.
Capital structure and its DeterminantsMinhas Azeem
This document discusses capital structure and its determinants. It defines capital structure as the mix of different securities used to finance a firm's operations, including bonds, loans, ordinary shares, and preferred shares. It then lists and describes various determinants that must be considered when determining a firm's optimal capital structure, including financial leverage, growth and stability of sales, cost of capital, cash flow ability, nature and size of the firm, control, flexibility, requirements of investors, capital market conditions, assets structure, purpose and period of financing, costs of floating securities, personal considerations, corporate tax rates, and legal requirements. Finally, it briefly outlines four major capital structure theories: the net income approach, net operating income approach, Modig
This presentation is made to represent the basic transportation model. The aim of this presentation is to implement the transportation model in solving transportation problem.
Nine rounds of NELP have been completed, offering 360 exploration blocks. Production sharing contracts have been signed for 254 blocks. 118 discoveries have been made in 39 blocks so far. Production has started in 6 discoveries across 3 blocks. The 10th round of NELP (NELP-X) will offer 46 exploration blocks.
RESEARCH ON PLANT LAYOUT AND PRODUCTION LINE RUNNING SIMULATION IN PISTON FAC...IAEME Publication
The aim of this paper is to create a better understanding of how simulation is used in industry especially in the area of facility layout planning. The project in which this paper is based upon concerns the development of a factory layout which will be created in a production line simulation. Background research was conducted in the field of simulations including the history, advantages, current capabilities, steps of development, and current uses. Research also concerning layout planning will also be reported in the research sections of this paper.
Describes about the meaning of public policy, need and importance of public policies, recent public policies in india, weakness of public policies and remedies to overcome the public policy problems
This document discusses the eBS R12 tax engine and its implementation for Australian GST. It provides an overview of the tax engine components and configuration steps for GST. It also addresses some challenges with the initial R12 upgrade and provides recommendations for custom reporting and reconciliations for GST purposes.
The document summarizes key points from India's Budget for 2016-2017 presented by Kishan K Shenoy, Lester Max D souza, and Lathesh Kumar Shetty. It outlines economic growth of 7.6% in 2015-2016, challenges of global slowdown and increased fiscal burden. Allocations target agriculture, rural development, social sectors, education, healthcare, infrastructure, and job creation. Tax rates and slabs are adjusted, and certain deductions are proposed to phase out. Fiscal deficit is retained at 3.5% of GDP to balance growth and fiscal discipline.
This document provides an introduction to public policy. It defines public policy as actions taken by governments to address public issues through laws, regulations, funding, and programs. The document outlines the framework for developing public policy, including setting objectives and targets, identifying alternatives, designing and implementing programs, and evaluating impacts. It also discusses different analytical approaches to public policy, the stages of the policy process, challenges with implementation, and criteria for evaluating policies. Key topics covered include the roles of government, rationales for public policy, categories of policies, and steps for policy analysis.
This document discusses the process of public policy formulation. It defines public policy as plans or actions undertaken by government to achieve broad goals affecting citizens. The policy process is described as cyclical, involving problem identification, assessment, solution development, implementation, and review. Key aspects of policy formulation discussed include setting the policy agenda, developing potential solutions, and constraints influencing decision making such as public opinion, economic factors, and political realities. The stages of policy implementation and potential gaps between policy design and real-world application are also outlined.
This document provides an overview of the Indian economic and trade policy course structure and evaluation. It discusses key topics like the structure of the Indian economy, sector-specific issues, social sector development, external sector overview and trade policy. It analyzes India's economic growth performance across five-year plans and four phases of development. Some challenges discussed are structural transformation of the economy, employment growth, poverty reduction and the political economy implications of reforms.
This document provides an overview of the Goods and Services Tax (GST) that is being implemented in India, including the current state of indirect taxes, how GST will work, and Oracle's approach and roadmap. It discusses the key concepts of GST, including how it will replace existing taxes and function as a single, destination-based tax across India. The document also outlines some of the opportunities for Oracle in areas like GST roadmaps, advisory services, developing custom reporting/settlement solutions, and building capabilities around GST processes and configuration.
