FOREST HILL ApS
APSBankruptAdvertising protectionCVR 14384332Torveporten 2, 2500 ValbyGrowing of other non-perennial crops· NACE 0119Est. 1990 · 36 years old0 employees
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Riskpilot← Back to searchSign inGet full accessFOREST HILL ApS is a Danish APS based in Valby, operating in the Growing of other non-perennial crops sector. Incorporated in 1990, the company has 0 employees and reported a gross profit of DKK 2.0m in its latest annual filing.
| Gross profit | 2M DKK | +20% |
| EBITDA | 1.4M DKK | +24% |
| Net profit | 0.4M DKK | +61% |
| Total assets | 33.5M DKK | -24% |
| Equity | 0.4M DKK | +2199% |
| Employees | 0 | — |
In its most recent annual report (2017), FOREST HILL ApS reported a gross profit of DKK 2.0m, an increase of 20% on the year before. The figures on this page draw on 5 annual filings covering 2013 to 2017. The bottom line showed a net profit of DKK 403.4k, and the EBITDA margin stood at 67.5%.
At the end of 2017, equity financed 1.2% of the balance sheet, and current assets covered short-term debt 0.3 times.
| Item | 2017 | 2016 | 2015 | 2014 | 2013 |
|---|---|---|---|---|---|
| Gross profit | 2,035 | 1,690 | 2,560 | -50,380 | 13,368 |
| Staff expenses | -654 | -578 | -645 | -935 | -189 |
| EBITDA | 1,374 | 1,112 | 5,384 | -51,315 | 13,835 |
| Depreciation & amort. | -0 | -0 | 1,734 | -830 | -328 |
| EBIT | 1,374 | 1,112 | 3,650 | -52,145 | 13,507 |
| Net financials | -971 | -861 | 64,993 | -4,683 | -38,467 |
| Profit before tax | 403 | 251 | 68,642 | -56,828 | 7,913 |
| Tax | -0 | 0 | -0 | 12,008 | -0 |
| Net profit | 403 | 251 | 68,642 | -68,836 | 7,913 |
| Item | 2017 | 2016 | 2015 | 2014 | 2013 |
|---|---|---|---|---|---|
| Total assets | 33,463 | 43,875 | 47,208 | 46,771 | 112,782 |
| Equity | 385 | -18 | -269 | -68,912 | -75 |
| Long-term debt | 28,525 | 37,992 | 38,087 | 44,164 | 44,435 |
| Short-term debt | 4,552 | 5,902 | 9,390 | 71,519 | 68,422 |
| Total debt | 33,078 | 43,894 | 47,477 | 115,683 | 112,857 |
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 |
|---|
AM | Audit | 1990 – 1991 |
CP Chief Executive Officer | Chief Executive Officer | 2002 – 2005 |
GS Chief Executive Officer | Chief Executive Officer | 2005 – 2005 |
DR Management | Management | 1990 – 1991 |
PH Management | Management | 1998 – 1999 |
| Audit | 1997 – 2007 | |
HB Management | Management | 1990 – 1994 |
KM | Audit | 1990 – 1991 |
| Name | Role | Member since |
|---|
CH Chairman | Chairman | 2007 – 2009 |
AS Board of Directors | Board of Directors | 1990 – 1991 |
KS Chairman | Chairman | 2009 – 2011 |
LC Board of Directors | Board of Directors | 2011 – 2012 |
LL Chairman | Chairman | 1990 – 1991 |
HH Board of Directors | Board of Directors | 1990 – 1994 |
CP Board of Directors | Board of Directors | 1999 – 2012 |
GS Chairman | Chairman | 2011 – 2012 |
DR Board of Directors | Board of Directors | 1990 – 1991 |
PG Board of Directors | Board of Directors | 1990 – 1997 |
HD Chairman | Chairman | 1999 – 2007 |
PH Board of Directors | Board of Directors | 1997 – 1999 |
HB Board of Directors | Board of Directors | 1990 – 1994 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Individual | 15–19.99% | 15–19.99% | 1997 | |
| Individual | 25–33.32% | 25–33.32% | 2005 | |
| Individual | 25–33.32% | 25–33.32% | 1997 | |
| Individual | 15–19.99% | 15–19.99% | 1997 | |
| Individual | 15–19.99% | 15–19.99% | 1997 |
| Person | Role here | Other companies |
|---|---|---|
| Dan Rybak | Management | 69 companiesMany roles |
| Claus Høxbro | Chairman | 33 companiesMany roles |
| Holger Brogaard Pedersen | Management | 5 companies |
| Lise-Lotte Lyng Andersen | Chairman | 5 companies |
| Alex Michael Ankjær-Jensen | Audit | 3 companies |
| Kaj Michael Tolver Jensen | Audit | 2 companies |
| Lasse Christian Kromann Gjersøe | Board of Directors | 2 companies |
| Hans-Frederik Dydensborg | Chairman | 2 companies |
| Gitte Skjold Resling | Chief Executive Officer | 1 company |
| Peter Haaber | Management | 1 company |
| Kim Schlichter | Chairman | 1 company |