General Meeting of Shareholders of Viglacera Ha Long JSC: Recognizing “adaptive turnaround” & decisions aligned with 2026 targets

For Viglacera Ha Long JSC, if 2025 was a year of timely and impressive turnaround decisions, then in 2026—amid continued fierce competition faced by traditional baked clay bricks against new material lines—the company has set for itself several pivotal objectives. These include establishing a digital governance foundation, enhancing flexibility in production management and decision-making, closely following market realities, and innovating products. The goal for 2026 is to achieve more positive financial indicators, delivering the best possible returns for shareholders after many years of expectation.

A governance mindset aligned with reality

The Company’s consolidated profit before tax in 2025 reached over VND 34.8 billion, nearly 22.5 times higher than the target assigned by the General Meeting of Shareholders (VND 1.55 billion). Clearly, with a management philosophy grounded in the realities of production, business operations, and the broader economy, the Board of Directors’ decisions during this period played a crucial role in reversing the company’s operational situation.

Mr. Nguyen Duc Luyen – Deputy General Director of Viglacera Corporation and Chairman of the Board of Directors of Viglacera Ha Long JSC – reported to the General Meeting: “All decisions are based on real market data and on-site production capacity. We always face reality directly to adjust, and are ready to immediately revise policies if they are no longer suitable for rapidly changing conditions.”

Under this spirit, the entire system moved in alignment. Production units proactively and flexibly adjusted scale, capacity, and product mix, maintaining stable productivity and quality, achieving results exceeding assigned targets. Product sales improved significantly in terms of processes, procedures, and policies for distributors and market staff. Product promotion activities were also strengthened.

Organizational restructuring was implemented toward a lean and efficient model. The management reporting system has gradually transitioned to full digitalization, enabling leadership to instantly capture data on production, inventory, and cash flow fluctuations.
By optimizing all development opportunities, Viglacera Ha Long successfully recovered in 2025 after many years of difficulty. Shareholders at the General Meeting also acknowledged that the growth indicators achieved were highly commendable, given that the baked clay bricks market inherently faces numerous unfavorable, even risky, factors. Timely decisions such as proactive stockpiling of coal and clay materials and digitalizing governance demonstrated a state of readiness to adapt, minimizing passivity and contributing to overcoming adversity.

Efficiency as the ultimate measure

Entering 2026, Viglacera Ha Long clearly identifies that the lifecycle of traditional roof tiles spans decades, and therefore avoids direct confrontation with newly emerging tile products. On this basis, the Board of Directors has outlined a new competitive approach through products requiring higher levels of refinement. This does not mean reducing scale, but rather selectively focusing on product types and segments with higher value, thereby both maximizing kiln capacity and creating new consumption trends.

From 2026 onward, alongside R&D activities being prioritized as a key task, improvements in production engineering are considered a parallel foundation to realize the objective that “efficiency is the primary measure.”

At Viglacera Ha Long, the solution of “flexibilizing kiln stacking” has become a practical requirement. Research topics and technical initiatives across all factories in the system will revolve around this action axis. As market conditions shift and objectives evolve, technical innovations aimed at diversifying product types within a single firing cycle become more critical than ever. Each firing batch must be carefully calculated to become an opportunity to optimize revenue and enhance brand value.

Commitment to sustainable development for employees and shareholders

In 2026, facing challenges of rising and volatile fuel and input material costs, the Company’s Board of Directors commits to ensuring safety, welfare, and training for employees, gradually improving income and working conditions to help stabilize their lives.

This is a humane decision grounded in financial considerations. Innovation from technical initiatives and a streamlined operating system will generate surplus value to offset costs. Reinvesting in people and improving income is not only about sharing achievements, but also about investing in the most sustainable “human capital.”

Factors aimed at enhancing shareholder benefits after years of shared challenges have been fully understood and acknowledged by the Company’s leadership. Plans to optimize the financial structure, along with concrete actions, have been presented and welcomed with confidence by shareholders.

Viglacera Ha Long in 2026 emerges as an enterprise embodying a spirit of innovation and resilience in the face of adversity. Achieving its goals requires a harmonious combination of strategic thinking, adaptability, and innovation—not only “doing better” but also “doing differently” to survive and develop sustainably.