Dansk Gymnastik & Idrætsforbund (DGI) Due Diligence

Run due diligence on Dansk Gymnastik & Idrætsforbund (DGI): check compliance and get alerts when suppliers change.

Denmark · www.dgi.dk · 10 vendors

Dansk Gymnastik & Idrætsforbund (DGI) is a national sports association in Denmark dedicated to strengthening local amateur sports clubs and promoting physical activity, community, and health among the Danish population. It supports over 6,700 clubs with more than 1.8 million members, offering a wide range of activities from gymnastics to e-sport.

Resilience scores

Technology vendors

Services catalogue

1 service in catalogue across 1 category; runs on 10 sub-vendors.

Insights

Last updated 2026-09-13 · revision 2

10 direct vendors, 155 subvendors

Direct vendors by controlling owner country (sample)

Subvendors by controlling owner country (sample)

Compliance

7 in-scope frameworks identified; showing 3.

Danish Data Protection Act — Evidence found

Evidence: https://www.dgi.dk/om-dgi/privatlivspolitik, https://www.datatilsynet.dk/english, https://www.retsinformation.dk/eli/lta/2018/502

Danish Våbenloven — No public evidence

Evidence: https://sites.dgi.dk/skv, https://www.dgi.dk, https://www.retsinformation.dk/eli/lta/2019/67

EU Cookie Law — Evidence found

Evidence: https://www.dgi.dk/om-dgi/cookiepolitik, https://www.datatilsynet.dk/english/guidance/cookies, https://www.retsinformation.dk/eli/lta/2011/1148

Financials

Three-year financials

Financial Resilience Score: 8/10

DGI is a large, financially resilient Danish non-profit sports federation benefiting from quasi-public funding stability through the Danish state's udlodningsmidler (lottery/gaming proceeds distribution), which represents its largest and most predictable single income stream. Historically, the DGI national organisation's total annual income has been in the range of DKK 500-650 million, with the full DGI-system reporting significantly higher figures when consolidated with the 14 regional landsdelsforeninger. The organisation maintains a very large member base (approximately 2.0 million members, 6,750 clubs, 263,000 volunteers) providing broad political legitimacy. Equity/reserves have historically been substantial for a non-profit — reported in the low hundreds of millions of DKK — reflecting long accumulated reserves and property holdings including DGI Byen in Copenhagen and other DGI-huse (held in separate associated entities). Reserves have historically covered 6+ months of operating expenses. As a non-profit federation, DGI does not report EBIT in the corporate sense; its P&L reports 'årets resultat' (net result), which historically fluctuates around zero — modest surplus in normal years, larger surpluses in Landsstævne years, and possible deficit years when strategic investments are made. Revenue diversification through course fees, events (Royal Run, Landsstævne), and project grants from foundations like Nordea-fonden and TrygFonden further supports resilience.

Key strengths: Stable quasi-public funding base through Danish udlodningsmidler (statutory state gaming distribution), Very large member base of approximately 2.0 million members across 6,750 clubs, 263,505 volunteers providing operational capacity, Diversified secondary income including courses (2,662/year), Royal Run event, and project grants, Strong equity/reserves position historically covering 6+ months of operating expenses, Property and infrastructure holdings including DGI Byen and Vingsted centre, Long operating history dating to 1992 merger with predecessor organisations from 19th century

Risk factors: Political/regulatory concentration risk on udlodningsmidler and folkeoplysningstilskud allocation rules, Event risk on quadrennial Landsstævne (COVID-19 cancellation precedent), Cost inflation on staff, facilities and events with limited pricing power, Governance transition risk with ongoing search for new chairperson in 2025, Structural competition with DIF (Danmarks Idrætsforbund) for members and public funds, Grant income not automatically indexed to inflation

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