Dalum Papir A/S
A/SIn liquidationCVR 20284196Axeltorv 2, 1609 København VActivities of agents involved in non-specialised wholesale· NACE 4619Est. 1997 · 29 years old3 employees
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Riskpilot← Back to searchSign inGet full accessDalum Papir A/S is a Danish A/S based in København V, operating in the Activities of agents involved in non-specialised wholesale sector. Incorporated in 1997, the company has 3 employees.
| Gross profit | — | — |
| EBITDA | -348K DKK | -86% |
| Net profit | -327.7K DKK | -112% |
| Total assets | 497.5K DKK | -76% |
| Equity | 260K DKK | +104% |
| Employees | 3 | — |
The figures on this page draw on 5 annual filings covering 2021 to 2025. The bottom line showed a net loss of DKK 327.7k.
At the end of 2025, equity financed 52.3% of the balance sheet, and current assets covered short-term debt 2.1 times.
No figures reported for this period.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Gross profit | — | — | — | — | — |
| Staff expenses | -0 | -0 | -0 | -0 | -0 |
| EBITDA | -348 | -187 | -367 | -1,378 | -248 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | -348 | -187 | -367 | -1,378 | -248 |
| Net financials | 15 | 33 | 38 | 71 | 36 |
| Profit before tax | -333 | -154 | -329 | -1,308 | -211 |
| Tax | -5 | -0 | -0 | -0 | -0 |
| Net profit | -328 | -154 | -329 | -1,308 | -211 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 498 | 2,083 | 2,180 | 3,108 | 3,715 |
| Equity | 260 | -6,328 | -6,174 | -5,844 | -4,537 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 238 | 8,411 | 8,354 | 8,952 | 8,252 |
| Total debt | 238 | 8,411 | 8,354 | 8,952 | 8,252 |
28 financial ratios from the latest filing, each graded against companies in the same industry.
Net profit as a percentage of equity — the return the owners earned on their invested capital this year.
Net profit as a percentage of total assets — the return generated on the capital employed.
Profit relative to net assets (total assets minus total debt) — the ability to generate earnings from the net asset base alone.
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.
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.
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.
Cash flow relative to profit — the ability to convert reported profits into accessible cash.
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.
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.
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.
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 |
|---|---|---|
| Current (2) | ||
LM Liquidator | Liquidator | 2019 |
MJ Liquidator | Liquidator | 2019 |
MP Deputy | Deputy | 2007 – 2013 |
KB Deputy | Deputy | 1999 – 2000 |
HK Chief Executive Officer | Chief Executive Officer | 2006 – 2008 |
NJ Audit | Audit | 1997 – 1997 |
OT Management | Management | 2006 – 2007 |
JN Chief Executive Officer | Chief Executive Officer | 2008 – 2012 |
TF Deputy | Deputy | 2003 – 2007 |
SL Deputy | Deputy | 2011 – 2013 |
KP Deputy | Deputy | 1999 – 2004 |
VC Management | Management | 1997 – 1997 |
KA Management | Management | 1999 – 1999 |
AM Chief Executive Officer | Chief Executive Officer | 2012 – 2019 |
EL Management | Management | 1997 – 1999 |
PM | Deputy | 2007 – 2011 |
| Name | Role | Member since |
|---|
MM Deputy Chairman | Deputy Chairman | 2007 – 2008 |
KB Board of Directors | Board of Directors | 2000 – 2003 |
MW Board of Directors | Board of Directors | 2007 – 2011 |
HK Board of Directors | Board of Directors | 2007 – 2010 |
JP Board of Directors | Board of Directors | 2011 – 2013 |
HV Board of Directors | Board of Directors | 1999 – 2002 |
LG Board of Directors | Board of Directors | 1999 – 1999 |
HM Board of Directors | Board of Directors | 1997 – 1997 |
TD Board of Directors | Board of Directors | 1999 – 2000 |
DV Board of Directors | Board of Directors | 2007 – 2007 |
EV Board of Directors | Board of Directors | 2004 – 2013 |
BR Board of Directors | Board of Directors | 1999 – 2007 |
OT Chairman | Chairman | 2007 – 2009 |
EP Board of Directors | Board of Directors | 1999 – 2004 |
JK Chairman | Chairman | 1999 – 2007 |
JB Deputy Chairman | Deputy Chairman | 1999 – 2007 |
EK Board of Directors | Board of Directors | 1997 – 1999 |
FK Board of Directors | Board of Directors | 2003 – 2007 |
JN Board of Directors | Board of Directors | 2009 – 2012 |
HF Board of Directors | Board of Directors | 2018 – 2019 |
VC Board of Directors | Board of Directors | 1997 – 1997 |
KA Chairman | Chairman | 1998 – 1999 |
PH Chairman | Chairman | 1997 – 1998 |
CJ | Chairman | 2009 – 2011 |
AM Board of Directors | Board of Directors | 2012 – 2019 |
SB Board of Directors | Board of Directors | 1997 – 1997 |
PJ Board of Directors | Board of Directors | 2009 – 2011 |
SE Deputy Chairman | Deputy Chairman | 1999 – 1999 |
GM Chairman | Chairman | 2012 – 2015 |
AP Chairman | Chairman | 2015 – 2019 |
IA Board of Directors | Board of Directors | 2009 – 2014 |
JM Board of Directors | Board of Directors | 2007 – 2009 |
EL Board of Directors | Board of Directors | 1997 – 1999 |
PJ Board of Directors | Board of Directors | 2009 – 2018 |
EC Board of Directors | Board of Directors | 2008 – 2009 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Individual | 100% | 100% | 2018 | |
| Individual | 100% | 100% | 2013 |
| Person | Role here | Other companies |
|---|---|---|
| Victor Christoffersen | Management | 206 companiesMany roles |
| Sebastian Benjamin Bahn Christoffersen | Board of Directors | 48 companiesMany roles |
| Henrik Kaa Andersen | Chief Executive Officer | 23 companiesMany roles |
| Helen Mimi Janniche | Board of Directors | 18 companiesMany roles |
| Dorrit Vanglo | Board of Directors | 14 companiesMany roles |
| Ole Theilvig | Management | 5 companies |
| Nis Jørn Bennetzen | Audit | 4 companies |
| Erik Krog Larsen | Board of Directors | 4 companies |
| Jens Kampmann | Chairman | 2 companies |
| Flemming Kragh Egebjerg | Board of Directors | 1 company |