Camus A/S is a Danish A/S based in Holbæk, operating in the Wholesale of clothing and footwear sector. Incorporated in 1989, the company has 5 employees and reported a gross profit of DKK 2.0m in its latest annual filing.
| Gross profit | 2M DKK | -18% |
| EBITDA | -0.3M DKK | -69% |
| Net profit | -1M DKK | -41% |
| Total assets | 6.3M DKK | +2% |
| Equity | -5.1M DKK | -25% |
| Employees | 5 | — |
In its most recent annual report (2025), Camus A/S reported a gross profit of DKK 2.0m, a decrease of 18% 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 1.0m, and the EBITDA margin stood at -14.5%.
At the end of 2025, current assets covered short-term debt 0.6 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Gross profit | 2,035 | 2,483 | 2,607 | 3,037 | 3,366 |
| Staff expenses | -2,331 | -2,657 | -2,453 | -2,403 | -2,421 |
| EBITDA | -295 | -175 | 154 | 634 | 945 |
| Depreciation & amort. | -113 | -125 | -74 | -62 | -41 |
| EBIT | -408 | -299 | 80 | 572 | 904 |
| Net financials | -613 | -423 | -313 | -194 | -210 |
| Profit before tax | -1,022 | -722 | -234 | 379 | 695 |
| Tax | -0 | -0 | -0 | -0 | 16 |
| Net profit | -1,022 | -722 | -234 | 379 | 679 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 6,300 | 6,168 | 6,766 | 7,070 | 6,905 |
| Equity | -5,132 | -4,111 | -3,350 | -3,116 | -3,495 |
| Long-term debt | 1,760 | 1,760 | 1,760 | 1,760 | 1,760 |
| Short-term debt | 9,673 | 8,519 | 8,356 | 8,426 | 8,640 |
| Total debt | 11,433 | 10,279 | 10,116 | 10,186 | 10,400 |
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) | ||
UD Management | Management | 2009 |
IL Management | Management | 1989 – 1993 |
PE Management | Management | 1989 – 1989 |
AM Management | Management | 1989 – 2006 |
ET | Audit | 1989 – 1989 |
JR Management | Management | 2006 – 2013 |
| Name | Role | Member since |
|---|---|---|
| Current (4) | ||
TR Board of Directors | Board of Directors | 2006 |
TR Chairman | Chairman | 2006 |
HI Board of Directors | Board of Directors | 2013 |
JR Board of Directors | Board of Directors | 2013 |
US Board of Directors | Board of Directors | 1989 – 1989 |
IL Board of Directors | Board of Directors | 1989 – 1993 |
UD Board of Directors | Board of Directors | 2006 – 2013 |
KP Board of Directors | Board of Directors | 1989 – 1992 |
PE Board of Directors | Board of Directors | 1989 – 1989 |
AM Board of Directors | Board of Directors | 1989 – 2006 |
IC Board of Directors | Board of Directors | 1989 – 2000 |
KK Board of Directors | Board of Directors | 1989 – 2006 |
SS Chairman | Chairman | 1989 – 1989 |
MK Board of Directors | Board of Directors | 2000 – 2006 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
HK Group AS | Company | 66.67–89.99% | 66.67–89.99% | 2006 |
| Company | 25–33.32% | 25–33.32% | 2006 |
| Person | Role here | Other companies |
|---|---|---|
| Per Emil Hasselbalch Stakemann | Management | 236 companiesMany roles |
| Susanne Saul Stakemann | Chairman | 56 companiesMany roles |
| Ulf Svejgaard Poulsen | Board of Directors | 3 companies |
| Erik Tronborg Andersen | Audit | 2 companies |
| Ulla Dandanell Cordsen | Management | 1 company |
| Jesper Rundin Cordsen | Management | 1 company |
| Karsten Kraglund | Board of Directors | 1 company |
| Mia Kraglund | Board of Directors | 1 company |