The Innovation on Enterprise Risk Management for Sustainable Development

Author(s):  
Jie Xiang
Author(s):  
Dmytro Baiura ◽  

The formation of the ESG strategy of corporate-type enterprises depends on the adequate direction of development of corporate social responsibility chosen by enterprises. Global Sustainable Development Goals are the criteria for selecting the most important segments of companies' impact on environmental and social development. At the same time, an adequate system of corporate governance, including corporate controlling, is needed to implement both the strategy and key tasks. First, it is the integration into the organizational and managerial corporate structure of institutional support mechanisms. Second, it integrates the provisions of the ESG strategy into the overall corporate strategy. And of course, the integration of key provisions of the ESG strategy in the operational, investment and financial spheres of operation of enterprises, regardless of their economic activities and organizational and legal forms. The implementation of the provisions of the ESG strategy involves interaction with key stakeholders, or as it is considered stakeholders or groups influencing the company. It is important that each company clearly identifies them, identifies the strength of influence, key interests and features of social corporate communications with key stakeholders. In world practice, there are a number of methodological approaches, methods of identifying stakeholders and determining their impact on the company. The algorithm for developing the ESG strategy is practically no different from others and includes the following stages: diagnosing the state of the company in the field of sustainable development (social responsibility, corporate social responsibility); development of new provisions in the field of sustainable development; implementation of strategic plans for the implementation of sustainable development goals. During the implementation of the ESG strategy, special attention should be paid to corporate risk management. Currently, the most widespread in the world for enterprise risk management is the model COSO ERM (Enterprise Risk Management - enterprise risk management).


GIS Business ◽  
1970 ◽  
Vol 13 (2) ◽  
pp. 15-28
Author(s):  
Nouman Nasir

This research examines the effect of enterprise risk management on firm value in Pakistan. Further, this study empirically examines company characteristics that establish the execution of an enterprise risk management system. Using a sample of final dataset of 83 non-financial firms located in Pakistan. The sample included non-financial firms from the year 1999 to 2015 and so up to seventeen observation years per company. As in context of Pakistan, most of the organizations are already implement an ERM programs and establish specialized ERM departments because the ERM is now a global term and has become increasingly relevant because of the growing difficulty of risk and an additional development of regulatory frame works. For the empirical evidences, data collected from non-financial firms listed at the Pakistan Stock Exchange (PSX). Results of logistic regression shows that Capital Opacity, Profitability, Financial Leverage, Firm Size and Slack have positive impact on the implementation of an ERM system but Industrial diversification, Industry and Return on Equity are negatively related to an ERM engagement. The results of ordinary least square regression finds positive relationship between use of an ERM and firm value.


2020 ◽  
Vol 2020 (2) ◽  
pp. 33-41
Author(s):  
Irina Merzlyakova ◽  
Aleksandr Feofanov

The article considers general problems of implementing the enterprise risk management procedure. One of the ways to solve the problems arising when meeting Russian state standard ISO 9001-2015 requirements concerning risk-oriented thinking is presented. A risk assessment control model aimed at coordinating all kinds of the enterprise departments activities, forming a clear algorithm of risk management procedure implementation and attracting a greater number of employees towards this activity is offered.


2020 ◽  
Vol 24 (02) ◽  
pp. 3679-3689
Author(s):  
Ooi Chee Keong ◽  
Abdurrahman Adamu Pantamee ◽  
Shafi Mohamad ◽  
Kwong Wing Chong Garrett

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