Modi Effect on the Indian Economy - AJSH & Co. Chartered Accountants (New Del...TIAG_Alliance
Contact: AJSH & Co. Chartered Accountants (New Delhi, India)
The Modi government took charge at the Centre with a promise to bring about many changes in terms of governance. This created a wave of excitement among the people.
The Narendra Modi government has put together an elaborate economic reforms package in sync with the party’s election manifesto.
A "king among kings" is how Anil Ambani, one of India's leading industrialists, described Narendra Modi in January last year, long before the latter entered the race to become the country's next prime minister. After winning the Indian election comprehensively, the business community here is waiting with its arms wide open to embrace Mr Modi. They hope he will be their saviour at a time when the economic growth rate is flagging, investments are dwindling and consumer demand is dropping.
The document discusses different classifications of public expenditures. It outlines Mrs. Hicks' classification which separates expenditures into defense, civil, and development. Defense expenditure includes costs for defense equipment and wages for armed, navy, and air forces. Civil expenditure maintains law and order and administration of justice. Development expenditure promotes growth in agriculture, industry, trade, transport, and communication.
The document discusses India's economic policies, including fiscal policy, monetary policy, foreign exchange policy, and foreign investment policy. It provides an overview of the objectives and instruments of each policy area. Fiscal policy aims to achieve desirable price levels, employment, income distribution, and capital formation through public expenditure and taxation. Monetary policy operates through money supply, interest rates, and credit availability to influence spending and prices. Foreign exchange policy moved from control to management with the introduction of the Foreign Exchange Management Act in 1999. Foreign investment policy aims to attract long-term foreign direct investment and allows foreign investors to establish wholly owned subsidiaries in most sectors.
Finance Minister Arun Jaitley presented the Union Budget for 2016-17 and reaffirmed that the economy is on the right track. The budget is aimed at strengthening India's firewalls by ensuring macroeconomic stability and prudent fiscal management; driving growth through domestic demand; and economic reforms and policy initiatives to change lives for the better. With measured focus on social sector reforms and recapitalising India's banking system, this Budget has an overarching focus on improving agriculture, and scaling infrastructure, all of which bode well for the country. The government is now planning to rationalise and channel subsidies to the poor by increasing the burden on the rich, and by increasing spending on public welfare through its own kitty.
Mr. Jaitley said the Union Budget is aimed at improving rural infrastructure and increasing rural income, as the biggest challenge to the economy is agrarian distress. Applauding the budget presented by the Finance Minister, Prime Minister Narendra Modi said the Budget is pro-village, pro-poor and pro–farmers, and is focused on bringing about qualitative changes in the country through a slew of time-bound programmes.
The attached note captures key highlights and summarises major announcements in the Budget.
Please reach out to us should you wish to understand more about the Union Budget and its impact on your business
This document provides an overview of topics related to the Indian economy that may be covered in the UPSC Prelims 2016 exam, including terms used in the Indian economy, planning, poverty and unemployment, economic reforms, inflation, and monetary policy. It defines key economic concepts and terms, describes India's various Five-Year Plans since 1951 and their objectives, outlines approaches to measuring and addressing poverty, and explains tools and objectives of monetary policy in India like the bank rate, cash reserve ratio, and statutory liquidity ratio.
The document gives highlights from key sectors – agriculture and rural development, banking, financial services and insurance, defence and aviation, e-commerce and retail, energy, FMCG, food & beverages, infrastructure and housing, manufacturing, railways, social welfare, steel and mining, and technology IT & telecom.
The document discusses different economic goals, theories and policies of Democrats, Republicans and other groups. It covers various types of capitalism and economic systems, as well as the influence of corporations, interest groups and government institutions on policy creation. Key economic indicators and theories around supply and demand, laissez-faire, Keynesian and supply-side economics are also examined.
This is an analysis on the Capital Expenditure of the 2016 Budget – Appropriation Bill – with special focus on the Number of Capital Projects to be executed by Ministries, Departments and Agencies (MDAs).
The document provides an overview of strategic factors for firms considering investment in India. It analyzes the country environment including strong economic growth, large consumer market, and improving infrastructure. Government policy aims to increase foreign investment and competition. Local competitors have innovative low-cost products and access to rural consumers. The resources, capabilities, and objectives of multinational companies are also discussed, as well as key strategic choices around greenfield investment, acquisitions, and partnerships.
