D N Embroideries Profile
Key Indicators
- Authorised Capital ₹ 3.00 M
as on 04-01-2025
- Paid Up Capital ₹ 0.91 M
as on 04-01-2025
- Company Age 19 Year, 9 Months
- Last Filing with ROC 31 Mar 2016
- Open Charges ₹ 3.99 M
as on 04-01-2025
- Revenue %
(FY 2016)
- Profit -158.69%
(FY 2016)
- Ebitda -324.71%
(FY 2016)
- Net Worth -1.11%
(FY 2016)
- Total Assets 26.26%
(FY 2016)
About D N Embroideries
The Company is engaged in the Fashion And Textile Industry.
The Company's status is Active, and it has filed its Annual Returns and Financial Statements up until 31 March 2016. It's a company limited by shares with an authorized capital of Rs 3.00 M and a paid-up capital of Rs 0.91 M.
The company currently has active open charges totaling ₹3.99 M.
Deepak Kumar and Suraj serve as directors at the Company.
- CIN/LLPIN
U18101DL2005PTC135125
- Company No.
135125
- Company Classification
Private Limited Indian Non-Government Company
- Incorporation Date
20 Apr 2005
- Date of AGM
30 Sep 2016
- Date of Balance Sheet
31 Mar 2016
- Listing Status
Unlisted
- ROC Code
Roc Delhi
Industry
Company Details
- Location
Delhi, India
- Telephone
- Email Address
- Website
-
- Social Media-
Who are the key members and board of directors at D N Embroideries?
Board Members (2)
| Name | Designation | Appointment Date | Status |
|---|---|---|---|
Deepak Kumar  | Additional Director | 08-Mar-2018 | Current |
| Suraj | Additional Director | 18-Aug-2017 | Current |
Financial Performance of D N Embroideries.
D N Embroideries Private Limited, for the financial year ended 2016, experienced no change in revenue, with a 0% increase. The company also saw a substantial fall in profitability, with a 158.69% decrease in profit. The company's net worth dipped by a decrease of 1.11%.
- Key Matrics
- Balance Sheet
- Profit and Loss
- Cash Flow
- Ratios
| Metrics |
| (FY 2022) | (FY 2021) | (FY 2020) | (FY 2019) | ||
|---|---|---|---|---|---|---|---|
| Total Revenue | |||||||
| Revenue from Operations | |||||||
| Total Assets |
| ||||||
| Profit or Loss |
| ||||||
| Net Worth |
| ||||||
| EBITDA |
|
What is the Ownership and Shareholding Structure of D N Embroideries?
In 2016, D N Embroideries had a promoter holding of 100.00%. Access key insights, ownership, including shareholding patterns, funding, foreign investors, KMP remuneration, group structure, and overseas investments.
Related Corporates (Common Directorship)
Charges (Loans)
₹3.99 M
₹0
Charges Breakdown by Lending Institutions
- The State Industrial Investment Corporation Of Maharashtra L : 0.40 Cr
Latest Charge Details
| Date | Lender | Amount | Status |
|---|---|---|---|
| 23 Jun 1980 | The State Industrial Investment Corporation Of Maharashtra L | ₹3.88 M | Open |
| 13 Mar 1980 | The State Industrial Investment Corporation Of Maharashtra L | ₹0.12 M | Open |
How Many Employees Work at D N Embroideries?
Unlock and access historical data on people associated with D N Embroideries, such as employment history, contributions to the Employees' Provident Fund Organization (EPFO), and related information.
Deals i
Gain comprehensive insights into the Deals and Valuation data of D N Embroideries, offering detailed information on various transactions, including security allotment data. Explore the intricate details of financial agreements, mergers, acquisitions, divestitures, and strategic partnerships that have shaped D N Embroideries's trajectory.
Rating
Access the credit rating data, providing valuable insights into the company's creditworthiness and financial stability. Explore assessments from leading credit rating agencies, evaluating factors such as debt obligations, liquidity, profitability, and overall financial health.
Alerts
Stay informed about regulatory alerts and litigation involving and associated companies. Receive timely updates on legal proceedings, regulatory changes, and compliance issues that may impact the company's operations, reputation, and financial performance. Monitor litigation involving subsidiaries, joint ventures, and other affiliated entities to assess potential risks and liabilities.
