OUR VISION - OUR MISSION

OUR MISSION

To enhance the experience and value of global cuisine through refinement, creativity, and care.

OUR VISION

To become a globally recognized shrimp supplier, penetrating top-tier distribution systems with a diverse and premium product portfolio. We are committed to delivering products that meet the highest consumer standards, and to building a brand synonymous with transparency, sustainability, and trust.

SLOGAN

CORE VALUES

STRATEGIC PLANS FOR 2025 – 2030 AND BEYOND

I. GENERAL CONTEXT

• This period marks the fastest pace of technological advancement, with AI becoming a powerful tool replacing human labor across many fields from simple to complex tasks. It is essential to adopt and apply these achievements to improve operational efficiency and strengthen competitiveness.
• Consumers are increasingly focused on quality of life, driving new trends and demands across sectors, especially in food. They now expect more than hygiene and safety, and food must offer added convenience and support health. In the coming years, consumers will place greater emphasis on environmental friendliness, fairness, and humane production practices, ensuring no environmental harm, forced labor, exploitation, or violations of animal welfare.
• The world is entering a period of volatility, uncertainty, complexity, and ambiguity. Political and military conflicts may arise at any time, potentially slowing global economic growth and creating many risks that require preventive and management measures.
• Climate change remains unpredictable and negatively affects agricultural production in general and shrimp farming in particular, requiring flexible planning and multiple contingency scenarios.

II. FMC’S CURRENT SITUATION

1. Business Operations

FMC is among the top three shrimp enterprises in Vietnam, with more than 5,500 employees. Each year, FMC processes approximately 25,000 tons of shrimp and 1,500 tons of agricultural products, achieving export revenue of around USD 250 million and a profit margin of about 6% - a relatively strong ratio compared to the industry. FMC’s major markets include Japan, the U.S., Europe, South Korea, and Australia. In each market, the company maintains key and potential customers while balancing market share according to evolving conditions to maximize benefit. Current challenges include competitive pressure from low-priced shrimp from Ecuador and India, high domestic farming costs, and two ongoing trade cases in the U.S. that present significant risks.

FMC also manages over 540 hectares of shrimp farms, producing two crops annually using an in-house developed biofloc farming process tailored to local soil conditions. This is among the most successful shrimp-farming areas in Vietnam, producing 10,000–15,000 tons of shrimp per year, allowing FMC to self-supply about 30% of its raw material needs, thereby lowering overall product costs and enhancing competitiveness.

2. Internal Operations

Fortunatelt, since its establishment in 1996, FMC has prioritized environmental stewardship, corporate reputation, product quality, employee welfare, and community support well before the concept of “sustainable development” became mainstream. These early commitments laid a solid foundation for meeting customer and regulatory requirements regarding standards and compliance.

Specifically, FMC has been recognized by VCCI and relevant ministries as a “Sustainable Vietnamese Enterprise” for five consecutive years (2020–2024), the only seafood company to receive this award. FMC is highly regarded in major markets such as Japan, South Korea, and the U.S. for quality, product presentation, and contract fulfilment.

The company maintains excellent labor practices and has been commended multiple times by the Ministry of Labor, Invalids, and Social Affairs. FMC has consistently complied with tax regulations over its 30-year history with zero fraud or violations and always fulfills social insurance obligations fully and on time.

3. Engagement with Strategic Shareholders

FMC is listed on the Ho Chi Minh City Stock Exchange under the stock code FMC. Its strategic shareholders include The PAN Group and CP Vietnam.

• PAN supports FMC with strategic direction and specialized training to strengthen transparency and sustainable development.
• CP Vietnam partners with FMC in farming operations, supplying high-quality inputs such as postlarvae, feed, and biological products that all help FMC achieves positive farming results.

Overall, FMC maintains strong, productive, and mutually supportive relationships with its key investors.

III. STRATEGIC PLAN FOR 2025–2030 AND BEYOND

1. Strategy

Building on existing foundations and responding to global trends, consumer expectations, regulatory requirements, and commitments to employees and communities, FMC sets out its strategic direction for 2025–2030 and beyond as follows:

Focus on strengthening corporate culture, elevating brand reputation, promoting business ethics, and emphasize social responsibility to drive sustainable development, moving toward carbon neutrality in line with national targets. Maintain flexibility in business strategy (markets, customers, products), gradually increase the proportion of clean, self-supplied raw materials, deepen engagement in the shrimp value chain, adopt new technologies to enhance productivity and resilience, and prioritize leadership succession to ensure organizational continuity. Additionally, maintain strong engagement with strategic shareholders to reinforce mutual growth.

