EBITA ApS
APSDissolvedCVR 10105420Vesterbrogade 10, 1620 København VKonsulentbistand vedrørende informationsteknologi· NACE 620200Est. 2003 · 23 years old— employees
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Riskpilot← Back to searchSign inGet full accessEBITA ApS is a Danish APS based in København V, operating in the Konsulentbistand vedrørende informationsteknologi sector. Incorporated in 2003, the company reported a gross profit of DKK 5.7m in its latest annual filing.
| Gross profit | 5.7M DKK | -8% |
| EBITDA | 1.2M DKK | +207% |
| Net profit | 1M DKK | +178% |
| Total assets | 2.3M DKK | +67% |
| Equity | 0.9M DKK | +178% |
| Employees | — | — |
In its most recent annual report (2013), EBITA ApS reported a gross profit of DKK 5.7m, a decrease of 8% on the year before. The figures on this page draw on 2 annual filings covering 2012 to 2013. The bottom line showed a net profit of DKK 1.0m, and the EBITDA margin stood at 21.5%.
At the end of 2013, equity financed 38.5% of the balance sheet, and current assets covered short-term debt 1.4 times.
| Item | 2013 | 2012 |
|---|---|---|
| Revenue | 5,722 | 6,234 |
| Staff expenses | -4,490 | -3,939 |
| EBITDA | 1,232 | -1,150 |
| Depreciation & amort. | -98 | -182 |
| EBIT | 1,133 | -1,332 |
| Net financials | -61 | -73 |
| Profit before tax | 1,072 | -1,220 |
| Tax | 44 | 93 |
| Net profit | 1,029 | -1,312 |
| Item | 2013 | 2012 |
|---|---|---|
| Total assets | 2,346 | 1,408 |
| Equity | 902 | -1,157 |
| Long-term debt | 0 | 1,000 |
| Short-term debt | 1,443 | 2,566 |
| Total debt | 1,443 | 2,566 |
28 financial ratios from the latest filing, each graded against companies in the same industry.
Net profit as a percentage of equity — the return the owners earned on their invested capital this year.
Net profit as a percentage of total assets — the return generated on the capital employed.
Profit relative to net assets (total assets minus total debt) — the ability to generate earnings from the net asset base alone.
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.
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.
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.
Cash flow relative to profit — the ability to convert reported profits into accessible cash.
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.
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.
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.
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 |
|---|
AG Founder | Founder | 2003 – 2014 |
MJ Management | Management | 2012 – 2013 |
MN Founder | Founder | 2003 – 2014 |
LE Management | Management | 2012 – 2013 |
JH Chief Executive Officer | Chief Executive Officer | 2012 – 2014 |
| Name | Role | Member since |
|---|
AG Board of Directors | Board of Directors | 2003 – 2005 |
MJ Board of Directors | Board of Directors | 2003 – 2012 |
JK Board of Directors | Board of Directors | 2012 – 2013 |
MN Board of Directors | Board of Directors | 2003 – 2008 |
KK Board of Directors | Board of Directors | 2013 – 2014 |
HR Chairman | Chairman | 2012 – 2013 |
EL Chairman | Chairman | 2013 – 2014 |
RK Board of Directors | Board of Directors | 2012 – 2013 |
BH Board of Directors | Board of Directors | 2013 – 2014 |
TT Board of Directors | Board of Directors | 2012 – 2013 |
LE Board of Directors | Board of Directors | 2003 – 2012 |
JH Board of Directors | Board of Directors | 2003 – 2012 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Erik Laumand | Chairman | 8 companiesMany roles |
| Henrik Richard Hasselbalch Busch | Chairman | 7 companiesMany roles |
| Kasper Kjærsgaard Jensen | Board of Directors | 5 companies |
| Bodil Hørdum Ibsen | Board of Directors | 5 companies |
| Johan Henrik Danbjørg | Chief Executive Officer | 2 companies |
| Jacob Kenneth Elk | Board of Directors | 2 companies |
| Morten Jørgensen | Management | 1 company |
| Tim Tornerup Jensen | Board of Directors | 1 company |