AMY GRUPO: A Decade of Building Foundations for Greater Aspirations

Looking back on the past 10 years, what do you consider the most significant strategic milestones that have shaped AMY GRUPO’s position today?

When reflecting on our journey, what I am most proud of is not merely the scale of our factories or the number of export markets we have reached. More importantly, AMY GRUPO has remained steadfast in pursuing a long-term vision since its inception.

While many businesses chose to focus primarily on the domestic market, we identified the global market as our target from the very beginning. Early on, AMY GRUPO set its sights on major consumption regions, including North America, South America, Europe, and the Middle East, with the United States being one of our key strategic markets.

After ten years, establishing a presence in more than 30 countries is certainly a memorable milestone. However, what matters most is that AMY GRUPO has built a solid foundation in manufacturing, technology, and human resources that enables us to compete in some of the world's most demanding markets.

Mr. Dinh Quoc Tuan – Vice Chairman of the Board of Directors and Chief Executive Officer of AMY GRUPO

The building materials industry is highly influenced by economic cycles and macroeconomic fluctuations. What philosophy has enabled AMY GRUPO to sustain its growth momentum over the years?

Throughout AMY GRUPO’s development journey, our guiding philosophy has been: “Differentiation Leads to Success.”

We firmly believe that no company can create a sustainable competitive advantage by competing solely on price. True differentiation comes from product quality, customer service capabilities, innovation, and operational excellence.

That is why AMY GRUPO continuously invests in people, technology, and manufacturing equipment. We constantly ask ourselves how we can create greater value for our customers rather than simply finding ways to sell more products.

Guided by this philosophy, AMY GRUPO has steadily strengthened its position within the building materials industry and emerged as one of Vietnam’s leading manufacturing enterprises.

SPC Flooring Production Line at AMY GRUPO’s Manufacturing Facility

After a decade of development, AMY GRUPO is entering a new phase of transformation. What is the most significant turning point shaping the company’s future?

I believe the first phase of AMY GRUPO’s journey was about building a strong foundation. The phase we are entering now is about raising standards.

Previously, our primary focus was on expanding manufacturing capacity and market presence. Today, we place greater emphasis on growth quality, operational efficiency, and corporate governance capabilities.

AMY GRUPO is progressively standardizing its management systems according to international standards while enhancing its ability to respond to the increasingly stringent requirements of global markets.

This serves as the foundation for a new stage of development characterized by greater ambitions and a longer-term vision.

To achieve these goals, how has AMY GRUPO developed its people strategy?

At AMY GRUPO, our employees are at the center of every development strategy.

We invest systematically in training and talent development by organizing in-house training programs, regularly sending employees to study at leading laboratories and technology centers in Europe, and collaborating with organizations such as FPT and VCCI to strengthen management capabilities and professional expertise.

These deep investments have delivered remarkable operational efficiencies. Today, AMY GRUPO’s labor productivity exceeds the industry average by more than 30%. At the same time, we have successfully reduced labor intensity to only 15–25 employees per million square meters of output, compared to the industry average of 35-40 employees.

Our objective is not only to develop highly skilled technical professionals but also to cultivate a workforce with a global mindset, capable of adapting to change and accompanying the company through future stages of growth.

In addition to human capital, technology and R&D are considered key pillars of AMY GRUPO’s competitive advantage. Could you elaborate on this strategy?

We constantly remind ourselves that AMY GRUPO does not simply sell products—we deliver differentiated value created through people and technology.

In the building materials industry, falling behind in technology or consumer trends can quickly leave a company at a competitive disadvantage. Therefore, AMY GRUPO has invested millions of dollars in two specialized R&D centers focused on Ceramic and Composite materials.

Through strategic partnerships with leading equipment and raw material suppliers from Italy and Spain, we have shortened our technology adoption cycle to approximately six months, whereas the industry average typically ranges from three to four years.

This capability enables AMY GRUPO to deliver products that meet the quality standards of countries with highly developed building materials industries while maintaining a strong cost-competitive advantage.

As Vietnamese enterprises enter a new era of global growth, ESG is no longer optional but a prerequisite for participating in international markets. How is AMY GRUPO implementing this strategy?

At AMY GRUPO, we view ESG as a critical business requirement—a “green passport” for entering the global marketplace.

In 2024, AMY GRUPO became one of the pioneering ceramic tile manufacturers in Vietnam to publish an ESG Report in accordance with GRI Standards.

At the same time, we have implemented numerous initiatives, including converting 100% of our spray-drying energy consumption to biomass fuel, investing in rooftop solar energy systems, and replacing diesel-powered forklifts with electric alternatives.

For us, sustainable development is not merely a responsibility; it is also a fundamental condition for strengthening our long-term competitiveness.

AMY GRUPO Announces Its 2024 ESG Report - A Pioneering Milestone in the Industry

AMY GRUPO is currently working with advisory firms that have supported numerous major IPO transactions. Could you share more about the objectives of this roadmap and the significance of an IPO for AMY GRUPO’s next phase of development?

First and foremost, an IPO provides AMY GRUPO with access to public capital, enabling us to expand production capacity and continue investing in R&D in the years ahead.

More importantly, participating in the capital markets will place the company within a more transparent and rigorous governance environment, thereby enhancing AMY GRUPO’s reputation, market standing, and competitiveness.

We also expect this roadmap to help us attract and retain top talent through mechanisms such as Employee Stock Ownership Plans (ESOPs), creating stronger incentives for employees to contribute to the company’s long-term growth.

However, we do not view an IPO as the final destination.

For AMY GRUPO, it is a necessary “passport” that enables the company to elevate its value, scale its operations, and compete confidently with international corporations.

As Vietnamese enterprises become increasingly integrated into the global economy, this is also an important step in preparing AMY GRUPO to execute its international expansion strategy in the years ahead.

Thank you for sharing your insights with us.