Since 2007, Doosan Corporation has pushed ahead with active business restructuring by separating Doosan Dong-A, SRS, Doosan Feed & Livestock and Doosan Tower, and by selling Chongga Food, Tech Pack, the liquor division, Samhwa Crown and Closure, and so on. Despite an uncertain external environment stemming from the global financial crisis, the company has generated sustainable profits and has secured a stable cash flow. In order to enhance the transparency of its corporate governance and to increase its shareholders’ value, the company merged with Doosan Mottrol Holdings and Doosan Mottrol in July 2010.
Doosan Corporation has also stepped up its efforts to build financial infrastructure and establish a sound financial structure including the reorganization of its systems, in order to achieve financial innovation and to comply with IFRS.
In 2012, the company’s year-over-year operating income dropped by KRW 50.4 billion to KRW 143.7 billion, with a revenue growth rate of -4.6%, which can be attributed to lower dividends and a fall in Mottrol’s operating income due to the contraction of the construction sector in China. The return on equity in 2012 was 4.2%, but the company’s debt ratio fell to 61.1%, 0.4% down from the preceding year, while Debt-to-EBITDA rose to 3.9 times from the 3.1 times the preceding year. In 2012, Doosan managed to create sustainable profits in the face of unfriendly environments such as the continuing financial crisis in Europe and the slowdown of growth in China, and also established the ‘Doosan Way’, the representation of its unique corporate philosophy as well as the foundation for leading the next 100 years.
