A Year of Transformation, Resilience, and Growth Amidst Uncertainty

Hamed Lary, CEO of Amin Leather Holding, outlined the company's journey over the past year, highlighting key pillars of its transformation—such as managing amidst uncertainty, transitioning to a knowledge-based model, expanding the value chain, launching the "Amin Home" brand, leveraging data and business intelligence, and implementing process-oriented systems. He stated, "We did not allow the crisis to dictate the organization's direction."

Speaking to an *Asr-e Tolid* reporter on the sidelines of the ceremony marking Tehran Province's 30th National Industry and Mining Day—held at the IRIB International Conference Center—Hamed Lary addressed the selection of Amin Leather Industrial Group as a top industrial unit in Tehran Province. He remarked, "For our organization, this recognition represents more than just a title or an award; it validates the path we embarked upon years ago with the aim of building a modern, knowledge-driven, process-oriented, learning-focused, and competitive industrial enterprise."

Stating that “management in Iran means making decisions in conditions of uncertainty,” he added: “In the past year, we experienced this uncertainty not in management books, but in the reality of business. The war and its security and economic consequences, market and currency fluctuations, reduced liquidity, increased inflation, reduced purchasing power, energy imbalances, difficulties in foreign supply and restrictions on international transportation created conditions in which it was not easy to even maintain and continue production.

Lary continued: "However, the task of management is not only to overcome the crisis; it is also necessary to identify the hidden opportunities in the same situation when others only see threats. Accordingly, we tried to identify threats in a timely manner, analyze and manage risks, and with a flexible approach, avoid being in a defensive position."

Emphasizing that a significant portion of environmental factors are beyond the control of enterprises, the CEO of Amin Leather Holding said: "We focused on areas that we had the opportunity to change and improve. The goal was not simply to get through the crisis, but rather we tried not to stop the development of the organization so that after passing through this period, we would have a stronger group than in the past."

Amin Leather; The first knowledge-based company in the field of natural leather production

He described one of the most important achievements of this complex as Amin Leather becoming the first knowledge-based company in the field of natural leather production in the country, and said: "Becoming knowledge-based for us is not just receiving a title; rather, it shows that even an industry with a history of several hundred years can be redefined based on engineering knowledge, research and development, technology, and innovation and create a new path for its future."

Lary also considered the launch of the Amin Home brand as another important initiative of Amin Leather in the past year, adding: This initiative was taken in line with the development of the value chain and the creation of a new link between natural leather, design, architecture and lifestyle.

He clarified: An industrial complex should not limit itself to the production of raw materials or industrial products; rather, it can link production knowledge and capabilities to design, product, brand, and consumer experience by moving along the value chain.

Data-Based Decision-Making

The CEO of Amin Leather Holding continued by announcing the development of IT infrastructure and the increased use of Business Intelligence to monitor performance, analyze information, and support managers' decision-making, and said: As the organization grows larger, decision-making should rely less on individual perceptions and more on data, analysis, and real performance indicators.

Referring to the measures taken in the field of production, Lari also stated: Improving product quality, increasing efficiency and continuous improvement have been the main axes of our activity. For us, quality is not a short-term project, but an organizational culture that must be institutionalized in processes, organizational behavior, supplier selection, production control and the perspective of managers.

System building to build a sustainable organization

Emphasizing the importance of system building and establishing a process approach in Amin Leather, he said: If a company can perform well with only a few specific individuals, a real organization has not yet been built. An organization is formed when processes, responsibilities, authorities, and performance indicators are transparent and the company can continuously learn, improve, and grow.

According to Lary, system building should not be seen as increasing bureaucracy, but rather an appropriate system should make decision-making faster, responsibilities clearer, performance measurable, and the possibility of error less likely.

He added: Our goal is for Charm Amin not to be just a bigger factory, but to become a smarter, more cohesive, more agile and more competitive organization every year.

Getting through the crisis; from survival to resilience

The CEO of Amin Leathe Holding, stating that it is natural that in difficult economic and environmental conditions, not all the goals of a group are fully achieved, emphasized: What is important is that we did not let the crisis determine the direction of the organization's movement.

Lary considered the difference between "survival" and "resilience" important and said: Survival means that the crisis ends and we continue to exist; but true resilience means that we overcome the crisis and, in the end, have a stronger organization than before.

Emphasizing hope for the future of the Iranian industry, he stated: This hope does not mean ignoring the country's economic problems and realities. Iran is not just a market for us; it is a historical responsibility.

Lary concluded by saying: Amin Leather Industrial Group is the result of several generations of activity in the Iranian leather industry, and for this reason, our view of this industry is not simply commercial and short-term. We are committed to preserving and developing this knowledge, creating added value, improving quality, and building organizations and brands that can bring the name of the Iranian industry to life.

He added: "We cannot wait until all economic problems are resolved, the foreign exchange market is fully stable, energy restrictions are lifted, and the path to trade and exports is completely smooth, and then plan for development. Our task is to build the future under these conditions."

In summarizing the experience of the past year, CEO of Amin Leather Holding said: "Difficult conditions can slow down our movement, but we did not let it change our direction."

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