2. Mission

To enhance the experience and value of global cuisine through refinement, creativity, and care.

3. Vision

To become a globally recognized shrimp supplier, penetrating top-tier distribution systems with a diverse and premium product portfolio that meet the highest consumer standards, and to build a brand synonymous with transparency, sustainability, and trust.

4. Key Strategic Pillars

4.1. Strengthen Corporate Culture: Develop an environmentally friendly, sustainable corporate culture that reinforces FMC’s core values of dedication, sustainability, and sharing, ensuring alignment across the organization.

4.2. Enhance Brand Reputation: Maintain trust with customers through product quality and contract execution while continuing to elevate a brand built over the last 30 years.

4.3. Promote Business Ethics: Emphasize honesty in operations and partnerships, uphold commitments in all commercial relationships, and contribute positively to the community.

4.4. Uphold Social Responsibility: Comply strictly with legal requirements, operate efficiently, and contribute to social welfare initiatives.

4.5. Maintain Flexibility in Business Strategy:

* Markets: Focus on key and target markets each year to minimize risks and optimize performance, while continuing to develop smaller and potential markets (including China) when opportunities arise.

* Customers: Strengthening long-term relationships with major customers and premium distribution systems is basical guidance to maintain and develop the operation. Be ready to share difficulties with strategic customers when beneficial for long-term partnership following the slogan: “Cooperate – Develop – Prosper Together.”

* Products: Prioritize R&D to create new and value-added products, diversify to reduce risk, and emphasize products aligned with global trends—free from forced labor, child labor, and exploitation, ensuring animal welfare and environmental stewardship.

4.6. Secure Clean Raw Materials: through improving biofloc farming processes to reduce environmental impact; and expanding farming areas focused on areas near existing sites.

4.7. Adopt New Technologies: Explore and apply advanced technologies in shrimp farming and processing to enhance control, productivity, and product safety.

4.8. Risk Management: Given global uncertainty, prioritize comprehensive risk management to mitigate adverse impacts.

4.9. Infrastructure Development: Invest in infrastructure as opportunities arise. Increasing production shifts from one to two per day will help to reduce investment costs, accelerate depreciation, and lower product costs.

4.10. Focus on training and nurturing the next generation of leaders: To ensure continuity and sustained development.

4.11. Strengthen Collaboration with Strategic Shareholders: Treat strategic investors as indispensable partners for long-term growth.

5. Targets Through 2030

• Shrimp farming: Increase farming area by 50%; raise self-supplied raw material to 35–40%; At the same time, progressively work toward autonomy in shrimp post larvae.
• Shrimp processing: 35,000–40,000 tons (up 40–60%), focusing on incresing proportion of value-added products including breaded shrimp, cooked and fried shrimp, shrimp and vegetable compounded products.
• Agricultural processing: 1,800–2,000 tons (up over 70%).
• Sales revenue: USD 420–480 million (up 40–60%), maintaining top 3 position and aiming for top 2.
• Profit before tax: VND 550–650 billion (up 40–60%).
• Workforce: About 6,500 employees (up 15%); wages to increase at least 10% annually.
• Commit to fulfilling all social responsibility requirements, support afforestation of 100–150 hectares/year toward carbon neutrality, and maintain top 100 ranking in VCCI’s Sustainable Business Index.

In conclusion, global trends present many intertwined challenges from subjectiveness to objectiveness that are difficult to predict. Based on both external dynamics and FMC’s internal strengths, the company will focus on sustainable, stable, and in-depth development; prioritize leadership succession; target steady growth of around 10% annually; and remain ready to accelerate when opportunities arise. FMC aims to expand its global presence as a trusted supplier, increase revenue under favorable conditions, and strive to become one of the top two shrimp enterprises in Vietnam.

PRODUCT DOMINANTS

- Safe for consumers.
- Delicious and nutritious.
- Fully traceable throughout the supply chain
- Committed to sustainable development goals

LOGO

Color: Blue associates with water which relates to the industry we are involved in.
Composition: a square harmonizes with a circle. Square and circle are symbols of earth and heaven or opposites. It means that our operation agrees with nature rules, and we always seek for sustainability, goodness, and everlasting.