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Part -1

 

Chapter 35: ERM at Malaysia’s Media Company Astro: Quickly Implementing ERM and Using It to Assess the Risk-Adjusted Performance of a Portfolio of Acquired Foreign Companies.   1. Identify some reasons why risk management practices might not take off and/or be embedded effectively in an investee company. 2. Who should participate in the ERM process to ensure successful implementation of this ongoing program?  3. What should the CEO’s role be for the successful implementation and ongoing performance of an ERM process?

 

250 to 300 words

 

Part -2 Comments:- for 2 discussion below

 

 

RE: Chapter 35: ERM at Malaysia’s Media Company Astro

 

1. Identify some reasons why risk management practices might not take off and/or be embedded effectively in an investee company.

Organizations implements and embedded ERM at their firms based on many factors such as risk analysis, goals and previous issues faced. Many firms invest in other companies (investee companies) to gain profits or advantages. When investing companies implements or embedded same ERM in investee companies it might not work because the investee company requirements might be different even it might be from different sector. The ERM implemented at investee companies also depends on investee company previous history, decisions made, investee company reputation in the market, risks which are not fully identified by investing company or no full cooperation from investee company people. Many incidents shows full its is highly impossible to conduct full risk review on investee company before acquisition which means the investing company don’t know full risks involved with investee company and ERM implemented without full risk analysis will lead to disasters.

 

2. Who should participate in the ERM process to ensure successful implementation of this ongoing program?

The most important people while implementing ERM at ASTRO are CEO, CFO, board of directors and its audit committee.

3. What should the CEO’s role be for the successful implementation and ongoing performance of an ERM process?

At ASTRO the CEO and CFO are accountable to board of directors for implementing strategies, procedures and policies for designing effective ERM program.

The CEO should participate in meetings with vice president of enterprise risk management (VPERM) explain current situations and risks levels for monitoring risks management at high level (Fraser, J. R. S., Narvaez, K., & Simkins, B. J., 2015).

 

Thank you

References

Fraser, J. R. S., Narvaez, K., & Simkins, B. J. (2015). Implementing enterprise risk management: Case studies and best practices. Hoboken, N.J: Wiley.

Bottom of Form

 

RE: Chapter 35: ERM at Malaysia’s Media Company Astro

 

1. Identify some reasons why risk management practices might not take off and/or be embedded effectively in an investee company.

Following are some the reason that can be considered.

· Risk management methodology approach and objectives should be aligned with the parent organization.

· Hiring an effective Risk manager and identifying workstream managers on their pain points and within a short time is challenging

· Systems need to be in place to effectively manage and monitor the risks and not identifying the key business decisions that may involve risk will not be effective.

2. Who should participate in the ERM process to ensure successful implementation of this ongoing program?

For successful implementation of the ERM process, involvement of various stakeholders is necessary. This includes CEO, Board of directors, IT team, Risk management team, Internal Audit, Legal and compliance teams.

3. What should the CEO’s role be for the successful implementation and ongoing performance of an ERM process?

CEO should be able to respond to each and every query made by people who involved in ERM process, making sure everything is communicated to all stakeholders without any transparency and conduct training to internal employees about risk management and strategic planning.

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