Enterprise Risk Management Assessment of Romanian Listed Companies for Sustainable Development

2022 ◽  
pp. 107-116
Author(s):  
Camelia-Daniela Hategan ◽  
Nicoleta Sirghi ◽  
Ruxandra Pitorac
Keyword(s):  
Sustainable Development ◽  
Risk Management ◽  
Listed Companies ◽  
Enterprise Risk Management ◽  
Enterprise Risk

scholarly journals The Effect Of Chief Risk Officer (CRO) On Enterprise Risk Management (ERM) Practices: Evidence From Malaysia

2010 ◽  
Vol 9 (11) ◽  
Author(s):  
Wan Norhayate Wan Daud Daud ◽  
Ahmad Shukri Yazid ◽  
Hj Mohd Rasid Hussin
Keyword(s):  
Risk Management ◽  
Strong Influence ◽  
Research Work ◽  
Listed Companies ◽  
Enterprise Risk Management ◽  
Regression Analyses ◽  
The Public ◽  
Enterprise Risk ◽  
Comprehensive Survey

This study investigates the level of Enterprise Risk Management (ERM) adoption within the Public Listed Companies (PLCs) in Malaysia and the influence of Chief Risk Officers (CROs) on ERM practices. Included in this particular study is a comprehensive survey on 500 companies from the main board of public listed companies in the Malaysian Bourse. Key findings of this research work reveal that only 42% of the companies surveyed have completely adopted ERM and based on regression analyses, the ‘quality’ of CROs has a strong influence on the level of ERM adoption within the PLCs involved in the survey.

scholarly journals METHODOLOGICAL ASPECTS TO THE FORMATION OF ESG ENTERPRISE STRATEGY

2021 ◽  
pp. 37-44
Author(s):  
Dmytro Baiura ◽  
Keyword(s):  
Sustainable Development ◽  
Risk Management ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Sustainable Development Goals ◽  
Enterprise Risk Management ◽  
Key Stakeholders ◽  
Enterprise Risk ◽  
Development Goals ◽  
Corporate Social

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).

scholarly journals The Determinants of Enterprise Risk Management (ERM) Practices in Malaysian Public Listed Companies

2011 ◽  
Vol 1 (5) ◽  
pp. 202-207 ◽  
Author(s):  
Ahmad Rizal Razali ◽  
Izah Mohd Tahir .
Keyword(s):  
Risk Management ◽  
Listed Companies ◽  
Consumer Products ◽  
Enterprise Risk Management ◽  
High Turnover ◽  
Independent Variables ◽  
Dummy Variable ◽  
Logit Regression ◽  
Enterprise Risk ◽  
Regression Approach

The objective of this study is to examine the determinants of Enterprise Risk Management (ERM) adoption in Malaysian Public Listed Companies (PLCs). The study focuses on ten industries from five hundred and seventy four Public Listed Companies in Malaysia for the period 2007. These ten industries include industrial products, trading/services, consumer products, properties, constructions, plantations, infrastructure projects, technology, hotels and mining. Logit regression approach will be employed, and a dummy variable equals one if companies adopt ERM and zero otherwise, is used as the dependent variable. Seven independent variables used are Size, Leverage, Profitability, International Diversification, Ownership, Chief Risk Officer and Turnover. The main results of this research is that companies with high turnover, hiring Chief Risk Officer and companies that are not diversified internationally are more likely to adopt ERM. Interestingly, Size, Leverage, Profitability, and Ownership are not significant determinants of ERM practices.

Sign in / Sign up

Export Citation Format

Share Document