This document provides a SWOT analysis of the Modi government in India. It details the government's strengths such as minimum government and infrastructure initiatives. Weaknesses include being a single-man government and limited focus on farmers. Opportunities exist in using foreign exchange savings for employment and capitalizing on the large mandate. Threats include limited cash reserves and lack of numbers in the upper house of parliament. Global experts generally view Modi positively and see potential for further reforms leading to strong growth.
Public-sector capital expenditure shrinks for the first time since 2010Statistics South Africa
Public-sector capital expenditure shrinks for the first time since 2010
A pull-back in spending on plant, machinery, new construction works and transport equipment saw capital expenditure in the public sector fall by 4,3% in 2017, according to Stats SA’s latest Capital expenditure by the public sector report.
Capital expenditure is money that an institution spends to buy, maintain or upgrade fixed assets, such as buildings, vehicles, land and equipment. A decline in spending on fixed assets by 360 of the 751 public-sector institutions1 saw total capital expenditure fall from R283,3 billion in 2016 to R271,2 billion in 2017 (click on the chart to enlarge).
The full report is available is here: http://www.statssa.gov.za/?p=11420
Thailand's electrical and electronics industry saw high export growth in 2015, contributing significantly to the country's GDP. The industry has expanded greatly over the past 50 years, establishing Thailand as a leading production base in Southeast Asia. In 2015, exports from the electrical and electronics sector totaled over $54 billion, with hard disk drives and air conditioners being major exports. The government's infrastructure development plan and promotion of clusters are supporting further investment and growth opportunities in promising subsectors like smart devices. KV Electronics is one example of a company that has grown substantially over 30 years in Thailand by embracing innovation and new technologies like Industry 4.0.
The annual report summarizes the municipality's performance in 2013/2014. It reported increases in total revenue, total expenditure, accumulated surplus funds and reserves, and net cash. Service delivery backlogs decreased for water, sanitation, and electricity but increased slightly for roads. Procurement spending increased substantially. The municipality continued work on major projects like the IRPTN and received several awards for its performance.
Planning in the region starts with a vision about what we want to be. It is the aspiration of the Filipinos particularly those from SOCCSKSARGEN Region to have a long-term vision for the region and the country as a whole to become a prosperous, predominantly middle class society where no one is poor. The challenge is how every Filipino can afford to have a “matatag, maginhawa at panatag na buhay by 2040.”
This document summarizes the budget and activities for the Infrastructure & Environmental Resources program of Orange County. It includes budgets for various county departments that deal with infrastructure, environmental resources, public works, facilities maintenance, and development services. The OC Public Works department, which manages many of these functions, has a proposed budget of $48.9 million for FY2015-2016. It oversees projects and services related to facilities, development, infrastructure, environmental protection, and more. The document provides details on the budgets and key accomplishments of departments involved in infrastructure and environmental management in Orange County.
National monetisation document for understanding.pdfPALASHKHARE1
The document summarizes the launch of India's National Monetisation Pipeline (NMP) by the Union Finance Minister. The key points are:
1) The NMP aims to monetize public infrastructure assets to raise Rs. 6 trillion over FY 2022-2025 to fund new infrastructure development.
2) It covers key sectors like roads, railways, power, mining, telecom, aviation and urban real estate. The top 3 sectors by value are roads, railways and power.
3) A monitoring framework is established with quarterly reviews by the Finance Minister and monthly reviews by an empowered committee to ensure timely implementation of the asset monetization plan.
National monetisation document for understanding.pdfPALASHKHARE1
The document summarizes the launch of India's National Monetisation Pipeline (NMP) by the Union Finance Minister. The key points are:
1) The NMP aims to monetize public infrastructure assets to raise Rs. 6 trillion over FY 2022-2025 to fund new infrastructure development.
2) It covers key sectors like roads, railways, power, mining, telecom, aviation and urban real estate. The top 3 sectors by value are roads, railways and power.
3) A monitoring framework is established with quarterly reviews by the Finance Minister and monthly reviews by an empowered committee to ensure timely implementation of the asset monetization plan.
To address our future infrastructure needs and realise
our vision of Radical Transformation, Modernisation and Reindustrialisation, the Gauteng province has developed the GCR Integrated Infrastructure Master Plan (GCR IIMP 2030). As a comprehensive inter-sectoral plan, the GCR IIMP serves to provide clear policy direction to residents and investors, ensure collaboration across government and with the private sector, and promote sustainability through the efficient use of resources and the adoption of transformative technologies.
