How to create and lead entrepreneurial families

Thursday, October 10th
14:00 - 15:15
Copacabana room

IMC Pan Asia Alliance Group, Singapore
Frederick Chavalit Tsao, Chairman (4th generation)

SRF Limited, India
Arun Bharat Ram, Chairman (4th generation)

The IMC Pan Asia Alliance Group is a privately held enterprise whose roots can be traced to the early 1900s when the founder’s family was engaged in the provision of transportation and banking services. Nowadays the group has investments in areas such as the industrial and financial sectors, lifestyle-oriented real estate, education and social development. Headquartered in Singapore, IMC has more than 9,000 employees worldwide representing some 18 nationalities. In recent years, Frederick Tsao’s family worked hard to avoid leaving the succession from the 3rd to the 4th generation until the last minute. Addressing the handover required managing the family as much as the business. Fred has promoted the drawing-up of a family charter to handle issues including conflict resolution and the role of offspring in the business.

SRF Limited is a multi-business entity engaged in the manufacture of chemical-based industrial intermediates including technical textiles, chemicals, packaging films and engineering plastics. Headquartered in India, the $750 million company also has operations in the UAE, Thailand, and South Africa and has about 5,000 employees worldwide. The company invests heavily in research and development and strives to make meaningful and sustainable contributions to its community. Arun Bharat Ram’s family has implemented important changes such as the introduction of a family constitution and the professionalization of SRF’s board and senior management. At the top management level, the family has promoted a professional culture. The objective is to attract and retain talented managers willing to work with the family and with a new generation that started at the bottom of the organization. Arun is fully committed to passing the family’s values to the next generation and ensuring the family enterprise adapts to change. From the experience of Arun and Fred, we will learn:

- What are the specific challenges in leading an enterprising family
- What is the role of a family leader and what are the main mistakes to avoid
- The importance of values, principles and rules for managing a family’s human capital
- How to blend together family and non-family managers successfully
- What happens when a family business loses an entrepreneurial leader

IMC Pan Asia Alliance Group, Singapore
SRF Limited, India