Leadership Training Toolkit for State-Owned Enterprises (SOEs) : Boards and Owners
The Leadership Training Toolkit for State-Owned Enterprises (‘SOE Leadership Toolkit’) was developed jointly by the World Bank and IFC (World Bank Group) to support countries’ efforts to build capacity of State ownership entities, SOE boards, and SOE senior management. It addresses the growing need...
| Main Authors: | , |
|---|---|
| Format: | Technical Paper |
| Language: | English |
| Published: |
Washington, DC: World Bank
2022
|
| Subjects: | |
| Online Access: | http://documents.worldbank.org/curated/en/099600006302216232/P1578891fd14d58711989141a0181251b113e35afb17 http://hdl.handle.net/10986/38011 |
| Summary: | The Leadership Training Toolkit for State-Owned Enterprises (‘SOE Leadership Toolkit’) was developed jointly by the World Bank and IFC (World Bank Group) to support countries’ efforts to build capacity of State ownership entities, SOE boards, and SOE senior management. It addresses the growing need for curricula specifically adapted for SOEs, considering the significant role and impact of SOEs on public finances, the economy and delivery of public services.
The SOE Leadership Toolkit is a global public good that can be used by different training providers, such as government training institutions, Institutes of Directors, corporate governance and ESG associations, and professional bodies or universities. It is designed to:
• Advance corporate governance reforms by instilling in participants leadership values that can help them work within their companies or organizations to adopt the best practices
• Foster a common understanding between state ownership and oversight entities and SOE leadership, by raising awareness of the respective roles and perspectives
• Provide flexibility through a modular curriculum that allows a country and training institution to easily tailor programs to suit their specific context and target audience
• Engage executive learners through experiential learning and interactive exercises, based on internationally recognized good practices and global priorities such as climate change and gender
• Minimize training providers’ investment of time and resources for curriculum development by providing a comprehensive, standardized curriculum that includes handouts, and case studies
The 15 training modules are structured in four parts. Each module includes specific topics, case studies and exercises. Cutting across these modules are four themes assuming an important place in today’s corporate governance landscape: 1) gender and diversity, 2) climate risk and resilience, 3) Maximizing Finance for Development, 4) corruption and integrity. |
|---|