Infrastructure investments in Japan - Mitsuhiro Teraoka, JapanOECD Governance
This presentation was made by Mitsuhiro Teraoka, Japan, Thailand, at the 10th OECD-Asian Senior Budget Officials Annual Meeting held in Bangkok, Thailand, on 18-19 December 2014.
This document is the Financial and Fiscal Commission's submission for the 2016/2017 Division of Revenue. It contains 7 chapters that examine issues related to public infrastructure management in South Africa, including infrastructure financing, accountability in infrastructure delivery by local governments, and improving public sector productivity. The submission aims to provide guidance on infrastructure strategy, delivery, and finance to enable strong economic growth, employment, and poverty reduction in line with the goals of South Africa's National Development Plan.
Will is the Programme Control Director for HS2 Ltd responsible for delivering the HS2 high speed rail project on time and budget. He discusses how HS2 will help rebalance the UK economy by improving connectivity between London and northern cities, and how HS2 Ltd is taking a world-class approach to programme controls using integrated systems and processes. This will provide robust cost, schedule and risk management to deliver the unprecedented HS2 programme.
What PRASA is doing to improve the passenger rail service in the Western CapeTristan Wiggill
A presentation by Mr Eddie Chinnappen (GM in the office of the GCEO: PRASA) at the Transport Forum special interest group proudly hosted by TCT in Cape Town on 10 December 2015.
The theme for the event was: "Encouraging Public Transport". The topic of the presentation was: "What PRASA is doing to improve the passenger rail service in the Western Cape".
More like this on www.transportworldafrica.co.za
The document provides an overview of TEAM GROUP, a leading Thai conglomerate with 15 affiliates and over 1,000 professionals. TEAM GROUP offers integrated solutions through its One Stop Window facility to public and private clients in domestic and cross-border projects. It has the capability to cover a range of multi-disciplinary study, design, engineering and construction projects. The document then lists some of the specific services and project references of TEAM GROUP's business units in transportation and logistics, water resources, environmental management, and project management.
This document summarizes South Africa's consolidated general government finances for the 2016/2017 fiscal year. It provides statistics on revenue, expenses, economic and functional classifications from the different levels of general government.
Some key points:
- Total revenue was R1.43 trillion, with taxes contributing 87%
- Expenses totaled R1.45 trillion, with R602 billion spent on compensation of employees
- Education received R307 billion while social protection payments amounted to R222 billion
- Purchases of goods and services increased by R27 billion to R324 billion
- Net capital expenditure for the year was R135 billion
The publication consolidates cash basis financial statements from various levels of government to provide
Bangladesh, with population over 160 million in a total area of only 150,000 km2, is one of the most densely populated countries in the world. Its capital, Dhaka, with a population of 17 million in the Greater Dhaka area is one of the world’s most densely populated cities. Bangladesh’s national GDP has been following a steady growth path of more than 6% per year over the last decade, and road traffic in Dhaka soared by more than 130% over the same period. Roads carry over 80% of national passenger traffic, providing the backbone of the transport sector.
The Rampura–Amulia–Demra Expressway (“RAD” or the “Project”) is a key project of Bangladesh’s Public–Private Partnership Authority (PPPA) and Roads and Highways Department (RHD). The project will serve as a gateway connecting central Dhaka to existing national highways to Chittagong, Sylhet, and the eastern regions of Bangladesh.
PPPA and RHD will shortly invite interested private sector parties to pre-qualify for the opportunity to Design Build, Finance, Operate, and Maintain the RAD project. A compelling opportunity exists for leading consortia to:
• Provide a much-awaited congestion relief road to traffic entering Dhaka, by developing a 13.5km expressway connecting National Highways N1 and N2 to the city center.
• Capitalize on Bangladesh’ economic and urban growth by providing critical connectivity infrastructure for the country
• Manage and operate the road over a 25-year concession
The Asian Development Bank (ADB) has been appointed as the Transaction Advisor to structure and tender the RAD as a PPP project. The expression of interest process for the project will commence shortly. The attached market awareness brochure provides preliminary information on the Project and the upcoming tender.
