20. Juni 2014 A/S
A/SDissolvedCVR 10150876Snaremosevej 23B, 7000 FredericiaEngroshandel med andre maskiner og andet udstyr· NACE 466900Est. 1986 · 40 years old— employees
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Riskpilot← Back to searchSign inGet full access20. Juni 2014 A/S is a Danish A/S based in Fredericia, operating in the Engroshandel med andre maskiner og andet udstyr sector. Incorporated in 1986, the company reported a gross profit of DKK 648.8k in its latest annual filing.
| Gross profit | 0.6M DKK | -57% |
| EBITDA | -0.2M DKK | -135% |
| Net profit | -1M DKK | -654% |
| Total assets | 0.7M DKK | -53% |
| Equity | -5.3M DKK | -24% |
| Employees | — | — |
In its most recent annual report (2013), 20. Juni 2014 A/S reported a gross profit of DKK 648.8k, a decrease of 57% on the year before. The figures on this page draw on 2 annual filings covering 2012 to 2013. The bottom line showed a net loss of DKK 1.0m, and the EBITDA margin stood at -24.7%.
At the end of 2013, current assets covered short-term debt 0.1 times.
| Item | 2013 | 2012 |
|---|---|---|
| Gross profit | 649 | 1,522 |
| Staff expenses | -809 | -1,059 |
| EBITDA | -161 | 462 |
| Depreciation & amort. | -206 | -184 |
| EBIT | -367 | 279 |
| Net financials | -312 | -455 |
| Profit before tax | -679 | -176 |
| Tax | 332 | -42 |
| Net profit | -1,011 | -134 |
| Item | 2013 | 2012 |
|---|---|---|
| Total assets | 680 | 1,444 |
| Equity | -5,286 | -4,276 |
| Long-term debt | 0 | 318 |
| Short-term debt | 5,966 | 5,720 |
| Total debt | 5,966 | 5,720 |
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 |
|---|
MS Founder | Founder | 1986 – 2015 |
AK Audit | Audit | 1998 – 2000 |
PH Management | Management | 1998 – 1998 |
CB Founder | Founder | 1986 – 2015 |
KO Management | Management | 1986 – 1998 |
KL Management | Management | 1998 – 2015 |
| Name | Role | Member since |
|---|
MS Board of Directors | Board of Directors | 1986 – 1998 |
LF Board of Directors | Board of Directors | 1998 – 1998 |
SF Board of Directors | Board of Directors | 1998 – 1999 |
AR Board of Directors | Board of Directors | 2003 – 2011 |
PH Board of Directors | Board of Directors | 1998 – 1998 |
LM Board of Directors | Board of Directors | 2011 – 2012 |
JM Board of Directors | Board of Directors | 1999 – 2003 |
MG Board of Directors | Board of Directors | 1999 – 1999 |
DM Chairman | Chairman | 1998 – 1998 |
KO Board of Directors | Board of Directors | 1986 – 1998 |
KM Board of Directors | Board of Directors | 1986 – 1998 |
BT Board of Directors | Board of Directors | 1998 – 2015 |
KL Board of Directors | Board of Directors | 1998 – 2015 |
PE Chairman | Chairman | 2011 – 2015 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Paul Enevold Jørgensen | Chairman | 12 companiesMany roles |
| Søren Frandsen | Board of Directors | 5 companies |
| Lars Fredslund | Board of Directors | 3 companies |
| Anders Kurt Andersen | Audit | 2 companies |
| Peter Huuse Sørensen | Management | 1 company |
| Michael Georg Nielsen | Board of Directors | 1 company |
| Dorthe Møller Kaad | Chairman | 1 company |
| Kirsten Marie Bertelsen | Board of Directors | 1 company |