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"Penelitian ini mengkaji pengaruh Komite Manajemen Risiko (KMR) terhadap kinerja keuangan perusahaan yang diukur menggunakan Return on Asset (ROA) melalui tiga model regresi linear dan regresi panel time series. Model 1 mengevaluasi keberadaan KMR, Model 2 menganalisis interaksi KMR dengan karakteristik tata kelola, dan Model 3 mengkaji klasifikasi KMR berdasarkan fungsi manajemen risiko.Hasil penelitian menunjukkan bahwa berdasarkan hasil uji regresi linear, keberadaan KMR memiliki pengaruh negatif signifikan terhadap ROA pada Model 1 dan Model 2, sementara Model 3 menunjukkan pengaruh positif yang signifikan. Penelitian ini menyimpulkan bahwa keberadaan KMR perlu dioptimalkan melalui peningkatan efektivitas pelaksanaan fungsi dan integrasi strategisnya. Keterbatasan penelitian meliputi fokus pada kinerja keuangan sebagai variabel dependen, sementara aspek non-keuangan, seperti kepuasan pemangku kepentingan, reputasi perusahaan, atau dampak sosial dari manajemen risiko, tidak dievaluasi. Hal ini membatasi pemahaman tentang manfaat holistik dari keberadaan KMR dan cakupan temporal yang terbatas. Penelitian lanjutan disarankan untuk mengeksplorasi faktor non-keuangan yang dapat meningkatkan kontribusi KMR terhadap kinerja perusahaan.

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This study examines the impact of the Risk Management Committee (RMC) on corporate financial performance, measured using Return on Assets (ROA), through three models of linear regression and panel time series regression. Model 1 evaluates the presence of the RMC, Model 2 analyzes the interaction between the RMC and corporate governance characteristics, and Model 3 examines the classification of the RMC based on its risk management function.

The findings indicate that, based on the linear regression analysis, the presence of the RMC has a significant negative impact on ROA in Model 1 and Model 2, whereas Model 3 shows a significant positive effect. This study concludes that the effectiveness of the RMC needs to be optimized by enhancing its implementation and strategic integration. The study's limitations include its focus on financial performance as the dependent variable, while non-financial aspects, such as stakeholder satisfaction, corporate reputation, or the social impact of risk management, are not evaluated. This limitation constrains the understanding of the holistic benefits of the RMC and is further restricted by the limited temporal scope of the study. Future research is recommended to explore non-financial factors that may enhance the RMC's contribution to corporate performance."

"ABSTRAKTesis business coaching ini membahas kegiatan yang dilakukan di PT Tidar Motor, bengkel mobil yang berlokasi di Cibubur dengan berbagai unit bisnis. Melalui metode exploratory research dan qualitative research, coach menemukan beberapa masalah pada fungsi keuangan, sumber daya manusia, dan pemasaran, sehingga value proposition untuk menjadi bengkel one-stop service sulit dicapai. Masalah tersebut dapat terjadi karena kurang optimalnya model bisnis saat ini untuk mencapai kondisi yang diharapkan. Maka, melalui business coaching ini, dilakukan perbaikan, perumusan model bisnis baru, dan disertai dengan cara-cara pemenuhan yang dianggap strategis untuk mencapai kondisi yang diharapkan, yang mana fokus coach dalam model bisnis adalah pada elemen key partnership, cost structure, dan revenue stream. Action plan berupa perbaikan dan pembuatan laporan keuangan juga dilakukan dengan harapan dapat membantu meminimalkan masalah keuangan, yaitu cost yang tinggi, profit margin yang kecil, cashflow yang lambat, dan terdapatnya selisih laba di laporan keuangan dan laba riil diperoleh.

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ABSTRACT

This business coaching thesis discussed the activities did at PT Tidar Motor, an automobile workshop located in Cibubur with its various business units. By doing exploratory research and qualitative research, coach found several functional problems in financial, human resources, and marketing, causing the value proposition to become a one stop service workshop difficult to be achieved. Those problems could happen because the current business model wasn rsquo t optimum to achieve the prospected condition. From this business coaching, coach did the improvement and formulation of the new business model, as well as the strategic approachment to achieve the prospected condition, in which the coach was focused on key partnership, cost structure, and revenue stream. Coach also did the action plans by reforming and making the financial statement that believed could minimize their financials problems, which were high cost, insignificant profit margin, slow cashflow, and differences between earnings after tax in financial statement and the real earnings after tax."

"This book presents the proceedings of the 3rd International Joint Conference – ICIEOM-ADINGOR-IISE-AIM-ASEM (IJC2017) “XXIII International Conference on Industrial Engineering and Operations Management”, “International ADINGOR Conference 2017”, “International IISE Conference 2017”, “International AIM Conference 2017” and “International ASEM Conference 2017”, which took place at UPV (Universitat Politècnica de València) from July 6th to 7th, 2017.
This joint conference is the result of an agreement between ABEPRO (Associação Brasileira de Engenharia de Produção), ADINGOR (Asociación para el Desarrollo de la Ingeniería de Organización), IISE (Institute of Industrial and Systems Engineers), AIM (European Academy for Industrial Management) and ASEM (American Society for Engineering Management).Consisting of papers on new global perspectives on industrial engineering and management, the book offers an interdisciplinary view of industrial engineering and management. The topics covered include: strategy and entrepreneurship, quality and product management, modelling and simulation, knowledge and project management, logistics, as well as production, information and service systems."