While he remains deeply involved in strategy and leadership development, he acknowledges the weight of succession planning.
“I am not entirely sure if I am doing enough in terms of succession planning,” said Consunji, who was the keynote speaker during the Shareholders’ Association of the Philippines’ general meeting on Wednesday.
“Last January, I turned 76 years old. While I have no intention of working into my 90s like my father, I think I have a few more years left before I officially retire from the DMCI Group,” he added, referring to the late construction pioneer David Consunji, who retired at the age of 93.
No successor yet
"For several years now, I stepped away from day-to-day operations, serving instead as chairman across all subsidiaries to focus on strategy and long-term vision. This is my version of semi-retirement,” Consunji.
“While I am not ready to formally announce my successor, I do have a few names in mind. In the meantime, I am actively mentoring key individuals to build a strong bench of leaders and middle managers,” he added.
Family effort
“I outlined three basic steps for succession planning. It is easy to include them in a speech or a PowerPoint presentation, but putting them into action requires careful planning, time, and collaboration,” Consunji said
Succession planning cannot be done overnight or in isolation, requiring a broader, long-term approach.
“Fortunately, I am not alone in the process. I have my siblings, our professional managers and board directors who share my commitment to the DMCI Group's sustainability,” he said.
Partnering with institutions
For example, the group leads structured leadership programs that allow participants to develop projects, implement ideas, and gain hands-on management experience.
So far, over 330 individuals have completed DMCI’s management and strategic business programs, with many now holding executive and managerial roles.
To further strengthen succession planning, DMCI has also consulted top institutions like IMD Business School and the Asian Institute of Management to help family members define their roles in the company.
“We also prioritize hiring and developing local talent. In fact, more than 99 percent of our management pool consists of Filipinos, demonstrating our commitment to strengthening homegrown leadership,” he said.
Weekly family sessions
Mentorship plays a crucial role in preparing the next generation of DMCI leaders, with family members attending weekly sessions to evaluate business opportunities and develop growth strategies.
Over the past five years, these sessions have intensified, exposing them to board meetings, corporate governance, and high-level decision-making.
"They also attend our companies’ board meetings to gain exposure to high-level decision-making and understand corporate governance principles,” Consunji said.
“By observing the dynamics of boardroom interactions, they also learn from the valuable insights and expertise of our independent directors,” he added.
Maintaining core business and family values
Those who choose to join DMCI are expected to bring strong work ethics, relevant skills, and a willingness to learn, rather than relying solely on family ties.
"While we do not require advanced degrees or extensive time spent working at other companies, we do expect them to bring valuable skills and contributions to the table,” he said.
“They must also demonstrate a strong work ethic, uphold our core values, and be willing to learn and grow within their chosen or assigned company,” he added.
Clocking in those ‘flying hours’
“Another important lesson I always share with our next-generation leaders, whether they are family members or professional managers, is the importance of gaining enough "flying hours" before assuming full leadership responsibility,” Consunji said.
“Education and showing up are necessary, but they are not enough. To become a leader, you must learn from real-world experiences and apply those lessons correctly,” he said.
"Real growth happens when you are tested, when you make tough decisions, and when you navigate uncertainties and complexities to guide the company forward,” he added.
What’s next?
DMCI’s strong foundation and leadership pipeline ensure stability, giving confidence in its future regardless of who takes the reins.
“I am confident that we have built a strong foundation and a robust leadership pipeline,” he said.
When I fully retire, I will have the opportunity to explore the world and pursue personal interests, all with the peace of mind that comes from knowing the DMCI Group is in capable hands,” he said.
“And when that time comes, I look forward to sharing my travel adventures and experiences with all of you,” he added.
