DC Råstoffer A/S is a Danish A/S based in København S, operating in the Operation of gravel and sand pits and mining of clay and kaolin sector. Incorporated in 2007, the company has 5 employees and reported a gross profit of -DKK 12.0k in its latest annual filing.
| Gross profit | -0M DKK | -12% |
| EBITDA | -0M DKK | +12% |
| Net profit | -0.3M DKK | -13% |
| Total assets | 0.1M DKK | +55% |
| Equity | -16.8M DKK | -2% |
| Employees | 5 | — |
In its most recent annual report (2022), DC Råstoffer A/S reported a gross profit of -DKK 12.0k. The figures on this page draw on 5 annual filings covering 2018 to 2022. The bottom line showed a net loss of DKK 333.0k.
At the end of 2022, current assets covered short-term debt 13.1 times.
| Item | 2022 | 2021 | 2020 | 2019 | 2018 |
|---|---|---|---|---|---|
| Gross profit | -12 | -14 | -12 | -14 | -2,924 |
| Staff expenses | -0 | -0 | -0 | -0 | -1 |
| EBITDA | -12 | -14 | -12 | -14 | -2,926 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | -12 | -14 | -12 | -14 | -2,926 |
| Net financials | -415 | -363 | -387 | -495 | -412 |
| Profit before tax | -427 | -376 | -399 | -510 | -3,338 |
| Tax | -94 | -83 | -88 | -112 | -2,083 |
| Net profit | -333 | -294 | -311 | -398 | -1,254 |
| Item | 2022 | 2021 | 2020 | 2019 | 2018 |
|---|---|---|---|---|---|
| Total assets | 145 | 93 | 891 | 1,851 | 5,376 |
| Equity | -16,806 | -16,473 | -16,180 | -15,869 | -15,471 |
| Long-term debt | 16,940 | 16,556 | 16,611 | 17,710 | 13,240 |
| Short-term debt | 11 | 10 | 460 | 10 | 7,607 |
| Total debt | 16,951 | 16,567 | 17,071 | 17,720 | 20,847 |
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.
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.
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.
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 | 2009 – 2013 |
DK Management | Management | 2007 – 2009 |
RG Management | Management | 2013 – 2018 |
KF Management | Management | 2018 – 2024 |
| Name | Role | Member since |
|---|
GD Chairman | Chairman | 2013 – 2024 |
CM Board of Directors | Board of Directors | 2022 – 2023 |
RS Board of Directors | Board of Directors | 2022 – 2024 |
SL Board of Directors | Board of Directors | 2012 – 2013 |
JC Board of Directors | Board of Directors | 2011 – 2013 |
JL Board of Directors | Board of Directors | 2007 – 2011 |
MA Chairman | Chairman | 2012 – 2013 |
IP Board of Directors | Board of Directors | 2011 – 2013 |
GV Board of Directors | Board of Directors | 2018 – 2022 |
BT Board of Directors | Board of Directors | 2013 – 2013 |
OF Chairman | Chairman | 2010 – 2011 |
RG Board of Directors | Board of Directors | 2013 – 2019 |
PS Board of Directors | Board of Directors | 2013 – 2013 |
EP Board of Directors | Board of Directors | 2013 – 2018 |
KF Board of Directors | Board of Directors | 2023 – 2024 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
DC Industrial NV-SA | Company | 100% | 100% | 2013 |
| Person | Role here | Other companies |
|---|---|---|
| Jan Lyngby Sørensen | Management | 23 companiesMany roles |
| René Sloth Gosvig | Board of Directors | 14 companiesMany roles |
| Sven Lyse | Board of Directors | 9 companiesMany roles |
| Jørgen Christian Jensen | Board of Directors | 6 companiesMany roles |
| Ib Paaskesen | Board of Directors | 4 companies |
| Kim Fynbo Nielsen | Management | 3 companies |
| Morten Amtrup | Chairman | 3 companies |
| Roland Gagel | Management | 1 company |
| Peter Stenderup Jensen | Board of Directors | 1 company |