Concrete commitments on construction and governance practices

THE EDITOR, Madam:

AS A key stakeholder in the construction space for 25 years, there are several observations and experiences that have left me utterly bewildered. I speak of the issue of governance in construction consultancies and how, if we are not careful, we could find ourselves in a spot of bother with how contracts are created and executed.

Governance sets the framework for ethical, efficient, and effective operations within any industry, and construction should be no different. In an environment where complex projects and diverse stakeholders intersect, robust governance practices become even more paramount. How some corporate entities view contractual obligations when they engage construction companies is important, because there seems to be less inclination to conform to regular standards that these companies carefully consider when interacting with other stakeholders.

It is almost as if the construction industry with all its significance, is not approached with the same high standards, and expectations become repeated contortions of misunderstandings and delays, which can have deleterious financial effects in the short, medium, and long term.

One of the most challenging areas is decision-making and where the power lies within the organisation. The truth is that clear and transparent decision-making processes are fundamental to effective governance. Construction consultancies often deal with intricate project decisions that impact timelines, budgets, and quality. A well-defined decisionmaking structure ensures that choices align with organisational objectives, are based on accurate information, and involve the appropriate stakeholders. Where any one decision-maker holds too much power, as they say in Jamaica, “dog nyam yuh supper”.

So how then do we address this? What is the best resolution for matters regarding contractual roadblocks? Are executives paying attention to the impact of conflicts and misunderstandings on their brands? How can entrepreneurs, like me, remain financially viable when the key gatekeepers do everything within and outside of their powers to stall the processes? How important is governance to your organisation when engaging and ultimately contracting construction companies? Just a few questions and food for thought.

‘No man is an island, so we need each other to survive in this dynamic and evolving industry. Companies who are desirous of construction services will do well to remember that in the complex landscape of construction, governance emerges as a guiding force that shapes ethical conduct, risk management, decisionmaking, financial accountability, project quality, stakeholder engagement, and adaptability. There is enough talent in the industry to ensure that concrete commitments are not thwarted by a lack of proper structures which impair effective governance, and unnecessarily hold us at ransom.

ROHAN GRANT Founder & CEO

Garco Construction Services Limited