CGRM4000 T2 2021 A3 Case Study CGRM4000 – Assessment 3 Case Study Page | 1 CGRM4000 – Assessment 3 Case Study Focus Logistics Pty Ltd (Focus) has engaged you as an independent consultant, and they are...

1 answer below »
attached in case study..


CGRM4000 T2 2021 A3 Case Study CGRM4000 – Assessment 3 Case Study Page | 1 CGRM4000 – Assessment 3 Case Study Focus Logistics Pty Ltd (Focus) has engaged you as an independent consultant, and they are seeking your advice on several corporate governance, sustainability and risk management issues. You have just returned from a board meeting with Jennifer White (company’s founder and the current Chair), Geena Rose (CEO), Jacob Rose (COO) and David Rose (CFO). You have gathered the following information about this company: History Mrs White established Focus Logistics in 1965 in Horsham, Victoria, providing state-wide logistics services to local businesses. The community supported Focus because of Mrs White’s slogan “Go Local”. The company grew steadily for the next 30 years and expanded its operations into VIC, NSW, and TAS. Mrs White retired from day-to-day operations in 1997 and assumed the role of board’s Chair. Mrs White’s daughter, Mrs Geena Rose, took on the company reins and, since then, has completely transformed the business. Focus now has 19% of the total market share and is Australia’s fifth-largest private logistics company. Focus has grown from 28 customers in 1970 to 650 customers in 1997 to more than 11,000 customers today (including a few ASX listed companies). Current plans: expansion Now, Focus needs additional capital to fund its expansion plans, and Mrs Rose has met with several potential investors and private equity groups over the last six months. The senior management team has prepared a very impressive prospectus highlighting all of Focus’s recent achievements and a business forecast for the next ten years. However, these investors are concerned that Focus doesn’t have the proper operation and governance structure to justify the additional funding and expansion plans. Investor concerns: They have criticised that even though Focus is a large company, the business is still run like a family-owned business with limited oversight over management and a lack of operational controls and reporting. In addition, the various management positions, especially the executive positions, are held by family members and close friends. Therefore there seems to be a lack of appropriate performance reviews and necessary succession planning. The investors also highlighted that Focus doesn’t have any board committees. The board unanimously agrees that since they own most of the company, there is no need to spend any money on non-value adding reporting like a sustainability report. The board acknowledges that the company might benefit from some regular reporting and performance reviews. Still, it is concerned about its impact on the family members – after all, trust and patience are the most important traits of a family-run business. Plus, it is the boards view that there is a reason why such reporting is optional and not mandatory at all. Mrs Rose has already notified these investors that Mrs White will soon retire from the board, and Mrs Rose will nominate herself as the next Chair. She believes that the board will benefit immensely if the Chair and the CEO is the same person – that’s because this CGRM4000 – Assessment 3 Case Study Page | 2 person will have a lot of knowledge about the company’s operations and, therefore, will be able to question and oversee the management more meticulously. The potential investors are also apprehensive about the lack of sustainability reporting by this company. Focus’s carbon footprint is enormous – their B-Double trucks alone consume almost a million litres of diesel a year. It is anyone’s guess how much fuel the company consumes in total because, along with its own fleet of trucks, the company also has hundreds of sub-contractors. Mrs Rose is aware that all national banks oppose supporting a business without a sustainability plan and target. The last primary concern of these investors is the lack of risk management initiatives at Focus. Recently, Focus has taken on a lot of debt (using their Victorian fleet as security), and therefore the board must constantly monitor Focus’s exposure to financial risk. The investors acknowledge that even though Focus’s operations were not affected by COVID- 19 (because logistics is an essential service), Focus needs to prioritise operational risk management and urgently draft a business continuity plan. Board/Management opinions Mrs White completely dismissed the investor’s views on operational risk. She stated, “Trucks are the backbone of Australia and will continue to work round-the-clock – as they have done for the last 55 years. I cannot think of a simpler business – buy a truck, get someone to drive it, and