The family-led industrial group integrates carbide materials, rotary tools, and system-level engineering to serve automotive, aerospace, and heavy industry through close cooperation among globally recognized brands.
Thank you, Madam President, for joining us. This year, our focus is on analyzing Korea’s “small giants” — companies with the innovation and strength to become global champions. It’s an honor to have you with us.
Thank you, I’m delighted to be here.
Over the past decade, Korea’s growth has largely been driven by our major conglomerates — Samsung, Hyundai, LG. But what’s equally important is how these large corporations have helped cultivate a strong ecosystem of suppliers. Material providers, component manufacturers, and technology specialists have emerged to support them, and this has led to the creation of a highly capable SME sector.
As DINE continues expanding globally, I’ve come to realize that while big corporations take the lead, it’s the mid-sized and smaller firms that sustain innovation and industry. They are the real backbone of Korea’s competitiveness.
So when I was invited to take part in this feature, I immediately said yes. It’s not only to promote DINE but also to represent the many Korean SMEs that are quietly doing extraordinary work around the world. We’re currently active in around 80 to 100 countries, and if younger readers see us here, I think it will make all our team members feel proud and inspired.
Many Korean companies are eager to strengthen their presence on the global stage. What, in your view, should be their main focus to succeed internationally?
That’s an excellent question. Korea’s overall economic position is very strong. We consistently rank among the world’s top ten economies, both in GDP and industrial capability.
If you look specifically at sectors like tooling and precision manufacturing — which DINE is part of — Korean companies have made tremendous progress. For example, in the global cutting tool market, while major players like Sandvik and Kennametal have a long history, Korean firms, including ours, began exporting more than 50 years ago.
That early push for exports came from necessity. Our domestic market was small but highly competitive, so we had to look outward. The 1997 IMF crisis was a painful turning point, but it taught us responsibility and resilience. Since then, we’ve been quick to explore markets others avoided — like China and Russia — and that gave us a competitive edge.
Today, I would say Korean firms in our field are not far behind the global leaders.
Dine Headquarter
How would you describe Korea’s current standing compared with other industrial powers — for example, Japan, China, or Germany?
I’d say Korea is extremely well-positioned. We are diligent, fast, and precise — qualities that are indispensable in manufacturing.
Japan, while still technologically advanced, tends to be inward-looking. They have a proud tradition and strong domestic base, but they’re slower to cooperate internationally. China, on the other hand, has been competitive largely due to government support and subsidies. Without those, many Chinese manufacturers would struggle to maintain the same level of competitiveness.
Korean companies are different. We are efficient, service-oriented, and quick to adapt. We respect our customers and pride ourselves on speed and reliability. That combination — technical skill plus service mentality — makes Korea one of the best choices for new global partnerships.
Even top global executives, such as those from Microsoft and leading IT firms, are visiting Korea more frequently now. They come curious and leave impressed, realizing that aside from politics, our industry and workforce are fully prepared to compete globally.
Let’s move to technology. The global manufacturing landscape is changing quickly — with electrification in automotive, lightweight materials in aerospace, and new materials in healthcare and defense. How do these trends affect DINE’s business and the partners you work with?
These changes are reshaping the entire industrial environment. In automotive and aerospace especially, there’s a strong move toward lighter materials — but we must never compromise safety and strength.
Metal remains crucial for its durability and toughness. At DINE, we don’t limit ourselves to carbide or diamond tools. We’re continuously researching new materials such as aluminum alloys and advanced composites like CFIP (Carbon Fiber Impregnated Polymer).
Korloy, one of our group companies, focuses on carbide material research, while DINE designs tooling systems that optimize their use. Because our branches interact directly with customers worldwide, we gather feedback in real time and incorporate it into R&D. Our engineers attend global conferences, monitor market changes, and develop new products accordingly.
So while materials are evolving, our mission remains clear — to design faster, stronger, and more cost-efficient tooling systems that keep our customers competitive.
Hydraulic expansion chuck - DHE
DINE Group now consists of several affiliated companies — DINE, Korloy, WIDIN, and DSP. Could you tell us how these companies work together? How do you create synergy while maintaining each company’s independence?
Certainly. Every merger or partnership we’ve made has been strategic — an upgrade that extends our existing capabilities.
When DINE’s founder started over 60 years ago, he began with alloy cutting tools. As we developed, we realized that exporting required more than just a single product. We needed complete solutions — from end tools to tooling systems — so DINE was established to fill that gap.
Later, we recognized the need for rotary tools and acquired WIDIN to strengthen that segment. Each company now plays a specific role:
These companies form a total-solution ecosystem. I oversee the group’s direction, but each has its own CEO. We meet every two months to coordinate, ensure no overlap, and share resources.
We operate more like a family than a conglomerate. We value stability and collaboration over aggressive expansion. Companies like Hermès or Estée Lauder are good examples — family-led, focused on craftsmanship and continuity. That’s also the philosophy behind DINE Group.
What makes this “family business model” important to you, especially in today’s era of rapid M&A and globalization?
Because sustainability matters more than speed. Many private equity funds buy companies, grow them briefly, and sell them in five years. I don’t believe in that.
For me, business is about long-term responsibility — building something lasting and handing it over to the next generation in better shape. That’s what I call sustainable management.
Your group’s total revenue recently reached about 364 billion KRW — with DINE contributing roughly 100 billion and Korloy around 220 billion. What do you see as your key growth engines over the next three to five years?
Our main focus is upgrading our products and expanding into higher value-added sectors.
We’re investing in premium technologies — CBN inserts, next-generation P-grade materials, and platform-based tooling systems — to strengthen competitiveness in sectors like aerospace and heavy machinery.
At the same time, automation and smart manufacturing will be major drivers. We’re enhancing our ability to provide integrated solutions and faster responses to customer needs. That includes exploring robotics and advanced rotary tooling systems.
Geographically, we plan to deepen our presence in India, Southeast Asia, and North Africa — regions where we still have room to grow. Although we already sell in nearly 100 countries, our direct branches number 17, so there’s significant potential ahead.
Will this expansion involve new partnerships or acquisitions in those regions?
Not at the moment. I have no interest in short-term acquisitions. Many firms buy and sell within five years — I find that approach very transactional.
We’re a family business. We believe in sustainable, steady growth based on real capability. But of course, our next-generation leaders may have their own strategies — and I’ll fully support their vision if it aligns with our values.
Speaking of the next generation — if we meet again in 2030, what kind of future do you hope to see for DINE, and personally for yourself?
That’s a meaningful question. Honestly, I don’t know exactly what I’ll be doing in 2030, but my short-term goal is clear: I want to empower the younger generation.
My role now is to support them, not to lead them. I want our next leaders to be bold, creative, and fast. They understand AI, digitalization, and IoT far better than we older executives do.
So, I’ll focus on creating an environment where they can innovate freely — where DINE can keep introducing new ideas, new products, and new technologies. If we meet again in 2030, I hope you’ll see a company that’s more digital, more global, and fully led by its new generation.
Interested in learning more? Click here: https://dine.co.kr/en/
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