NKT Ultera A/S is a Danish A/S based in Asnæs, operating in the Manufacture of fibre optic cables sector. Incorporated in 1991, the company reported a gross profit of DKK 135.2k in its latest annual filing.
| Gross profit | 135.2K DKK | -196% |
| EBITDA | 135.2K DKK | +196% |
| Net profit | 99.8K DKK | +192% |
| Total assets | 51.4K DKK | -40% |
| Equity | 24.1K DKK | +132% |
| Employees | — | — |
In its most recent annual report (2020), NKT Ultera A/S reported a gross profit of DKK 135.2k. The figures on this page draw on 5 annual filings covering 2016 to 2020. The bottom line showed a net profit of DKK 99.8k, and the EBITDA margin stood at 100%.
At the end of 2020, equity financed 46.9% of the balance sheet, and current assets covered short-term debt 1.9 times.
| Item | 2020 | 2019 | 2018 | 2017 | 2016 |
|---|---|---|---|---|---|
| Gross profit | 135 | -141 | 45 | -122 | -91 |
| Staff expenses | -0 | -0 | -0 | -0 | -0 |
| EBITDA | 135 | -141 | 45 | -122 | -91 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | 135 | -141 | 45 | -122 | -91 |
| Net financials | -7 | 1 | -42 | 31 | -16 |
| Profit before tax | 128 | -140 | 3 | -91 | -107 |
| Tax | 28 | -31 | 1 | -20 | -24 |
| Net profit | 100 | -109 | 2 | -71 | -83 |
| Item | 2020 | 2019 | 2018 | 2017 | 2016 |
|---|---|---|---|---|---|
| Total assets | 51 | 85 | 55 | 66 | 95 |
| Equity | 24 | -76 | 25 | 22 | 93 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 27 | 161 | 30 | 43 | 1 |
| Total debt | 27 | 161 | 30 | 43 | 1 |
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.
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.
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.
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 |
|---|
DW Management | Management | 2006 – 2017 |
KR Management | Management | 1991 – 1995 |
TB Unofficial title | Unofficial title | 1991 – 1996 |
HV Management | Management | 2002 – 2003 |
SH Management | Management | 1991 – 1996 |
PE Management | Management | 1991 – 1993 |
ET | Audit | 1991 – 1993 |
MB Management | Management | 2019 – 2019 |
ST Management | Management | 2003 – 2006 |
OB Liquidator | Liquidator | 1997 – 2002 |
MS Management | Management | 2019 – 2021 |
JJ Management | Management | 2017 – 2019 |
OC Unofficial title | Unofficial title | 1991 – 1996 |
| Name | Role | Member since |
|---|
| Chairman | 2003 – 2011 | |
KS Chairman | Chairman | 1991 – 1995 |
TP Chairman | Chairman | 2002 – 2003 |
ES Board of Directors | Board of Directors | 1991 – 1996 |
RM Chairman | Chairman | 2018 – 2020 |
US Board of Directors | Board of Directors | 1991 – 1993 |
DW Board of Directors | Board of Directors | 2006 – 2017 |
KR Board of Directors | Board of Directors | 1991 – 1995 |
MH Chairman | Chairman | 2014 – 2018 |
PQ | Chairman | 2011 – 2011 |
JL Board of Directors | Board of Directors | 1996 – 1996 |
HV Board of Directors | Board of Directors | 2002 – 2003 |
AS Board of Directors | Board of Directors | 1991 – 1996 |
PE Board of Directors | Board of Directors | 1991 – 1993 |
ET Board of Directors | Board of Directors | 1991 – 1996 |
TK Board of Directors | Board of Directors | 1996 – 1997 |
Mv Chairman | Chairman | 2011 – 2014 |
MB Board of Directors | Board of Directors | 2019 – 2019 |
HW Chairman | Chairman | 1991 – 1996 |
ST Board of Directors | Board of Directors | 2003 – 2006 |
AS Board of Directors | Board of Directors | 2018 – 2021 |
OB Chairman | Chairman | 1991 – 1997 |
MS Board of Directors | Board of Directors | 2019 – 2021 |
JJ Board of Directors | Board of Directors | 2013 – 2019 |
SS Chairman | Chairman | 1991 – 1993 |
LA Chairman | Chairman | 2020 – 2021 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2012 |
| Person | Role here | Other companies |
|---|---|---|
| Per Emil Hasselbalch Stakemann | Management | 236 companiesMany roles |
| Susanne Saul Stakemann | Chairman | 56 companiesMany roles |
| Tom Knutzen | Board of Directors | 50 companiesMany roles |
| Jørgen Janus Roijer Hillerup | Management | 23 companiesMany roles |
| Thomas Peider Hofman-Bang | Chairman | 23 companiesMany roles |
| Michael Hedegaard Lyng | Chairman | 14 companiesMany roles |
| Line Andrea Fandrup | Chairman | 7 companiesMany roles |
| Roland Munkerod Andersen | Chairman | 6 companiesMany roles |
| Jørgen Lund Lavesen | Board of Directors | 5 companies |
| Mark Skriver Ostersen Nielsen | Management | 3 companies |
| Ulf Svejgaard Poulsen | Board of Directors | 3 companies |
| Thomas Brokkenhuus Filyo | Unofficial title | 2 companies |
| Erik Tronborg Andersen | Audit | 2 companies |
| Morten Bang | Management | 2 companies |
| Anders Steffen Jensen | Board of Directors | 1 company |