Bomavent A/S is a Danish A/S based in Silkeborg, operating in the Plumbing, heat and air-conditioning installation sector. Incorporated in 1990, the company has 12 employees and reported a gross profit of DKK 5.2m in its latest annual filing.
| Gross profit | 5.2M DKK | +38% |
| EBITDA | 0.3M DKK | +110% |
| Net profit | 0.8M DKK | +124% |
| Total assets | 3.6M DKK | -20% |
| Equity | -3.2M DKK | +20% |
| Employees | 12 | — |
In its most recent annual report (2020), Bomavent A/S reported a gross profit of DKK 5.2m, an increase of 38% on the year before. The figures on this page draw on 5 annual filings covering 2015 to 2020. The bottom line showed a net profit of DKK 801.2k, and the EBITDA margin stood at 6.5%.
At the end of 2020, current assets covered short-term debt 0.5 times.
| Item | 2020 | 2019 | 2018 | 2017 | 2015 |
|---|---|---|---|---|---|
| Gross profit | 5,234 | 3,806 | 4,725 | 4,721 | 6,485 |
| Staff expenses | -4,891 | -7,236 | -5,133 | -5,049 | -5,445 |
| EBITDA | 342 | -3,429 | -457 | -328 | 1,040 |
| Depreciation & amort. | -40 | -40 | -101 | -177 | 225 |
| EBIT | 303 | -3,469 | -558 | -505 | 814 |
| Net financials | -106 | -200 | -71 | -90 | -7 |
| Profit before tax | 197 | -3,669 | -629 | -595 | 807 |
| Tax | -604 | -335 | -137 | -130 | 148 |
| Net profit | 801 | -3,334 | -492 | -465 | 660 |
| Item | 2020 | 2019 | 2018 | 2017 | 2015 |
|---|---|---|---|---|---|
| Total assets | 3,625 | 4,540 | 7,046 | 2,940 | 5,812 |
| Equity | -3,162 | -3,963 | -629 | -137 | 500 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 6,719 | 8,413 | 7,585 | 2,754 | 4,660 |
| Total debt | 6,719 | 8,413 | 7,585 | 2,754 | 4,660 |
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 |
|---|
BK Management | Management | 2016 – 2021 |
LE Management | Management | 1990 – 2016 |
HT Management | Management | 1990 – 2002 |
PE Management | Management | 1990 – 1994 |
ET | Audit | 1990 – 1994 |
| Name | Role | Member since |
|---|
VD Chairman | Chairman | 2021 – 2021 |
BT Board of Directors | Board of Directors | 2011 – 2016 |
US Board of Directors | Board of Directors | 1990 – 1994 |
LK Board of Directors | Board of Directors | 2016 – 2021 |
BK Board of Directors | Board of Directors | 2016 – 2021 |
ME Board of Directors | Board of Directors | 2011 – 2016 |
LE Board of Directors | Board of Directors | 1990 – 2016 |
HT Board of Directors | Board of Directors | 1990 – 2011 |
PE Board of Directors | Board of Directors | 1990 – 1994 |
UT Chairman | Chairman | 2002 – 2016 |
NO Chairman | Chairman | 2016 – 2018 |
HM Board of Directors | Board of Directors | 1990 – 2002 |
JD Chairman | Chairman | 2019 – 2021 |
SS Chairman | Chairman | 1990 – 1994 |
BT Chairman | Chairman | 1990 – 2002 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2016 | |
| Company | 100% | 100% | 2000 |
| Person | Role here | Other companies |
|---|---|---|
| Per Emil Hasselbalch Stakemann | Management | 236 companiesMany roles |
| Susanne Saul Stakemann | Chairman | 56 companiesMany roles |
| Jørgen Due Jensen | Chairman | 9 companiesMany roles |
| Lars Knudsen | Board of Directors | 4 companies |
| Niels Otto Andersen | Chairman | 4 companies |
| Børge Kirkegaard Pedersen | Management | 3 companies |
| Ulf Svejgaard Poulsen | Board of Directors | 3 companies |
| Ulla Thosti | Chairman | 3 companies |
| Lars Erik Thosti | Management | 2 companies |
| Henning Thoft-Møller | Management | 2 companies |
| Erik Tronborg Andersen | Audit | 2 companies |
| Vigga Dot Højen Pedersen | Chairman | 2 companies |
| Morten Erik Hansen | Board of Directors | 2 companies |
| Boje Thosti | Board of Directors | 1 company |