KIF ERHVERV ApS
APSDissolvedCVR 12423748Ambolten 2-4, 6000 KoldingActivities of sports clubs· NACE 9312Est. 1988 · 38 years old— employees
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Riskpilot← Back to searchSign inGet full accessKIF ERHVERV ApS is a Danish APS based in Kolding, operating in the Activities of sports clubs sector. Incorporated in 1988, the company reported a gross profit of -DKK 7.9k in its latest annual filing.
| Gross profit | -7.9K DKK | -106% |
| EBITDA | -7.9K DKK | -2674% |
| Net profit | -10.2K DKK | -3478% |
| Total assets | 28.9K DKK | -7% |
| Equity | -34.6K DKK | -42% |
| Employees | — | — |
In its most recent annual report (2018), KIF ERHVERV ApS reported a gross profit of -DKK 7.9k, a decrease of 106% on the year before. The figures on this page draw on 5 annual filings covering 2014 to 2018. The bottom line showed a net loss of DKK 10.2k.
At the end of 2018, current assets covered short-term debt 0.5 times.
| Item | 2018 | 2017 | 2016 | 2015 | 2014 |
|---|---|---|---|---|---|
| Revenue | -8 | 137 | 367 | 545 | -12 |
| Staff expenses | -0 | -0 | -0 | -0 | -0 |
| EBITDA | -8 | 0 | 0 | 21 | -12 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | -8 | 0 | 0 | 21 | -12 |
| Net financials | -2 | -0 | -0 | -21 | 0 |
| Profit before tax | -10 | 0 | 0 | 1 | -12 |
| Tax | -0 | -0 | -0 | -0 | -0 |
| Net profit | -10 | 0 | 0 | 1 | -12 |
| Item | 2018 | 2017 | 2016 | 2015 | 2014 |
|---|---|---|---|---|---|
| Total assets | 29 | 31 | 82 | 95 | 21 |
| Equity | -35 | -24 | -25 | -25 | -26 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 64 | 56 | 107 | 120 | 46 |
| Total debt | 64 | 56 | 107 | 120 | 46 |
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.
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.
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.
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 |
|---|
BL Management | Management | 2012 – 2017 |
NE Management | Management | 1988 – 1988 |
KC Deputy | Deputy | 2007 – 2011 |
KS Deputy | Deputy | 2011 – 2011 |
CC Management | Management | 2004 – 2008 |
TE | Deputy | 2000 – 2001 |
AL Management | Management | 2019 – 2020 |
EL Deputy | Deputy | 2011 – 2012 |
OC Deputy | Deputy | 2003 – 2007 |
BS Management | Management | 1988 – 1994 |
FL Deputy | Deputy | 2001 – 2003 |
SB Deputy | Deputy | 2004 – 2012 |
AV Audit | Audit | 1988 – 2000 |
NP Management | Management | 1988 – 1991 |
AW Management | Management | 2011 – 2011 |
OK Deputy | Deputy | 2000 – 2001 |
JW Deputy | Deputy | 1997 – 1997 |
JH Deputy | Deputy | 1998 – 1998 |
LS Management | Management | 2008 – 2011 |
AB Management | Management | 1988 – 1995 |
TS Deputy | Deputy | 2007 – 2011 |
EA Deputy | Deputy | 2000 – 2000 |
JK Management | Management | 2017 – 2019 |
PS Management | Management | 1988 – 2004 |
| Audit | 1988 – 1988 | |
CG Management | Management | 2011 – 2012 |
JO Deputy | Deputy | 1988 – 1995 |
| Name | Role | Member since |
|---|
TT Board of Directors | Board of Directors | 1988 – 1992 |
KS Board of Directors | Board of Directors | 2011 – 2012 |
LJ Board of Directors | Board of Directors | 1998 – 1998 |
GF Board of Directors | Board of Directors | 2007 – 2012 |
OS Deputy Chairman | Deputy Chairman | 1988 – 1995 |
MP Board of Directors | Board of Directors | 2006 – 2008 |
FT Deputy Chairman | Deputy Chairman | 2011 – 2012 |
CC Board of Directors | Board of Directors | 2011 – 2012 |
AB Board of Directors | Board of Directors | 1988 – 1995 |
LH Board of Directors | Board of Directors | 1988 – 1991 |
NA Chairman | Chairman | 2005 – 2012 |
SK Board of Directors | Board of Directors | 2008 – 2012 |
EV Board of Directors | Board of Directors | 1988 – 1991 |
MA Board of Directors | Board of Directors | 2005 – 2007 |
NJ Board of Directors | Board of Directors | 2005 – 2009 |
BG Deputy Chairman | Deputy Chairman | 2005 – 2008 |
AW Board of Directors | Board of Directors | 2008 – 2011 |
JE Board of Directors | Board of Directors | 1988 – 1992 |
JW Board of Directors | Board of Directors | 1997 – 1999 |
JH Board of Directors | Board of Directors | 1988 – 1994 |
JH Board of Directors | Board of Directors | 1998 – 2005 |
AM Board of Directors | Board of Directors | 2001 – 2005 |
HN Chairman | Chairman | 1988 – 2005 |
JW Board of Directors | Board of Directors | 1988 – 1998 |
PE Board of Directors | Board of Directors | 1988 – 1997 |
TD Board of Directors | Board of Directors | 1998 – 2000 |
CL Board of Directors | Board of Directors | 2003 – 2006 |
HH Deputy Chairman | Deputy Chairman | 1988 – 1993 |
PE Board of Directors | Board of Directors | 1988 – 1991 |
JØ Board of Directors | Board of Directors | 1988 – 1998 |
PS Board of Directors | Board of Directors | 1988 – 1997 |
EA Board of Directors | Board of Directors | 2000 – 2003 |
OK Board of Directors | Board of Directors | 2009 – 2011 |
CG Board of Directors | Board of Directors | 2011 – 2012 |
JO Deputy Chairman | Deputy Chairman | 1988 – 2005 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Niels Erik Westen-Jensen | Management | 37 companiesMany roles |
| Anders Lindskov Jensen | Management | 37 companiesMany roles |
| Merete Augusta Due Paarup | Board of Directors | 13 companiesMany roles |
| Gunnar Fogt | Board of Directors | 8 companiesMany roles |
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