We look forward to feedback and participation from potential bidders. Contact information for the transaction advisors is provided in the brochure. Thank you in advance for your interest.
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This document summarizes South Africa's unemployment statistics from the Quarterly Labour Force Survey for Q4 2019. Some key points:
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- The services, finance, transport, and construction industries saw employment gains between Q3 and Q4 2019.
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The Quarterly Labour Force Survey for Q3:2019 found:
- South Africa's unemployment rate increased slightly by 0.1 percentage points to 29.1%, the highest rate since 2008.
- The number of employed persons increased by 62,000 between Q2:2019 and Q3:2019 to 16.4 million.
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The document provides a summary of the Governance, Public Safety and Justice Survey (GPSJS) conducted in South Africa in 2018/19. Some key findings:
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1. Capital Expenditure by Public Sector Institutions for 2016
Dr. Pali Lehohla
26 July 2017
@StatsSA
2. 2
1. Introduction
2. Key findings: Capital expenditure by-
i. Institution and;
ii. Type
3. Concluding remarks
Contents
3. 3
1. Definition:
“Capital expenditure refers to any expenditure incurred in or incidental to
the acquisition or improvement of land, buildings, engineering structures,
machinery and equipment.
The expenditure normally confers a lasting benefit and results in the
acquisition of, or extends the life period of, a fixed asset.“
2. Some institutions can capitalise “short-term costs” into their capital
expenditures:
i. Salaries and wages;
ii. Consultation fees;
iii. Finance costs (< 12 months)
Introduction
4. 4
Types of capital expenditure
Plant, machinery &
equipment
Land & existing
buildings
Transport equipment
New construction
works
Other fixed
assets
Leased assets &
investment property
Introduction
6. 6
The capital expenditure survey does not
Introduction
• Measure or monitor specific projects of specific entities. It only reports on
capex spend (by type) during their financial year
• Indicate timeframes for structures completed or to be completed
• Provide reasons for longer trends (just from year to year)
• Reconcile different years-end of the reporting units
• Verify the existence of the fixed assets purchased or constructed
7. 7
Public Sector
Reporting Units
{757 772}
Public
Corporations
{54 47}
Provincial
Government
{124 123}
Municipalities
{278 278}
Extra-
Budgetary
Accounts &
Funds
{232 251}
Higher
Education
Institutions
{26 26}
National
Government
{43 47}
* Public sector classification committee
* Not adjusted for the different financial years
2015
2016
Reporting units for public sector capital expenditure (2015 vs 2016)*
Introduction
9. 9
Total Capex By Institution: 2011/12 – 2015/16 (R bn)
2012 2013 2014 2015 2016
Higher Education Institutions 5 5 6 6 7
Extra-Budgetary Accounts and Funds 7 10 13 13 17
National Government 12 14 14 16 19
Provincial Government 27 29 30 31 36
Municipalities 40 43 52 57 66
Public Corporations 112 124 144 142 138
0
50
100
150
200
250
300
10. 10
0
50
100
150
200
250
300
2011/2012 2012/2013 2013/2014 2014/2015 2015/2016
Leased assets and investment property Transport equipment Other fixed assets
Land and existing buildings Plant, machinery and equipment New construction works
Total Capex By Type: 2011/12 – 2015/16 (R bn)
11. 11
Rounded off
12%
New Construction Works
Land & Existing Buildings
20%
2015: R14,3
2016: R17,2
2015: R174,4
2016: R194,9
Capex by type of asset 2015 and 2016 (R bn)
Plant, Machinery & Equipment
-13%
2015: R62,1
2016: R53,9
34%
Transport Equipment
2015: R6,4
2016: R8,6
13. 13
South African Police
Service
3 004
Renovation of police stations, office
buildings and warehouses and motor
vehicles
Basic Education 1 388
Improvement of school infrastructure
delivery, 51 ASIDI projects completed,
605 school provided with water, 21 with
sanitation and 294 with electricity and
other incurred on infrastructure
construction of schools
Department Capex 2016 Main expenditure
Water Affairs
Digging of boreholes, refurbishment
and 125 infrastructure projects
7 571
Examples of national government capex: 2016 (R m)
14. 14
Correctional Services 1 243
Construction of fences, refurbishment of
prisons and rehabilitation centres
