Specialisation increases Give Steel’s bottom line

Give Steel leverede i 2025 et særdeles tilfredsstillende resultat, drevet af specialisering i strategiske segmenter samt fortsat stort fokus på ESG.

In 2025, Give Steel A/S achieved a turnover of DKK 847.5 million and a profit after tax of DKK 59.3 million. The result is partly attributable to a targeted focus on data centres and the pharmaceutical industry. This strong performance was achieved despite geopolitical challenges that impacted the market and led to tougher competition.

“The tighter requirements for documented ESG, safety and risk management are no longer an add-on to our business. They have become central drivers for our development. Documentation is just as important as having a good product. It has become a very important competitive parameter.” Torben Larsen, Give Steel’s CEO and co-owner.

Documentation-driven development

Data centres and the pharmaceutical industry represent a major part of Give Steel’s business. These segments are characterised by having particularly exacting standards for safety, documentation, quality, and ESG. This strategic focus has contributed to increased project activity and earned us a supplier award; Give Steel being named Quality Team of the Month by a major data centre project owner. The collaboration also led to us being nominated as Best Supply Chain Partner of the Year.

Torben Larsen adds “this type of customer is very demanding, so we are indeed proud not only to have been nominated but to have actually won the award. This confirms that we satisfy the highest safety, quality, collaborative and confidence standards.”

Climate goals and certifications

Ambitious climate targets and ISO certifications were important 2025 ESG milestones. Give Steel’s Science Based Targets initiative (SBTi) climate targets have been validated, which means that we have taken our first steps towards achieving Net Zero in 2050.

The triple bottom line

Give Steel operates according to the triple bottom line principle, in which financial accounts are supplemented both by a social bottom line and the company’s carbon accounting.

The social bottom line quantifies the value of welfare savings to the public purse. These amounted to DKK 13.2 million. This result was achieved through 58 CSR recruitments under the “WE GROW PEOPLE” initiative. This corresponds to a social recruitments ratio of 11% and is comprised of apprentices and employees from the fringes of the labour market.

The year’s carbon accounting is still being prepared and is expected to be completed in late April 2026.

2025 key figures

* Parent company, Denmark

** GROW social percentage is calculated as the ratio between the number of CSR recruitments, incl. apprentices, and the average number of employees (headcount) calculated using the Social Sustainability Calculator from www.wegrowpeople.dk.