CSC Datalab A/S
A/SDissolvedAdvertising protectionCVR 17260936Retortvej 8, 2500 ValbyComputerprogrammering· NACE 620100Est. 1993 · 33 years old0 employees
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Riskpilot← Back to searchSign inGet full accessCSC Datalab A/S is a Danish A/S based in Valby, operating in the Computerprogrammering sector. Incorporated in 1993, the company has 0 employees and reported a gross profit of DKK 20.6m in its latest annual filing.
| Gross profit | 20.6M DKK | -19% |
| EBITDA | 94.3M DKK | +495% |
| Net profit | 67M DKK | +1457% |
| Total assets | 70.6M DKK | +606% |
| Equity | -223.4M DKK | +23% |
| Employees | 0 | — |
In its most recent annual report (2014), CSC Datalab A/S reported a gross profit of DKK 20.6m, a decrease of 19% on the year before. The figures on this page draw on 3 annual filings covering 2012 to 2014. The bottom line showed a net profit of DKK 67.0m, and the EBITDA margin stood at 457.6%.
At the end of 2014, current assets covered short-term debt 0.2 times.
| Item | 2014 | 2013 | 2012 |
|---|---|---|---|
| Gross profit | 20,607 | 25,357 | 27,138 |
| Staff expenses | -9,293 | -9,512 | -12,102 |
| EBITDA | 94,296 | 15,845 | 15,036 |
| Depreciation & amort. | -41,491 | 7,714 | 10,196 |
| EBIT | 52,805 | 8,131 | 4,840 |
| Net financials | -4,461 | -4,422 | -5,795 |
| Profit before tax | 48,344 | 3,709 | -955 |
| Tax | -18,626 | -591 | -5,596 |
| Net profit | 66,970 | 4,300 | 4,641 |
| Item | 2014 | 2013 | 2012 |
|---|---|---|---|
| Total assets | 70,550 | 9,997 | 24,657 |
| Equity | -223,396 | -290,366 | -294,666 |
| Long-term debt | 0 | 296,215 | 0 |
| Short-term debt | 293,946 | 4,148 | 319,323 |
| Total debt | 293,946 | 300,363 | 319,323 |
28 financial ratios from the latest filing, each graded against companies in the same industry.
Net profit as a percentage of total assets — the return generated on the capital employed.
EBIT relative to total assets — the company's earning power before the effects of tax and financial leverage.
The gross result as a share of revenue — how much of the revenue is left after variable costs to cover the company's fixed costs.
EBIT as a share of revenue — the share of revenue remaining as earnings once all operating costs are covered. A key measure of earning power.
The profit for the year as a share of revenue — the company's ability to turn revenue into profit.
Net profit as a percentage of equity — the return the owners earned on their invested capital this year.
Profit relative to net assets (total assets minus total debt) — the ability to generate earnings from the net asset base alone.
Shows how strongly fixed costs weigh on the gross result — a high ratio means fixed costs take only a small bite out of the earnings from basic operations.
Current assets relative to short-term debt — the ability to settle short-term obligations with current assets alone. Around 150% is considered satisfactory from a credit perspective.
Current assets excluding inventory relative to short-term debt — whether the most liquid assets alone can cover the short-term obligations. A value of 1 or above signals a healthy liquidity position.
Cash relative to short-term debt — the ability to repay short-term obligations with cash alone.
Cash flow relative to profit — the ability to convert reported profits into accessible cash.
Current assets relative to equity — an indicator of the balance-sheet structure and of the company's short- and long-term financing. The healthy level is highly industry-dependent.
Fixed assets relative to long-term capital (equity plus long-term liabilities). Below 100% means the long-term capital finances more than just the fixed assets — a healthier liquidity position.
Equity as a share of total assets — the ability to absorb losses. Around 40% is considered satisfactory from a credit perspective.
Total debt relative to the balance-sheet total — the share of the assets financed by debt rather than equity.
Profit relative to debt — the ability to create earnings while operating with debt.
EBITDA relative to debt — how much operating earnings are available to service the debt.
The ability to pay the interest on the company's debt out of its earnings.
Financial expenses relative to total liabilities — the effective interest rate the company pays on its debt.
The return on assets minus the interest rate on debt. Positive means the company benefits from operating with debt; negative means the debt makes it worse off.
Debt relative to equity — the company's leverage. A higher value means heavier reliance on debt financing.
Total liabilities relative to equity — whether the company operates primarily on borrowed capital or on its own.
