Water and Effluent Treatment Magazine
Issue link: https://fhpublishing.uberflip.com/i/670687
leaders 2106 15 duce Doosan in the UK to water clients. The name is now spreading and we have partners and clients coming to us asking if we want to work with them, so the message is getting out there. Doosan Enpure was established aer Korean group Doosan bought the busi- ness of Enpure, which had gone into administration over two years ago. Has what happened to Enpure made you more aware of the risks? It has probably made us more selec- tive in who we work with and the types of project we go for, and the contractual structures. We look at all three now. Looking at Imtech [Water, Waste & Energy], their demise was because they were in too many integrated joint ven- tures, and this is my personal opinion, where you have a process contractor tak- ing on civils risk and they're not big enough to stand the downside of the civ- ils risk it effects them in a big way. If we get approached by a civil contrac- tor who wants an integrated joint venture we walk away from it. We're not interested. We're quite happy managing our own risk. How do you see the next couple of years going? I think they will be strong for Doosan Enpure with the order intake secured in 2015/16, and you'll see huge growth within the company. Based on our pipe- line of opportunities we could quite quickly be a £15M turnover business within the next couple of years, and that's possibly conservative. If some of the overseas opportunities transpire then that could quite easily approach £100M – that's a big 'if '–in the next three to four years. Some of the pro- jects we are looking at are quite large but are not beyond our capability working with our parent company. That growth is sustainable based on being selective. If we do projects based on technologies that we know and have in- house then it is sustainable but provided we are selective in our structures and partners. That's the key. What we don't want to do is end up in relationships where we're taking on risk that we don't know about. That's where previously we've had issues in the market place. THE NUMBERS 2012 2013 2014 % cHaNgE Sales £M n/a 2.3 11.2 392 Gross profit £M n/a 0.3 1.4 386 Operating profit £M n/a -0.7 0.1 108 Pre-tax profit £M n/a -0.7 0.0 105 Staff n/a 20 28 40 Net assets £M n/a 2.2 2.2 1 THE RaTIOS 2012 2013 2014 % cHaNgE Return on capital % n/a -30.3 1.5 105 Gross margin % n/a 12.3 12.2 -1 Operating margin % n/a -29.5 0.5 102 Net margin % n/a -29.6 0.3 101 Sales/employee £K n/a 113.8 399.6 251 The Bellazone treatment works project was one of three targeted by Doosan Enpure The LeADeRS 2016