Justice and
Constitutional
Development
1 064
Acquisition of new buildings & parking for
Limpopo and Mpumalanga high courts
Department Capex 2016
National Department
of Defence
838
Purchases of generators, security
equipment and 20 motorbikes for the
Durban Harbour
Main expenditure
Examples of national government capex: 2016 (R m)
16. 16
Provincial new construction works: 2015 - 2016 (R m)
Total 2015: 23 777
Total 2016: 27 818
14 158
9 946
3 632
82
0
0
11 418
7 332
4 206
719
84
18
0 2 000 4 000 6 000 8 000 10 000 12 000 14 000 16 000
Non-residential buildings
Other new construction works
Roads, streets and bridges
Residential buildings
Water
Sewerage and sanitation
17. 17
Department Capex 2016
Western Cape:
Transport and Public
Works
2 911
Construction and regravelling of
roads, streets and bridges
KwaZulu-Natal:
Education
2 441
Construction of administration
buildings for universities, schools and
colleges
KwaZulu-Natal:
Transport
4 257
Construction of new public
transport infrastructure in various
municipalities
Examples of provincial government capex: 2016 (R m)
Main Expenditure
18. 18
Gauteng: Education 2 151
Construction and repairs of high and
primary schools in Alexandra, Centurion,
Brixton and Bronkhorstpruit
Gauteng: Health 1 481
Construction of office buildings and
acquisition of health and medical assets
throughout the province
Department Capex 2016
Gauteng: Roads and
Transport
1 379
Construction and acquisition of:
buildings and other fixed structures;
motor vehicles; as well as machinery and
equipment
Main Expenditure
Examples of provincial government capex: 2016 (R m)
20. 20
Property Management
Trading Entity
3 750
Ten accommodation solutions for head offices
(DHET, DCS, DSD, SASSA, DoJ, DAC, NT,
DAFF, SAPS, DoC). Two Precinct
Developments in Tshwane and 5 DPW
infrastructure developments for rural local
municipalities
Agriculture Land Holding
Account 990
Capex 2016
Water Trading Entity 5 081
Design, construction, commissioning and
rehabilitation of bulk raw water
infrastructure and dam safety
Department Main Expenditure
Examples of Extra-Budgetary Accounts capex: 2016 (Rm)
Farm buildings/dwellings, production
facilities, infrastructure and agricultural
land-payments to Department of Rural
Development /land Reform
21. 21
Road Agency
Limpopo
603 Upgrading of roads from gravel to tar (32 road
infrastructure projects)
State Information
Technology
Agency
511 Upgrading and implementation of ITC
infrastructure and complex domain migrations
Capex 2016
South African
Revenue Service 487
Various items of property, plant and equipment
such as land, buildings, IT equipment and
software, intellectual property and other rights, etc.
Department Main Expenditure
Examples of Extra-Budgetary Accounts capex: 2016 (Rm)
24. 24
Completion of 4 new buildings as part of phase 2 for
the 2017 academic year
Construction of 5 new buildings for the 2018 academic
year
University
of
Mpumalanga
772
Construction and renovation of non-residential
buildings in the university campus
Stellenbosch
University
736
Construction and renovation of non-residential
buildings including the teaching venues and research
laboratories and acquisition of IT equipment and field
work research vehicles
University
of
Witwaters
rand
682
Examples of higher education capex: 2016 (Rm)
Capex 2016Institution Main Expenditure
25. 25
New construction works in the university campus,
acquisition of computers, lab equipment, Tuks
Sports rights and vehicles
University
of
Pretoria
645
Construction of library at Butterworth, Office building
at Potsdam and Health Science building at Mthatha
Walter
Sisulu
University 385
Completion of 2 new major buildings in 2015/16 and
new construction of another 2 new buildings for the
2016/17 academic year. Regeneration of major
existing sport and recreation amenities
Sol
Plaatje
University 372
Examples of higher education capex: 2016 (Rm)
Capex 2016Institution Main Expenditure
28. 28
Eskom (Total Capex 2016 = R73 billion)
R 70,0 billion spent on the power
generation projects at Kusile, Medupi
and Ingula for power generation
Major contribution by public corporations 2016
Transnet Limited (Total Capex 2016 = R34 billion)
R11,1 billion capex on the expansion of
infrastructure and equipment
R18,5 billion capex for maintain capacity
in the rail and ports divisions
Other capex for the above includes: various items such as: laboratory equipment and security equipment etc.