a few days later – the customer settles the account. Involving lawyers and consultants in expensive suits will make matters unnecessarily complicated”. The company’s COO, Jacob Rose (Mrs Rose’s 26-year old son), is genuinely concerned about what these potential investors are demanding. He stated, “Corporate governance always slows down the board’s decision-making process and makes running a company unnecessarily complicated, hindering innovation and creativity. For example, I want to add autonomous vehicles to our fleet, and I am confident that a formal governance structure will delay such adaptation. As long as we aren’t in trouble with the tax office and the corporate watchdogs, the board’s only priority should be maximising shareholder returns. Therefore, we shouldn’t be worried about the compliance issues, which are unlikely to get audited. And even if we do get audited, it is better to pay a small fine instead of investing thousands, possibly millions, of dollars in meaningless and endless compliance and “tick-the-box” exercises. A family-run business should always focus on performance and not so much on conformance. We have to stop this madness”. Jacob is confident that Focus’s legal counsel, Melissa Wright (Jacob’s childhood friend and a current law student), will concur with his views. Unfortunately, Melissa was unable to attend the meeting because she is on extended personal leave. CGRM4000 – Assessment 3 Case Study Page | 3 The company’s CFO, David Rose (Mrs Rose’s other son), has a different view. He said, “For what it’s worth, I can understand where the investors are coming from and why they seem to be worried. However, we are no longer a “local” business. A lot has changed since Nan started this business on her kitchen table, and Uncle Sam was the only truck driver. Today, we have operations across Australia, employ more than 2,000 people – and I am not even counting the 3,000+ contractors we have on our books. I believe there was a recent ruling whereby businesses like ours have a lot more responsibility of looking after our employees, especially our sub-contractors. When Melissa is back, I’m sure she will be able to shed some light on this. Plus, we should endeavour to go beyond the mandatory requirements. Wouldn’t it be great if our peers recognise us as the pioneers in corporate governance and sustainability practices? After all, we consume a crazy amount of fuel every year, and with climate change being a pressing political topic – the last thing we want is to be boycotted. These investors will own 12% of our company and probably get a seat at the board table. So, we have to be careful about making any throwaway comments. We might be a private company, but the business media and journalists are very well aware of our operations and ownership structure. It is impossible to hide when you are this big. In the world of social media and Twitter, information travels much faster than we can imagine”. Mrs White concurs with David’s views. She said, “I want to continue looking after our loyal customers and faithful employees who have supported us all these years. We already do a lot for the community, and it would be great to consolidate all the information about our various programs in one easily accessible location. But I am not sure about preparing these fancy reports which no one is ever going to read. Surely, we can put our money to better use?”. Towards the end of your meeting, Geena said, “Honestly, we are just testing the waters with these private investors. We want an accurate company valuation and want to see what’s it like to work with a private equity group. Even though we will go ahead with this equity sale, Focus’s ultimate goal is to be an ASX listed company by the end of next year”. CGRM4000 – Assessment 3 Case Study Page | 4 REQUIREMENTS You are required to write a report to Focus’s board summarising your views on corporate governance, sustainability and risk management practices. In your report, you must address the following three areas: 1. Discuss at least four good corporate governance practices and the importance of good governance for a large private company such as Focus Logistics that wants to transition into an ASX listed entity. (15 marks) (1,000 to 1,100 words) 2. Summarise the significance, benefits and challenges of producing a sustainability report for Focus Logistics, especially for a business within the logistics industry. (10 marks) (600 – 660 words) 3. Summarise the benefits and challenges of sound risk management practices for Focus Logistics. (7 marks) (400 – 440 words) Within the answers to the above three questions, you should refer to: 1. The views of the four people you have recently met (Mrs White, Mrs Rose, David and Jacob). 2. Recent news releases relating to best practice corporate governance, sustainability and risk management practices.
Answered 2 days AfterOct 07, 2021