Total equity relative to the capital the owners contributed — how the equity has developed from its starting point.
The size of this year's increase or decrease in the company's debt.
Revenue relative to total assets — the ability to generate revenue from the asset base.
Revenue relative to inventory — how many times a year the inventory is sold and replaced. A low value can indicate weak sales or excess inventory.
The size of this year's increase or decrease in the company's equity.
| Name | Role | Member since |
|---|
JL Management | Management | 1993 – 1994 |
MT Chief Executive Officer | Chief Executive Officer | 2002 – 2003 |
PJ Chief Executive Officer | Chief Executive Officer | 2013 – 2014 |
PE Management | Management | 1993 – 1994 |
JV Management | Management | 1997 – 1999 |
ET | Audit | 1993 – 1994 |
FL Chief Executive Officer | Chief Executive Officer | 2005 – 2013 |
SD Management | Management | 1993 – 1997 |
OF Chief Executive Officer | Chief Executive Officer | 2003 – 2005 |
| Name | Role | Member since |
|---|
LO Board of Directors | Board of Directors | 1997 – 2002 |
US Chairman | Chairman | 1993 – 1994 |
CN Board of Directors | Board of Directors | 1993 – 1997 |
AO Board of Directors | Board of Directors | 2002 – 2006 |
HB Board of Directors | Board of Directors | 2007 – 2012 |
SR Chairman | Chairman | 2007 – 2010 |
AJ Board of Directors | Board of Directors | 2011 – 2013 |
PM Board of Directors | Board of Directors | 2002 – 2007 |
TB Board of Directors | Board of Directors | 2012 – 2014 |
OT Board of Directors | Board of Directors | 1995 – 1997 |
NJ Chairman | Chairman | 1997 – 2000 |
MT Board of Directors | Board of Directors | 2002 – 2004 |
KA Chairman | Chairman | 1995 – 1996 |
PD Board of Directors | Board of Directors | 2014 – 2014 |
JI Board of Directors | Board of Directors | 2002 – 2003 |
AF Board of Directors | Board of Directors | 2012 – 2014 |
PE Board of Directors | Board of Directors | 1993 – 1994 |
BH Deputy Chairman | Deputy Chairman | 2002 – 2006 |
BS Chairman | Chairman | 1997 – 1997 |
JV Board of Directors | Board of Directors | 1997 – 1999 |
UL Board of Directors | Board of Directors | 1993 – 1997 |
JF Chairman | Chairman | 2012 – 2014 |
FL Board of Directors | Board of Directors | 2005 – 2010 |
AR Board of Directors | Board of Directors | 1993 – 1994 |
TJ Chairman | Chairman | 1993 – 1995 |
JM Chairman | Chairman | 1993 – 1997 |
HD Board of Directors | Board of Directors | 2010 – 2011 |
NL Board of Directors | Board of Directors | 2014 – 2014 |
GM Chairman | Chairman | 2010 – 2012 |
KP Chairman | Chairman | 2002 – 2007 |
KE Board of Directors | Board of Directors | 2002 – 2006 |
HC Board of Directors | Board of Directors | 1993 – 1994 |
OF Board of Directors | Board of Directors | 2004 – 2005 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Per Emil Hasselbalch Stakemann | Management | 236 companiesMany roles |
| Hans Christian Galst | Board of Directors | 11 companiesMany roles |
| Freddy Lykke Nielsen | Chief Executive Officer | 10 companiesMany roles |
| John Lucas | Management | 8 companiesMany roles |
| Olaf Fritjof Lind | Chief Executive Officer | 5 companies |
| Nicky Lindberg-Holst | Board of Directors | 5 companies |
| Bent Hansen | Deputy Chairman | 4 companies |
| Ulf Svejgaard Poulsen | Chairman | 3 companies |
| Erik Tronborg Andersen | Audit | 2 companies |
| Carl Nielsen | Board of Directors | 2 companies |
| Hanne Bay | Board of Directors | 2 companies |
| Johnny Ib Rasmussen | Board of Directors | 2 companies |
| Lars Oksbjerre | Board of Directors | 1 company |
| Anders Otto Larsen | Board of Directors | 1 company |
| Steen Rasmussen | Chairman | 1 company |
| Tommy Brandt | Board of Directors | 1 company |
| Bent Søren Østergaard Bansholt | Chairman | 1 company |
| Tom Jacobsgaard | Chairman | 1 company |
| Knud Elmer Andersen | Board of Directors | 1 company |