29. 29
South African National Road Agency (Total Capex 2016 = R8,5 billion)
About R8,2 billion was spent on
infrastructure such as strengthening and
improvements of roads, new roads and
highway monitoring equipment
Passenger Rail Agency of South Africa (Total Capex 2016 = R6,1 billion)
R5,9 billion was spent on upgrading and
maintenance of rolling stock infrastructure as
well as modernisation programme
Major contribution by public corporations 2016
33. 33
Ethekwini MM 6 144
Construction of various reservoirs,
upgrade and rehabilitation of gravel
and tar roads, storm water, traffic signal
and ranks
O.R. Tambo DM 1 863
Upgrade and installation of water
metres, outfall sewer, bulk collector
sewer and sewer reticulation
City of Johannesburg
MM
7 347
Includes Sandridge Bridge, Malboro
interchange, cycling lanes along Linden
road
Municipal name Capex 2016 Main expenditure
Examples of municipal capex: New Construction 2016 (R m)
34. 34
Ngaka Modiri Molema
DM 782
Construction of gravel road and street
infrastructure.
Rustenburg LM 1 295
Construction of the Marikana Transfer
Station, re-graveling of street and
resealing of surfaced roads within the
38 wards of RLM jurisdiction
Mbombela LM 509
Upgrading of Mbombela stadium,
planning and design of ICC and science
and heritage centre and rehabilitation of
Tekwane cemetery
Examples of municipal capex: New Construction 2016 (R m)
Municipal name Capex 2016 Main expenditure
35. 35
Free State KwaZulu-
Natal
North West
Eastern Cape
Northern Cape
Mpumalanga
Limpopo
Western Cape
Gauteng
309
243
201
180
10
6
244
154
38
38
140
242
371
995
125
125
7
80
Total 2015: R1 445m
Total 2016: R2 063m 42,8%
Municipal capex: Land and existing buildings: 2016
36. 36
EC: R180 million
1. Nelson Mandela (30%)
2. King Sabata (18%)
3. Matatiele (7%)
FS: R154 million
1. Mangaung (60%)
2. Mantsopa (15%)
3. Phumelela (6%)
GP: R996 million
1. Tshwane (69%)
2. Johannesburg (29%)
3. Merafong City (1%)
KZN: R125 million
1. eThekwini (73%)
2. Hibiscus Coast (8%)
3. The Msunduzi (4%)
LP: R242 million
1. Polokwane (35%)
2. Greater Giyani (23%)
3. Greater Letaba (10%)
MP: R80 million
1. Mbombela (56%)
2. Steve Tshwete (36%)
3. Emakhazeni (4%)
NW: R38 million
1. Naledi (NW) (35%)
2. Ngaka Modiri Molema (33%)
3. Ditsobotla (28%)
NC: R6 million
1. Frances Baard (52%)
2. //Khara Hais (18%)
3. John Taolo Gaetsewe (8%)
WC: R243 million
1. Cape Town (33%)
2. Drakenstein (25%)
3. Saldanha (14%)
Top 3 municipalities per province
Municipal capex: Land and existing buildings: 2016
37. 37
Ethekwini MM 91
Acquisition of land for service
delivery purposes, Hostel
upgrades and Housing
infrastructure expenditure
Drakenstein LM 60
Upgrading of civic centre and
refurbishing municipal training
centre and other office buildings
City of Tshwane MM 685
Renovation of the City hall and
major refurbishment of Tshwane
House
Municipal name Capex 2016 Main expenditure
Examples of municipal capex: Land and existing buildings 2016 (R m)
38. 38
Polokwane LM 85
Upgrading of laboratory and
Informal settlement at Disteneng
Steve Tshwete LM 29
Developing and excavating land for
human settlement and acquisition
and upgrading of Doornkop
Thusong Centre
King Sabata Dalindyebo
LM
32
Renovation, upgrading and
refurbishment of municipal buildings
and other civic buildings
Municipal name Capex 2016 Main expenditure
Examples of municipal capex: Land and existing buildings 2016 (R m)
39. 39
Free State KwaZulu-
Natal
North West
