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The Business Case for Investing in Women’s Employment in Iraq - Company Insight, Nafith Logistics Co.: Supporting Women in Non-Traditional Roles(World Bank, Washington, DC, 2022) International Finance Corporation ; World BankThis is the first of a three-part company insight under the MGF to highlight forward-thinking companies and inspire other businesses to design more gender-aware environments based on models that work. It offers a closer look into Nafith Logistics, a logistics service provider that aims to streamline cargo transport connecting the hinterland to the ports in Iraq. It showcases how supporting women in non-traditional roles improves staff retention, attendance rates and innovation at the workplace.
The Business Case for Investing in Women’s Employment in Iraq: Company Insight - Ashur International Bank for Investment - Advancing Women in Business Leadership & Management Banking/ Financial Sector, Iraq(World Bank, Washington, DC, 2022) International Finance Corporation ; World BankIn Iraq, women are generally absent from senior management and leadership positions, with an estimated representation of just 1 percent - even lower than the regional average. Women also account for more than half of the financial sector’s workforce, owing in part to government directives to appoint more females within Iraqi banks. In 2018, with International Finance Corporation (IFC) assistance, the Central Bank of Iraq required that every Iraqi bank’s board of directors should include at least one woman. Many private banks in Iraq are currently developing modern banking practices, with several of them prioritizing gender diversity in leadership positions. This company insight explores the experience of one such Iraqi bank, Ashur International Bank for Investment (Ashur Bank), which has been a pioneer for private banks in recruiting and promoting women to management positions. In Ashur Bank’s experience, these policies have improved the company’s performance, driven economic growth and profitability, and improved innovation. The sample size however is not statistically significant and cannot be used to draw definite conclusions but rather provides anecdotal evidence on the topic of this study.
Publication(Washington, DC: World Bank, 2021-06-30) World Bank ; International Finance CorporationThe 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.