For AM International, 2025 ended as a year that strengthened core capabilities. A year that tested execution, reaffirmed our commitment to sustainability, and aligned our efforts toward measured growth. These five priorities defined how we operated and progressed throughout the year.
Talent and Diversity as Long-Term Levers
We continued to invest in people across the spectrum, from management trainees to strategic senior hires. Talent development remained crucial. A deliberate effort that enhanced the strength and continuity of our leadership.
Internal talent was moved into leadership roles, ensuring continuity and preserving organisational knowledge. This approach succeeded in maintaining stability while also allowing teams to grow within familiar operating frameworks. At the same time, we made selective external hires that brought fresh capability and perspective. The balance we struck between homegrown expertise and new leadership talent remained central to our long-term talent and diversity strategy.
Disciplined Execution Across CAPEX Plans
Our CAPEX projects remained on schedule and within approved budgets throughout the year. This was an outcome that reflected our consistent focus on execution discipline across businesses.
Execution discipline was reinforced as a shared operating expectation and remains a non-negotiable part of our approach. In the face of external uncertainties and changing macroeconomic conditions, we were able to manage cost pressures and protect margins. This feat was made possible by timely project delivery.
Sustainable and Cost-Efficient Manufacturing
The macroeconomic pressures of 2025 required careful operational management. We mitigated these pressures through steady and targeted advances in sustainable manufacturing practices.
We progressed initiatives such as using natural gas as a raw material source and recapturing carbon for reuse in production. These measures supported responsible manufacturing operations while also contributing to improved cost efficiency. As the year progressed, sustainability became a practical lever for long-term resilience and competitiveness.
Strategic Growth Through a Three-Part Approach
Our growth direction continued to be guided by a clearly defined three-part approach.
Capacity Expansion: Capex expansions spanned across existing plants, with several projects expected to reach completion by 2026 and beyond.
Geographic Diversification: New sites such as MPL’s upcoming facility in Western India and the expansion of PennWhite UK’s India operations strengthened our ‘near-to-customer’ model and expanded our geographic footprint.
Portfolio Optimisation: Demonstrated by the Notedome UK divestment, we evaluated non-core assets and attempted to redeploy capital toward higher-growth opportunities aligned with long-term priorities. A culmination of the effects of these pathways made our growth measured and focused.
Purpose-Led Development Through AM Foundation
Our approach to growth remained anchored in responsibility. Through the work done by our CSR arm, AM Foundation, we deepened our work in primary healthcare, sanitation, and community well-being across the regions where we operate.
These initiatives were testaments to our belief that long-term business progress is only meaningful when it goes hand in hand with stronger community infrastructure. As it was throughout 2025, purpose-led development remains an integral part of how we define sustainable growth.
At AM International, 2025 was a year that strengthened our foundations and aligned our efforts toward sustained and responsible growth. While we contended with unforeseen challenges beyond our control, we remained focused on these priorities and made steady progress against them. Supported by the outcomes, these priorities will continue to shape our journey toward long-term value creation.
