Human Capital Clause Samples

Human Capital. Agencies are required to report expenses incurred to train the public with the intent of increasing or maintaining the nation’s economic productive capacity. Training, public awareness, and research fellowships are components of many of the Agency’s programs and are effective in achieving the Agency’s mission of protecting public health and the environment, but the focus is on enhancing the nation’s environmental, not economic, capacity. The Agency’s expenses related to investments in the Human Capital are outlined below Training and Awareness Grants $49,444 $47,827 $48,416 $46,750 $43,765 Fellowships $8,728 $6,572 $7,553 $10,195 $12,639 Allocated Expenses $12,827 $9,808 $8,826 $10,199 $9,320 Intragovernmental: Fund Balance With Treasury (Note S1) $ 35,086 $ 213,797 Investments 2,627,521 2,297,193 Accounts Receivable, Net 8,012 28,160 Other 8,191 9,859 Total Intragovernmental $ 2,678,810 $ 2,549,009 Accounts Receivable, Net 213,331 260,736 Property, Plant & Equipment, Net 54,917 49,530 Other 766 1,533 Total Assets $ 2,947,824 $ 2,860,808 LIABILITIES Intragovernmental: Accounts Payable and Accrued Liabilities 84,706 105,386 Custodial Liability - 26,763 Other 44,324 46,809 Total Intragovernmental $ 129,030 $ 178,958 Accounts Payable & Accrued Liabilities $ 122,788 $ 126,898 Pensions & Other Actuarial Liabilities 6,925 7,037 Cashout Advances, Superfund (Note S2) 223,760 270,811 Payroll & Benefits Payable 34,969 33,597 Other 46,287 43,392 Total Liabilities $ 563,759 $ 660,693 NET POSITION Cumulative Results of Operations 2,384,065 2,200,115 Total Net Position 2,384,065 2,200,115 Gross Costs $ 1,438,109 $ 1,580,848 Expenses from Other Appropria tions (S5) 61,635 90,167 Total Costs 1,499,744 1,671,015 Less: Earned Revenue 321,263 336,879 For the Periods Ending September 30, 2006 and 2005 (Dollars in Thousands) FY2006 FY 2005 Cumulative Results of Cumulative Results Operations of Operations Net Position - Beginning of Period $ 2,200,115 $ 2,199,969 Beginning Balances, as Adjusted $ 2,200,115 $ 2,199,969 Nonexchange Revenue 141,498 29,697 Transfers In/Out (48,002) (53,418) Trust Fund Appropriations 1,189,826 1,247,477 Income from Other Appropriations (Note S5) 61,635 90,167 Total Budgetary Financing Sources $ 1,344,957 $ 1,313,923 Imputed Financing Sources 17,474 20,359 Total Other Financing Sources $ 17,474 $ 20,359 Net Cost of Operations (1,178,481) (1,334,136) Net Change 183,950 146 Cumulative Results of Operations $ 2,384,065 $ 2,200,115 Unobligated Balance, B...

Human Capital. Issue Description The human capital issue area encompasses two significant sub-issues: (1) Recruiting and hiring, and (2) time and attendance accounting and supplanting. The recruiting and hiring issue involves ensuring that qualified teachers and related service personnel are available for students in every classroom. The time and attendance accounting and supplanting issue deals with ensuring that personnel paid by Federal education funds are in fact performing the appropriate jobs in the programs they were funded to work in. Timelines or action items under this Compliance Agreement do not replace and/or exclude any requirements of previous Compliance Agreements. For example, the VIDE IDEA—Part B Compliance Agreement states: ‘‘By 12/ 01 VIDE is to have hired qualified personnel to fill 85% of any vacancies (related to special education vacancies) that occurred after 10/99.’’ That requirement, and all others under the previous Compliance Agreement will remain in force.

