From a VND 3 trillion real estate project in Da Nang to a billion-dollar urban development and a solar power plant in Central Asia, ROX Group is expanding internationally, bringing new demands for standardised governance, talent development and adaptation to the specific conditions of each market.
From Business Scale to Governance Capability
In Da Nang, The Legend Danang, with a total investment of approximately VND 3 trillion, is steadily taking shape along the Han River. In Kyrgyzstan, the All in One Royal Central Park urban development is also progressing, with landscaping taking shape and construction works being implemented. In the same Central Asian country, the ROX Issyk-Kul Solar Farm project, with a planned capacity of 1,900 MW, completed its first phase of 175 MWp in June 2026, following approximately eight months of construction.
Phase 1 of the Royal Central Park development.
Although these projects span different sectors and markets, each requires a long-term vision, the ability to mobilise resources and effective risk management. Real estate development focuses on planning, development and long-term operations, while renewable energy requires coordination across technology, delivery schedules, investment efficiency and operations. These demands become even more complex in international markets, where companies must coordinate resources while adapting to local conditions.
Over three decades, ROX Group has developed a domestic ecosystem comprising 14 industrial parks, covering more than 3,000 hectares. These parks have attracted more than 600 investors, with total investment capital of approximately USD 6 billion, and generated employment for over 82,000 people. The Group has developed more than 300 urban and residential projects, a chain of 14 convenience-oriented hotels and three solar power plants.
Internationally, the Group is exploring a range of real estate and energy opportunities beyond Kyrgyzstan. Its project pipeline includes battery energy storage systems (BESS) and coal-fired power in Mongolia, alongside potential developments in Uzbekistan, Azerbaijan and Kazakhstan. These efforts form part of its strategy to diversify its geographical presence and expand across regional markets.
ROX Group headquarters.
The scale and diversity of the ecosystem enable the Group to build experience across multiple sectors, while also raising expectations for consistency in management. As an organisation grows and its business expands, individual experience must be translated into processes, principles and governance tools that can be applied consistently across business units.
To meet this need, ROX Group is strengthening its governance system through the Balanced Scorecard and Key Performance Indicators (BSC-KPI), risk management, restructuring, data digitalisation, AI adoption and corporate culture development. The Group is also fostering an Agile culture that encourages business units to take initiative, organise work flexibly, strengthen collaboration and adjust implementation methods to practical requirements. According to Chairman Tran Xuan Quang, the goal is to build an organisation capable of operating autonomously, maintaining stability and continuously improving.
Building the Capabilities to Go Global
After three decades of developing a multi-sector ecosystem in Vietnam, ROX Group is gradually shifting its focus from expanding scale to strengthening its international operating capabilities as it prepares for its “Go Global” journey. According to Tran Xuan Quang, the governance system established in Vietnam gives the Group an advantage in maintaining consistent management principles, coordinating operations and progressively refining its model as it enters new markets.
However, internationalisation does not mean applying the domestic model unchanged. Differences in culture, working practices and operating standards require businesses to preserve common governance principles while adapting to local environments. According to Mr. Quang, corporate culture in international markets should be built on an understanding of local characteristics, rather than through the mechanical application of existing experience.
Alongside governance development, building a workforce capable of operating in a multinational environment is a key priority. In 2025, the Group organised nearly 2,500 training sessions, providing approximately 4,900 hours of training in management, leadership, AI and data. Notably, the 24-month ROX Global Leaders programme is designed to develop leaders with the capabilities to enter new markets, build organisations and lead multicultural teams.
In addition to training, ROX Group places emphasis on on-the-ground research to directly assess needs and development conditions in target markets. In late August and early September 2026, the Group organised a field study for its leadership team across four Central Asian countries. Senior leaders had previously made multiple visits to Central Asia, Europe and the South Caucasus. Project development teams have also conducted direct assessments of individual cities and potential sites to evaluate local demand and development conditions. In parallel, recruiting local employees helps strengthen local market knowledge and build closer connections with communities, supporting faster adaptation to new business environments.
These efforts reflect a broader approach to international expansion: developing organisational capabilities and people while learning from the markets in which the Group operates. Common governance principles provide consistency in objectives and execution, while local knowledge helps the Group respond to differences in demand, culture and business practices.
Ms. Nguyen Hai Ha, Director of Communications and Marketing at ROX Group, receives recognition on behalf of the Group from the APEA 2026 Organising Committee.
In recognition of these sustained efforts, ROX Group has been honoured in the Corporate Excellence Award category at the Asia Pacific Enterprise Awards (APEA) for six consecutive years, acknowledging the Group’s development journey.
For ROX Group, Go Global is not merely about expanding its investment footprint; it is also about upgrading organisational capabilities. The ability to combine a consistent governance foundation with flexibility in each market will be the key to establishing a lasting presence and supporting long-term growth internationally.