NORDTRANSERVICES ApS is a Danish APS based in Sønderborg, operating in the Andre tjenesteydelser i forbindelse med transport sector. Incorporated in 1993, the company has 2 employees and reported a gross profit of DKK 3.5m in its latest annual filing.
| Gross profit | 3.5M DKK | -117% |
| EBITDA | 1.8M DKK | +108% |
| Net profit | -2.9M DKK | +91% |
| Total assets | 48.2M DKK | +4% |
| Equity | -24.3M DKK | -14% |
| Employees | 2 | — |
In its most recent annual report (2015), NORDTRANSERVICES ApS reported a gross profit of DKK 3.5m. The figures on this page draw on 4 annual filings covering 2012 to 2015. The bottom line showed a net loss of DKK 2.9m, and the EBITDA margin stood at 52.4%.
At the end of 2015, current assets covered short-term debt 0.6 times.
| Item | 2015 | 2014 | 2013 | 2012 |
|---|---|---|---|---|
| Gross profit | 3,463 | -19,830 | 9,831 | -7,705 |
| Staff expenses | -1,648 | -1,818 | -3,181 | -3,657 |
| EBITDA | 1,814 | -21,648 | 6,650 | -11,361 |
| Depreciation & amort. | -647 | -1,604 | -1,178 | -774 |
| EBIT | 1,167 | -23,252 | 5,472 | -12,135 |
| Net financials | -3,857 | -4,424 | -4,073 | -3,835 |
| Profit before tax | -2,689 | -27,676 | 1,398 | -15,970 |
| Tax | 247 | 4,588 | 624 | -3,906 |
| Net profit | -2,936 | -32,264 | 774 | -12,064 |
| Item | 2015 | 2014 | 2013 | 2012 |
|---|---|---|---|---|
| Total assets | 48,218 | 46,273 | 87,409 | 88,213 |
| Equity | -24,282 | -21,346 | 10,918 | 4,957 |
| Long-term debt | 4,238 | 4,550 | 4,850 | 5,146 |
| Short-term debt | 68,262 | 63,068 | 71,641 | 78,111 |
| Total debt | 72,500 | 67,618 | 76,491 | 83,257 |
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 |
|---|
EK Management | Management | 1993 – 1998 |
NJ Audit | Audit | 1993 – 1993 |
FJ Management | Management | 1995 – 2016 |
VC Management | Management | 1993 – 1993 |
| Name | Role | Member since |
|---|
LA Board of Directors | Board of Directors | 1993 – 1998 |
EH Board of Directors | Board of Directors | 1993 – 1998 |
GE Board of Directors | Board of Directors | 1993 – 1998 |
JP Board of Directors | Board of Directors | 1996 – 1998 |
KA Board of Directors | Board of Directors | 1993 – 1998 |
EJ Board of Directors | Board of Directors | 1993 – 1995 |
TI Board of Directors | Board of Directors | 1993 – 1998 |
JO Board of Directors | Board of Directors | 1993 – 1996 |
HP Board of Directors | Board of Directors | 1993 – 1998 |
SA Board of Directors | Board of Directors | 1993 – 1998 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 1998 |
| Person | Role here | Other companies |
|---|---|---|
| Victor Christoffersen | Management | 206 companiesMany roles |
| Eno Hausner | Board of Directors | 7 companiesMany roles |
| Erik Kjer Hansen | Management | 4 companies |
| Nis Jørn Bennetzen | Audit | 4 companies |