Good public pension governance is a vital element for the efficient functioning of any efficient pension system, enhancing investment performance and benefit security. This paper highlights the main governance challenges encountered by the Public Pension Agency (PPA) in Saudi Arabia and what the actions that have been taken to propose possible solutions to strengthen governance arrangements. The challenges faced by PPA includes the absence of a governance and the implantation of an applicable one. The pursuit of good governance is a concern to PPA following the financial crises in 2008.

The Abu Dhabi Pension perform the process of annual declaration on yearly basis by communicating all pensioners/beneficiaries members in order to visit the Abu Dhabi Pension headquarter and to recognize their confirmation to the terms of eligibility (or not) and to provide the required documents from the courts, health authorities, universities and others entities.

Changing data coding in any field would directly or indirectly result in improvement in service quality, growth of financial resources and reduction of services’ fixed prices, if there is a defined standard. Statistical classifications are standard frameworks for presenting economic analyses and reliable measure for reviewing labour market and calculating the economic factors regarding the demography, production and human resources.

Responding to global urges for increased awareness in the fields of Governance and Compliance, in 2015, the Public Institution for Social Security (“PIFSS”) or the (“Institution”) devised an ambitious plan to not only introduce the first Governance or Compliance functions in the local government sector, but to set ahead an ambitious and innovatively disruptive strategy to strive for industry leading practice in both fields. The modern global regulatory environment is challenging, and ever-evolving.

Social Security Law of Iran was enacted in 1977, but its circulars are very outspread and complicated. For solving this problem, we have planned a project in order to consolidate the existing circulars. For this purpose, we have created a main consoliding council and 40 workgroups. Until now, we have summarized and consolidated approximmately 500 circulars into 10 summarized and consolidated circulars

The Public Authority for Social Insurance seeks, to achieve it’s vision and mission by providing high quality conveniences to the insured and the business owners with speed and accuracy services at the lowest costs. In line with irresistible developments in information technology field, the Smart Inspection System was introduced in 2018. Work and occupational diseases is linked to several auxiliary systems developed in conjunction with the smart inspection system - which consists of several systems- such as : • Prohibition and lifting of the ban. • System alerts.

The Public Authority for Social Insurance launched a project aims to provide specialized offices to receive the insured persons who wish to get insurance advice. From well-trained staff will carry out the functions of the service of the main categories: early retirement and cases of lamp sum requests on grounds dedicate to family on full time basis.

Public Authority for Social Insurance since its inception has assumed in its endeavour to proceeding with the strategic core of social security culture and responsibility. Public Authority for Social Insurance aims to raise social security awareness level and its importance to individuals, family and the society. There are communities with high levels of social welfare supported by the government.

Employment and Social Development Canada (ESDC) leveraged an immersive design-thinking process to create and implement a Service Transformation Strategy that would respond to Canadians’ service expectations and a government-wide policy direction. This process allows ESDC to gather innovative ideas from employees, clients, and partners, and translate those ideas into client-centred service solutions using an agile and repeatable design methodology.

The vision of BPJS Kesehatan is to achieve universal coverage within 5 years (2014-2019). Because of this, BPJS Kesehatan needs to prepare itself in minimizing all risks that delay the achievement of the target; which of course comes in many forms. Risk Management in BPJS Kesehatan is based on the BPJS Kesehatan Director’s Regulation Number 46 of 2017 regarding BPJS Kesehatan Integrated Risk Management Guidelines in order to fulfill the international risk management standard ISO 31000.