Federal Land Development Authority - Risk/Integrity Management Unit

Risk / Integrity Management Unit

BACKGROUND

Risk Management Unit / Integrity was established in 2010. Initially, this unit focuses on the creation of the risk aspect of awareness about the meaning and importance of risk management to all staff and management. Risk Management approach now focuses more on the concept of taxonomy. Now, Risk Management / Integrity FELDA has entered the second phase in INTEGRATION holistic and strategic effectiveness in organizations. This encourages the success and enhance the accountability of the stakeholders with FELDA includes assessing risk in the development process into a global organization.

 

In addition to the risk management function in line with the government based on the National Key Result Areas (NKRA), the second one which is the "Combating Corruption", FELDA is determined to streamline policies, procedures and enforcement related to the adoption and application of unity aspiration values ​​include a high performance culture , ruling culture, cultural knowledge, integrity, perseverance, loyalty and wisdom. On 9 April 2012, Felda Felda Global Ventures Holdings Berhad (FGVH) signed the Corporate Integrity Pledge (CIP) and the Integrity Pact (IP) with the Malaysian Anti-Corruption Commission (MACC) headed by MACC chief commissioner Datuk Seri Abu Kassim Mohamed . Accordingly, in the year 2013, the continuation of the program, FELDA has been actively conducting awareness programs at all levels and Regional Headquarters. The awareness program is a collaboration between Felda, FGVH and Malaysian Anti-Corruption Commission (MACC), which focuses on the prevention of corruption and abuse of power. FELDA has taken the initiative had been proposed by the government in the implementation of value management analysis as contained in the Tenth Malaysia Plan, Economic Planning Unit of the Prime Minister announcement  No. 3 of 2009 regarding the Value Management Implementation Guide . Applications Management Value has been adapted into three (3) mega-project of Project Touch You, Jengka Stadium Project and Broadband Project schemes. Recommendations received from two (2) major projects have been submitted to the department for consideration by the project owner and action. The FELDA Broadband Project is still in the research stage. The main objective of the Risk Management Unit / Integrity is to become the "center of excellence" in Risk Management, strengthen the integrity of the organization and staff and optimize the value of mega projects.

OBJECTIVES

  • Fostering a culture of risk management within the organization.
  • Cultivating integrity among staff.
  • Strengthening corporate governance in the organization.
  • Getting optimal value function, cost and quality of FELDA mega project.

CHALLENGES

  • Harmonisation of Risk Management practices are needed to facilitate the integration of information.
  • Consistency in setting risk management approach to increase the overall efficiency of risk management training to be difficult. It requires strong support from the management of the organization.
  • Weaknesses in the monitoring the implementation of the procedures or statements that are being stated and used.
  • Openness with stakeholders in mega projects being "sceptical and defensive" before the implementation of value management analysis.

ROLES AND FUNCTIONS

 Risk Management
 
  • Acting as a facilitator in coordinating the scope of Risk Management within the organization based on international standards and best practices.
Integrity Management
 
  • Acting as program coordinator related intergrity and driving initiatives.
Value Management
 
  • Acting as a facilitator in the project management and monitoring adaptation value proposition that has been suggested.
Risk Management and Integrity applied from Head Office to the Plan and Value Management focused on mega projects that are managed by departments in the head office.

TOP