RE5 ApS is a Danish APS based in Frederiksberg C, operating in the Non-specialised wholesale trade sector. Incorporated in 2000, the company has 2 employees and reported a gross profit of -DKK 1.3m in its latest annual filing.
| Gross profit | -1.3M DKK | -30931% |
| EBITDA | -2.6M DKK | -98% |
| Net profit | -3.3M DKK | -60% |
| Total assets | 1M DKK | +2089% |
| Equity | -34M DKK | -11% |
| Employees | 2 | — |
In its most recent annual report (2025), RE5 ApS reported a gross profit of -DKK 1.3m, a decrease of 30931% on the year before. The figures on this page draw on 5 annual filings covering 2021 to 2025. The bottom line showed a net loss of DKK 3.3m.
At the end of 2025, current assets covered short-term debt 0 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Gross profit | -1,325 | 4 | -154 | -763 | -592 |
| Staff expenses | -1,229 | -1,296 | -1,420 | -832 | -910 |
| EBITDA | -2,555 | -1,292 | -1,573 | -1,594 | -1,502 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | -2,555 | -1,292 | -1,573 | -1,594 | -1,502 |
| Net financials | -771 | -790 | -753 | -586 | -523 |
| Profit before tax | -3,325 | -2,082 | -2,327 | -2,180 | -2,025 |
| Tax | -0 | -0 | -0 | -0 | -0 |
| Net profit | -3,325 | -2,082 | -2,327 | -2,180 | -2,025 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 989 | 45 | 41 | 39 | 336 |
| Equity | -34,018 | -30,693 | -28,611 | -26,284 | -24,103 |
| Long-term debt | 3,481 | 3,380 | 3,282 | 3,186 | 3,093 |
| Short-term debt | 31,526 | 27,358 | 25,370 | 23,136 | 21,346 |
| Total debt | 35,007 | 30,738 | 28,652 | 26,322 | 24,439 |
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.
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.
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.
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.
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.
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.
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 |
|---|---|---|
| Current (1) | ||
PS Management | Management | 2013 |
MU Management | Management | 2000 – 2003 |
LC Chief Executive Officer | Chief Executive Officer | 2005 – 2013 |
SS Management | Management | 2000 – 2000 |
CE | Audit | 2000 – 2000 |
TM Chief Executive Officer | Chief Executive Officer | 2003 – 2005 |
| Name | Role | Member since |
|---|---|---|
| Current (3) | ||
PS Board of Directors | Board of Directors | 2016 |
MN Chairman | Chairman | 2016 |
MB Board of Directors | Board of Directors | 2016 |
NM Board of Directors | Board of Directors | 2009 – 2013 |
MU Board of Directors | Board of Directors | 2000 – 2012 |
SS Board of Directors | Board of Directors | 2000 – 2002 |
LD Board of Directors | Board of Directors | 2007 – 2016 |
BM Board of Directors | Board of Directors | 2000 – 2002 |
LH Board of Directors | Board of Directors | 2002 – 2007 |
TM Board of Directors | Board of Directors | 2003 – 2012 |
TV Board of Directors | Board of Directors | 2002 – 2003 |
SD Deputy Chairman | Deputy Chairman | 2004 – 2014 |
CA Board of Directors | Board of Directors | 2003 – 2005 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 90–99.99% | 90–99.99% | 2016 | |
| Individual | 66.67–89.99% | 90–99.99% | 2024 | |
| Individual | 0% | 5–9.99% | 2024 | |
| Individual | 0% | 5–9.99% | 2024 |
| Person | Role here | Other companies |
|---|---|---|
| Niels Mazanti | Board of Directors | 17 companiesMany roles |
| Claus Asbjørn Andersson | Board of Directors | 17 companiesMany roles |
| Steen Schierbeck | Management | 10 companiesMany roles |
| Marius Nicolai Julian Mallet | Chairman | 8 companiesMany roles |
| Peter Schøller Larsen | Management | 7 companiesMany roles |
| Mads Brydegaard | Board of Directors | 4 companies |
| Tomas Vedsmand | Board of Directors | 3 companies |
| Lisbeth Christensen | Chief Executive Officer | 2 companies |
| Søren Schou | Board of Directors | 2 companies |
| Carl Edvard Gudbergsen | Audit | 1 company |
| Thomas Magnussen | Chief Executive Officer | 1 company |
| Lars Damm Jensen | Board of Directors | 1 company |