Eastern Cape
Northern Cape
Mpumalanga
Limpopo
Western Cape
Gauteng
616
488
148
131
26
13
9
23
18
31
40
63
235
449
161
129
15
48
Total 2015: R1 268 m
Total 2016: R1 375 m 8,4%
Municipal capex: Transport equipment
40. 40
Emalahleni LM (EC) 5,5 Expansion of road transport
infrastructure
Intsika Yethu LM 23,2
New purchases of road transport
assets
King Sabata Dalindyebo LM 11,0 New purchases of road transport assets
Senqu LM 2 New purchases of road transport
assets
Municipal name Capex 2016 Main expenditure
Examples of municipal capex: Transport equipment 2016 (R m)
41. 41
Free State KwaZulu-Natal
North West
Eastern Cape
Northern Cape
Mpumalanga
Limpopo
Western Cape
Gauteng
899
1 070
247
272
51
24
142
129
100
157
116
155
1 293
1 081
640
578
113
95
Total 2015: R3 601m
Total 2016: R3 561m -1,1%
Municipal capex: Plant, machinery & equipment
42. 42
Top 3 municipalities per province
EC: R272 million
1. Nelson Mandela (21%)
2. Mbhashe (15%)
3. Amathole (12%)
FS: R129 million
1. Letsemeng (73%)
2. Mangaung (15%)
3. Moqhaka (2%)
GP: R1 082 million
1. Ekurhuleni (37%)
2. Tshwane (31%)
3. Johannesburg (28%)
KZN: R578 million
1. eThekwini (53%)
2. The Msunduzi (11%)
3. uMhlathuze (6%)
LP: R155 million
1. Bela-Bela (34%)
2. Polokwane (13%)
3. Mogalakwena (8%)
MP: R95 million
1. Mbombela (43%)
2. Bushbuckridge (14%)
3. Steve Tshwete (10%)
NW: R157 million
1. Moretele (41%)
2. Moses Kotane (21%)
3. Madibeng (9%)
NC: R24 million
1. Ga-Segonyana (20%)
2. Sol Plaatje (17%)
3. Magareng (10%)
WC: R1 070 million
1. Cape Town (84%)
2. Mossel Bay (2%)
3. Stellenbosch (2%)
Municipal capex: Plant, machinery & equipment: 2016
43. 43
Ekurhuleni MM 399
Purchases of emergency equipment
at Etwatwa Ext 35 depots and
corporate ITC, specialised licencing
equipment and aerobic training
equipment for 26 clubs
City of Tshwane MM 335
Installation of advanced metering
system equipment at 10 identified
large consumers and purchases of
transformers, cables, metres to
upgrade Eldoraigne 132/11kV
substation
City of Cape Town MM 895
Purchases of personal protective
equipment for TCT and My Citi staff
and installation of gym and play
equipment at Macassar
Municipal name Capex 2016 Main expenditure
Examples of municipal capex: Plant, machinery & equipment 2016 (R m)
44. 44
eThekwini MM 308 Expenditure incurred on new and
replacement of computer hardware,
office furniture for new staff and
construction of HV substation
Letsemeng LM 94
Purchases of plant, machinery and
equipment to cater for shortages
and replacement of worn out
equipment
Municipal name Capex 2016 Main expenditure
Examples of municipal capex: Plant, machinery & equipment 2016 (R m)
45. 45
a. Capex spend by public sector institutions over the last 5 years > R1,2 trillion
b. By Type: New construction is the largest component of public sector capex
c. By institution: Public corporations are the largest spenders
d. Significant amounts spent on service-delivery orientated aspects
e. Understanding Capex data:
i. Should be seen in conjunction with/context of the NDP goals
ii. Seen as long term investments
iii. Sustainable expenditure despite little real economic growth
Conclusion
46. 46
b. Technical Queries:
Dr. Patrick Naidoo (patrickn@statssa.gov.za)
(Cell: 082 888 2509 Office: 012 310 8307)
Ms. Hellen Maribe (hellenm@statssa.gov.za)
(Cell: 082 906 2144 Office: 012 310 2931)
a. Unit data for all institutions is available on the web (or on request)
THANK YOU
Conclusion