Board and Performance

n my family business, we’ve taken steps toward professionalising operations while still balancing strong family ties. Although we don’t yet have a formal advisory board, regular meetings with the general managers of each business unit are held to evaluate performance and make strategic decisions. Financial performance is monitored through overall profitability, project-based returns, and cash flow, as all revenues are managed through a central financial structure. We also benchmark performance by comparing our costs and sales volumes—especially in construction materials and concrete—against local competitors. On the family side, decision-making remains informal and is still mostly led by my father, which allows for agility but also carries governance risks. While our values are strongly aligned, formal succession planning and performance evaluation systems are still evolving. We recognise the challenge of balancing family unity with professional accountability and are beginning to explore governance tools to support this transition.