Human Capital. 5.1.1. The Service Provider shall deploy drivers who hold a valid Professional Drivers Permit (PrDP) and have a valid driver’s license in respect of the required type of vehicle which are to be utilized. 5.1.2. Drivers deployed to Transnet Port Terminals (TPT) may not be older than 63 years of age. 5.1.3. The service provider shall further ensure that all drivers deployed have clear criminal records, be of sober habits, and are medically fit. 5.1.4. Supporting documents to be provided: Valid police clearance and medical certificates in respect of each driver and operator. 5.1.5. The costs associated in obtaining these certificates shall be for the service provider’s account. 5.1.6. The Service Provider shall be fully responsible to Transnet Port Terminals (TPT) for the acts and omissions of its employees, permitted sub-contractors and agents. Furthermore, the service provider shall be solely liable for any damage caused to Transnet Port Terminals (TPT) property or injury caused to Transnet Port Terminals (TPT) Employees due to the negligence of its employees, permitted sub-contractors and agents. 5.1.7. Transnet Port Terminals (TPT) shall be entitled to deduct the amount so involved from any payment due to the service provider.

Human Capital. 5.3.1 TFS shall make all staffing decisions, but shall report any changes in staffing upon request by the RSD.

Human Capital. Gamesa and the companies that are part of the Gamesa Group shall promote the development of human capital through the creation of job opportunities, avoid any form of discrimination, respect diversity, promote a safe and healthy environment and shall favor the human team communications.

Human Capital. Provision of technical assistance and training to increase the professionalism and capacities of AGA’s managers and staff. Activities under this Part include, inter alia: (a) development of a human resources planning methodology, based on productivity parameters, to allow an efficient response to demands and changes in the customs process; (b) strengthening of AGA’s process to hire and promote staff; (c) development of a comprehensive training program and plan for AGA’s staff, including training in the new processes to be implemented under Part 1(c) above; (d) development of a service career scheme for AGA, individual staff career plans and succession plans for key positions within AGA; (e) development of a new performance evaluation system for AGA’s staff; (f) simplification of the regulatory framework and procedures for the separation of AGA’s staff; and (g) carrying out of activities to strengthen AGA staff’s ethical behavior, leadership within its management, esprit-de-corps, and results-oriented and service-oriented culture.

Human Capital. ‌ In light of the above, it is crucial to first explain the structure of Oman’s population as a nation of locals and expatriates and its reflection on human capital market and the existence of dual 1 National Centre for Statistics and Information, Statistical Yearbook 2019, ▇▇▇▇▇://▇▇▇.▇▇▇▇.▇▇▇.▇▇/Elibrary/LibraryContentDoc/bar_Statistical%20Year%20Book%202019-1_54dd829c- 6857-4200-b720-60e638979a4e.pdf, (December 2019) 2 The World Bank, ▇▇▇▇▇://▇▇▇▇.▇▇▇▇▇▇▇▇▇.▇▇▇/indicator/TX.VAL.TECH.MF.ZS, (December 2019) 3 The World Bank, ▇▇▇▇▇://▇▇▇▇.▇▇▇▇▇▇▇▇▇.▇▇▇/indicator/TX.VAL.FUEL.ZS.UN, (December 2019) 4 The World Bank, ▇▇▇▇▇://▇▇▇▇.▇▇▇▇▇▇▇▇▇.▇▇▇/indicator/TX.VAL.TECH.MF.ZS, (December 2019) economy in which one economy is fuelled by low paying unskilled jobs in the construction and facility management businesses, and another economy is fuelled by oil rent. For decades, especially after 1970, Oman - like other neighbouring oil producing countries – has attracted high number of expatriates seeking relatively high paying jobs; most of the blue collar jobs are taken by workers from the Indian subcontinent because Omanis prefer higher paying office jobs, and some of the white collar jobs are taken by variety of nationalities due to shortage and lack of expertise in local human capital. As a result, 44% of the population are expatriates and the sex ratio for the expatriates is 498 male per 100 female because majority of them are unskilled workers who come without their families and take up male dominated jobs in the construction business as an examples1. The size of workforce in Oman is 2.2 million in which approximately 80% of the employees are expatriates and 84% of the employees are male. Although the private sector employs 90% of the total employment, the same sector employs only 56% of Omani nationals, and the remaining Omanis work in the government sector. Although 11% of total workforce hold undergraduate degree or higher, only 7% of expatriate employees possess undergraduate degree or higher. These official numbers indicate low absorption capacity of the labour market in Oman; the breakdown of workforce exposes the concentration in low skilled sectors such as construction and retail which employ 30% and 14% of private sector employees respectively2. Furthermore, with reference to the Statistical Yearbook 2019, 231,593 individuals are employed by the government and 1.687 million individuals work for the private sector. Oil and gas companies employ only 18,095 i...