Dashboard to track 592 SOE initiatives

KUCHING: A total of 592 initiatives under 183 strategies drawn up for Sarawak’s state-owned enterprises (SOEs) will be tracked through dedicated monitoring systems as the transformation programme enters its implementation stage.

State Financial Secretary Datuk Seri Dr Wan Lizozman Wan Omar said the strategies and initiatives consolidated under Phase 2 were scheduled for implementation from 2027 to 2030.

“This tells us that there is no shortage of ideas.

“The challenge now is to ensure that these strategies are sufficiently differentiated, financially coherent, properly prioritised and capable of being effectively monitored,” he said when speaking at the Sarawak SOEs Transformation Programme Phase 2 themed A Pledge for Good Governance, High Performance and Value Creation at Hilton Hotel here on Tuesday (Sept 22).

Wan Lizozman said reporting and monitoring would be conducted through the SOEs Monitoring System, or e-SOEs, and the SOE Performance Dashboard managed by the State Financial Secretary’s Office.

A comprehensive SOE Transformation Handbook is also being developed as a common institutional reference based on global reform experiences and best practices.

At the entity level, individual Playbooks will guide their respective transformation agendas, while pledge documents will formally record the commitments made by top management.

He said these mechanisms would establish clearer links between government direction, shareholder expectations, board oversight, management responsibility and measurable outcomes.

The monitoring framework must also be able to distinguish between temporary performance issues, structural business model problems, policy constraints and matters requiring shareholder decisions.

Wan Lizozman said the assessment found instances where regulatory, operational, investment or commercial roles overlapped, potentially blurring accountability and requiring clearer mandates.

It also identified investments, subsidiaries and business activities that may need to be consolidated, rationalised or refocused when they no longer delivered their intended value.

“Not every issue requires the same response. Some require management action. Some require board intervention. Some require policy decisions or coordination across agencies,” he concluded.