[Edaily Marketin LEE GEON-EOM Reporter] Lee Sang-won, CEO of Daelim Trading ( DaelimTrading(006570) ), announced his ambition to significantly improve the company’s financial structure and revitalize its core business by realizing the value of idle assets. The plan goes beyond simply selling real estate; it aims to leverage the manufacturing competitiveness built up over 56 years as a driving force for actual profits and future growth.

In an interview with E-Daily on the 8th, CEO Lee stated, “As sales have increased, our top priority is to establish a profit structure that directly translates into operating profit and cash flow,” adding, “We are redesigning the company’s overall cost, production, and asset structures from scratch.”

Founded in 1970, DaelimTrading is a leading Korean bathroom specialty company that has grown by focusing on faucets, sanitary ware, and bidets. Since listing on the KOSPI in 1975, it has firmly established overseas production and export networks in Japan, China, Indonesia, and other countries.

CEO Lee believes that to weather the slowdown in the construction sector and the surge in raw material prices, mere external growth is insufficient; the company must fundamentally transform its business structure.

Signs of this transformation are already evident in the numbers. DaelimTrading’s standalone revenue for the first half of 2026 reached 58.3 billion won, a 20.9% increase year-over-year, while its operating loss decreased by 55.9% to 1.2 billion won. Consolidated revenue (68.3 billion won) also rose by 15.2%, demonstrating simultaneous improvements in profitability and revenue growth.

Regarding the sale of the Jeungpyeong plant—which has recently drawn significant market attention—CEO Lee firmly dismissed the simplistic view that it was “for the purpose of securing liquidity.” The combined value of the Jeungpyeong plant (appraised at 55.2 billion won) and the Incheon Geomdan facility (78.9 billion won), both up for sale, totals 134.1 billion won.

He explained, “Holding good assets and having those assets fully recognized in corporate valuation are entirely different matters,” adding, “We will reduce fixed costs associated with holding large-scale real estate and use the secured funds to repay loans, thereby significantly lowering financial expenses.”

He added, “Since the sale of the factories signifies a redesign of production processes and logistics systems rather than a relocation, we will maintain facilities of an appropriate scale in the Chungcheong region even after the sale to continue functioning as a core production hub.”

CEO Lee also revealed plans to streamline the domestic production structure while aggressively expanding overseas operations. The strategy involves elevating the company’s Indonesian subsidiary—which currently employs approximately 730 people and occupies 10,212 pyeong—from a mere low-cost production base to a core hub for production, sales, and exports in Southeast Asia.

The company has also fleshed out its global expansion strategy. CEO Lee stated, “In Japan, we will expand our new product lineup based on our solid customer base, while in Vietnam and Indonesia, we will pursue direct market penetration.” He added, “In the North American market, we will expand our reach beyond online business-to-consumer (B2C) transactions to include original equipment manufacturing (OEM) and business-to-business (B2B) operations.”

Its flagship bathroom business is also evolving into a “total solutions” provider. Whereas the company previously sold faucets and sanitary ware individually, its current strategy is to provide a comprehensive package—including bathroom furniture, tiles, and premium imported brands—to maximize average transaction value and profitability per project.

DaelimTrading has already secured a pipeline of 45.5 billion won in pre-specified (SPEC) orders from major construction companies through 2028. This is particularly significant as it marks the company’s success in overcoming the stringent specification barriers set by construction firms, which place a high premium on product quality and brand reliability.

The company has also left the door open for expansion into new businesses. Its stance is to first secure financial stability and then actively explore new growth engines with external strategic partners that can create synergies with its existing assets and distribution networks.

Finally, regarding criticism that the company’s market value is undervalued, CEO Lee responded, “Rather than artificially propping up the stock price, we will respond by turning around our core business and achieving tangible improvements in profitability.”

He expressed confidence, stating, “This year marks the first year of laying the foundation for structural reform,” and added, “Starting in 2027, as business-to-business (B2B) orders ramp up in earnest and the average selling price (ASP) rises, it will be a time when the company’s intrinsic value is proven by the numbers.”

Meanwhile, CEO Lee, who took office this year, is regarded as a hands-on strategic expert with extensive experience in both field operations and management strategy. He is credited with laying the groundwork for production efficiency and quality control during his tenure as plant manager, and with leading the company’s overall management systems and risk management as the executive in charge of the management headquarters.

In his inaugural address, CEO Lee outlined three key management directions: △thorough management innovation, △internalization of sound management practices, and △establishment of a foundation for sustainable growth.