Answer To: CGRM4000 T2 2021 A3 Case Study CGRM4000 – Assessment 3 Case Study Page | 1 CGRM4000 – Assessment 3...

Insha answered on Oct 09 2021
122 Votes
CGRM4000 – Assessment 3 Case Study
Table of Contents
Introduction    4
1)    Corporate governance    4
Practices    5
Importance    6
2)    Sustainability    6
Significance    7
Benefits    7
Challenges    8
3)    Risk Management    8
Benefits    9
Challenges    9
Conclusion    10
References    11
Introduction
This paper is to analyse a case study in the light of good corporate governance, sustainability and risk management. Further, effective corporate governance practises must be discussed in this report, as well as the relevance o
f such governance for a logistic firm. Additionally, it will be explained the importance, advantages, and problems of preparing sustainability report for Focus Logistics. Lastly, this report will summarise the benefits and challenges of sound risk management practices for this Focus Logistics firm. The fifth-largest private logistics firm in Australia is Focus Logistics. It now has more than 11,000 clients, up from just 28 in 1970.
1) Corporate governance
A robust corporate governance structure is a necessary condition for increasing investment from potential investors, namely institutions. There is a distinction between risk taking and risk bearing activities, which causes a dispute between the two parties, managers and owners. The practices of corporate governance have proposed a remedy to this problem by implementing an external control mechanism such as a board of directors [Jennifer White (founder), Geena Rose (CEO), Jacob Rose (COO) and David Rose (CFO)].
According to stakeholder theory, an organisation's success or failure is determined by the contributions of all stakeholders. Stakeholder theory views organisations as a complex web of interconnections that extends beyond the principal-agent model (Dhaoui, 2019). Owners of focus logistics are not only responsible for incurring costs or reaping revenues from the supply chain; rather, stakeholders have an impact on supply chain management decisions such investors have concerns on Mrs Rose’ proposal.
Dhaoui (2019) proposed that the board's effectiveness be improved by combining resource dependency theory and agency theory. On the other hand, while agency theory ensures the boards' monitoring, it fails to account for the boards' advising and resource supply functions. These two ideas may be used by managers and clearly recognised as foundations for making decisions about Focus logistics’ subsidiaries.
The board serves as a coordinating agent, bringing together the interests of stakeholders and shareholders and conveying them to the executive management. Following the combination of resource independence and agency theory perspectives, examined the impacts of outside and within directors. The findings showed that a director's independence has a direct impact on the amount to which he or she uses their resources, i.e. human capital, to influence R&D expenditure (Yuen and Ko, 2021).
Practices
Shareholders' rights
Focus logistics is concerned with the interests of shareholders in line with the laws of fairness and justice. These rights include, but are not limited to, ethical principle practises, transparency and disclosure, and timely and correct document filing; guaranteeing corporate dependability for investors.
Shareholders are treated fairly.
Basic rights and equal treatment are very important to the company. All shareholders, regardless of their position or status, such as management positions, non-executive shareholders, foreign shareholders, or minority shareholders, have the right to fair treatment in accordance with existing laws and standards. The policy is based on good corporate governance and the company's performance in order to provide shareholders and stakeholders confidence in the company.
Stakeholder’s role
Customers, stockholders, and employees are among the different categories of stakeholders supported by the company, whether they are internal or external. The firm's stakeholders will be carefully selected by the Board of Directors in order to safeguard the company and its stakeholders from unnecessary risk. Concerns about social responsibility in the environment are also raised, with the goal of ensuring that all stakeholders are treated fairly and appropriately. In order to meet the needs of the stakeholders, the Company must follow the regulations. The Board of Directors, Management Team, and Employees of the Company should have influence on the policy of Stakeholder Roles (Sarfaty, 2021).
Transparency and disclosure
The Board of Directors is responsible for ensuring that management communicates effectively with shareholders and discloses information that benefits them, such as financial statements prepared in accordance with accounting and independent auditors' standards. According to Sarfaty (2021), the business is dedicated to complying with accounting standards, as well as the auditor's proposals and pertinent data, for the most exact, accurate, transparent, and suitable details (SET). Consideration of the company's secret information may have an effect on stock market decision-making or stock price...
SOLUTION.PDF

Answer To This Question Is Available To Download

Related Questions & Answers

More Questions »

Submit New Assignment

Copy and Paste Your Assignment Here