Economic growth is a pressing issue facing the global community transitioning to sustainable development. Sustainable development is impossible without rapid economic growth limited by imperfect technologies and social structure. Most often, the limit of economic growth is related not so much to the amount of natural resources as to the possibilities of the environment. The atmosphere, water reservoirs, and the earth are already at the limit of their capabilities. This forces us to look for ways to develop production in combination with the economic and environmental spheres. Advanced companies are the first environmentally oriented enterprises, because reducing the amount of primary raw and other materials and energy, switching to secondary raw materials, and processing them reduces the cost of production, and, most often, brings additional profit. This study evaluates socioeconomic approaches to the development of the environmental management system. The creation of an environmentally friendly enterprise’s field of activity is not only a solution to many economic and environmental issues but also one of the ways to transition to a normally functioning market system, given the financial capabilities of enterprises and the understanding of the necessity of state sustainable development by the company management and the population.

This article discusses one of the problems of using digital technologies, namely the complexity of assessing the effectiveness of their implementation. Since the use of digital twins at the enterprises of the fuel and energy complex (FEC) has recently become relevant, the authors have chosen the digital twins technology for consideration in this article. For the successful implementation of digital technologies, the authors propose a system of evaluation indicators that will measure the effectiveness of Digital Twins implementation and determine the benefits obtained. The advantages of digital twins include improved management and monitoring, optimization of production processes, prediction of equipment failures, as well as reduced maintenance costs and increased overall efficiency of FEC systems. As a methodological basis for the study, authors use the system of balanced indicators proposed by R. Kaplan and D. Norton, which served as the basis for the development of a set of performance indicators of the fuel and energy complex enterprise with the introduction of digital twins. As a result of the study, a list of indicators for monitoring the effectiveness of digital twins implementation was determined. The study identifies performance indicators for digital twin implementation, with future research aimed at quantitative assessments. The enterprise can implement a digital twin system with a WACC of 10.99%, payback period of 8.06 years, IRR exceeding the discount rate by 9.07%, a 3.5% reduction in harmful emissions, and a 2.5% efficiency increase.

The artificial intelligence (AI)-based architect's profile's selection (simply iSelection) uses a polymathic mathematical model and AI-subdomains' integration for enabling automated and optimized human resources (HR) processes and activities. HR-related processes and activities in the selection, support, problem-solving, and just-in-time evaluation of a transformation manager's or key team members' polymathic profile (TPProfile). Where a TPProfile can be a classical business manager, transformation manager, project manager, or an enterprise architect. iSelection-related selection processes use many types of artifacts, like critical success factors (CSF), AI-subdomain' integration environments, and an enterprise-wide decision-making system (DMS). iSelection focuses on TPProfiles for various kinds of transformation projects, like the case of the transformation of enterprises' HRs (EHR) processes, activities, and related fields, like enterprise resources planning (ERP) environments, financial systems, human factors (HF) evolution, and AI-subdomains. The iSelection tries to offer a well-defined (or specific) TPProfile, which includes HF's original-authentic capabilities, education, affinities, and possible polymathical characteristics. Such a profile can also be influenced by educational or training curriculum (ETC), which also takes into account transformation projects’ acquired experiences. Knowing that selected TPProfiles are supported by an internal (or external) transformation framework (TF), which can support standard transformation activities, and solving various types of iSelection’s problems. Enterprise transformation projects (simply projects) face extremely high failure rates (XHFR) of about 95%, which makes EHR selection processes very complex.

There is a large literature on public-private-partnership, covering many different areas and aspects. This article deals with a specific but important aspect: the decision-making mechanisms to choose the management of PPP enterprises. In this sector, a suitable choice of managers is of particular importance because the persons chosen must balance the public and private interests. This is often difficult to achieve. Two new procedures are discussed, “Directed Random Choice” and “Rotating CEOs”. In each case, the advantages and disadvantages of the procedure of choosing the managers of PPP enterprises are discussed and evaluated. It is concluded that the two novel mechanisms should be seriously considered when choosing the managers of PPP enterprises.

The global Testing, Inspection, and Certification (TIC) service market is experiencing significant growth, driven by rising demand for high-quality and safety-related TIC services across various industries. This research aims to redesign a position map and strategy for Indonesian TIC State-Owned Enterprises (SOEs) in the Red Ocean competition. This systematic literature review analyzed 17 journals. The results show that the Indonesian TIC SOEs are intensively competing in the Red Ocean competition. In designing the position map in the Red Ocean competition, the SOEs must use technology in their operational activities to implement good corporate governance, collaborative strategies, resource management, and leadership styles aligned with the organizational culture.