Executive Interviews
Promoting Proactive Governance within the Group, Based on Trust and Dialogue
The Group's strengths include reliable petroleum and gas supply capabilities, a wide-reaching customer base and sales network rooted in local communities, and comprehensive building maintenance businesses in the non-energy sector. The key to sustainable growth is for the Group to become an organization that can meet the needs of communities with one-stop services, by integrating energy and non-energy offerings while responding to diverse energy demand and decarbonization needs. To ensure this transformation advances soundly and contributes to long-term corporate value, I aim to provide balanced monitoring and advisory functions, grounded in trust and dialogue with the business execution team, while promoting proactive governance. In this way, I intend to help the Group establish a high-quality, effective governance framework.
Applying My Management Experience in Diverse Sectors to Advance the Group Structural Reform
The Group's current management challenges include quantifying KPIs and resetting targets, designing appropriate HR evaluation systems, and applying financial discipline in strategic business selection and concentration. Drawing on my experience in corporate management and finance, I will continue working with the management team to drive improvements in these areas. The Group's long-cultivated customer base and sales network are valuable assets that do not appear on the balance sheet, but better leveraging them can improve profitability and operational efficiency. With preparations for structural reform now in place, the next step is to invest in high-return businesses, aiming to improve ROA and ROE. Sustainable growth requires building recurring revenue. By investing with a clear focus on acquisition costs, returns, and future value, the Group can lay a more solid management foundation.