Risk management maturity (RMM) is often used as an indicator to show the effectiveness of the organization’s risk management implementation. This paper discusses the factors that affect the achievement of the level of maturity in the application of risk management in organizations. Data obtained through a survey involving 55 respondents who are practitioners of risk management and processed using contingency table analysis techniques. Based on the results of data processing, the aspects that support the maturity level of the organization’s risk management are related to a clear governance structure, guidelines and procedures, leadership’s commitment and periodic reviews, human resources who have competence in the field of risk management to create culture of risk awareness, integrated management and performance management system, as well as organizational resilience and sustainability management systems.

The purpose of this paper is to determine the risk management maturity level of an Indonesian financial technology (fintech) firm, uncovering the root cause of the firm's risk management maturity level, its barriers and challenges in implementing effective risk management, and provide recommendations for improvements. The Risk and Insurance Management Society -Risk Maturity Model is applied to assess the firm's risk management maturity level. Furthermore, direct observation and interviews are also performed to analyze the firm's enterprise risk management practices. The risk management maturity level of the Indonesian fintech firm is at the lowest level (i.e., ad-hoc). The firm's past successful experiences lead to an apathetic attitude in embedding the risk management concepts within its practice, and this attitude affects the firm's judgment and decision-making capabilities in coping with its risks. Consequently, it significantly hinders the effectiveness and efficacy of the firm's risk management practice. This paper uncovers the risk management maturity level of an Indonesian fintech firm, in which the firms with similar circumstances can use the findings and recommendations from this paper to improve their risk management maturity.

Enterprise risk management (ERM) is significant in running a company. ISO 31000 is one of the ERM types that are familiar. However, there are still pros and cons of ISO 31000. Thus, this study aimed to find out the responses of the Indonesian fintech lending companies managements in implementing ISO 31000. Specifically, this study tried to identify the problems in implementing ISO 31000:2018 to be implemented as ERM. Besides, it also discussed the benefits of the ISO 31000:2018 implementation from the companies' management's perspectives. The data were collected through questionnaires and interviews. The questionnaire results were quantified and interpreted in percentage, while the interview results were analyzed qualitatively using the interactive data analysis method. The study results showed that most of the companies' management believed that they had no significant problems implementing ISO 31000:2018. In addition, they felt that implementing ISO 31000:2018 as ERM gave many benefits in running the companies. The study's findings were discussed by connecting them with the current theories and empirical reviews. However, since the study was done qualitatively, a further study that involves quantitative study to measure the effectiveness of ISO 31000 empirically is needed to support the results of this study.

The research aims to understand the integrated risk management global adoption, especially ISO 31000 in Public Sector Organizations (PSOs). Through desk research and complemented with literature reviews taken from case studies in the G20 Countries, this study is expected to give a helicopter view about the global adoption speed of ISO 31000 as an international standard of risk management by PSOs across the world, and capture the sense of key issues and challenges related to the implementation. The findings contribute to the existing risk management implementation literature as well as a foresight for global risk leaders in PSOs to excel in their own respective risk management initiative either as a single initiative or as a part of their attempt to initiate change management. Since the sample has been purposively limited to G20 countries, consequently it does not reflect other critical factors of issues and challenges which have probably been experienced by non-G20 countries.

The study aims to understand how the ISO 31000 based risk management maturity assessment conducted in a large State-Owned Enterprise (SOE) could help the organization map out its journey in building its organization's resilience and sustainability. Aside from the conducted observations, the study is mainly based on a qualitative approach through document reviews, questionnaires, focused group discussions, and interviews. The assessment produces a score of 1.62 (a scale of 0.00 -5.00) or at the repeatable level of their risk management maturity. Such a level indicates a substantial lack of resiliency and sustainability attributes upon which a road map is defined and proposed to the board of directors (BOD) of the organization. The road map has been well accepted by the BOD and used as a reference and a pre-requisite to the success of their organization's business transformation program (BTP). As a case study, however, we note some shortcomings of generality and comparability. Further similar research is recommended with more SOEs as the object of study.