Intermail Graphic A/S
A/SDissolvedCVR 16989592Præstefælledvej 16, 2770 KastrupManufacture of paper stationery· NACE 1723Est. 1993 · 33 years old— employees
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Riskpilot← Back to searchSign inGet full accessIntermail Graphic A/S is a Danish A/S based in Kastrup, operating in the Manufacture of paper stationery sector. Incorporated in 1993, the company reported a gross profit of -DKK 32.3k in its latest annual filing.
| Gross profit | -0M DKK | -99% |
| EBITDA | -0M DKK | +99% |
| Net profit | -1.1M DKK | +77% |
| Total assets | 0M DKK | -99% |
| Equity | -1.3M DKK | -773% |
| Employees | — | — |
In its most recent annual report (2013), Intermail Graphic A/S reported a gross profit of -DKK 32.3k. The figures on this page draw on 2 annual filings covering 2012 to 2013. The bottom line showed a net loss of DKK 1.1m.
At the end of 2013, current assets covered short-term debt 0 times.
| Item | 2013 | 2012 |
|---|---|---|
| Gross profit | -32 | -4,264 |
| Staff expenses | -0 | -0 |
| EBITDA | -43 | -4,282 |
| Depreciation & amort. | -0 | -0 |
| EBIT | -43 | -4,282 |
| Net financials | -54 | 24 |
| Profit before tax | -97 | -4,257 |
| Tax | 1,049 | 724 |
| Net profit | -1,146 | -4,981 |
| Item | 2013 | 2012 |
|---|---|---|
| Total assets | 23 | 2,577 |
| Equity | -1,294 | -148 |
| Long-term debt | 0 | 0 |
| Short-term debt | 1,317 | 2,725 |
| Total debt | 1,317 | 2,725 |
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 |
|---|
AC Founder | Founder | 1993 – 2014 |
SA Management | Management | 2007 – 2008 |
HA Management | Management | 1994 – 1998 |
NJ Audit | Audit | 1993 – 1993 |
JK Management | Management | 2004 – 2007 |
EL Management | Management | 1996 – 2004 |
JM Chief Executive Officer | Chief Executive Officer | 2013 – 2014 |
FI Management | Management | 2010 – 2013 |
VC Management | Management | 1993 – 1993 |
| Founder | 1993 – 2014 | |
MD Chief Executive Officer | Chief Executive Officer | 2013 – 2013 |
MF Chief Executive Officer | Chief Executive Officer | 2009 – 2010 |
| Name | Role | Member since |
|---|
BA Chairman | Chairman | 1993 – 1995 |
GC Board of Directors | Board of Directors | 1995 – 1998 |
HS Board of Directors | Board of Directors | 2009 – 2012 |
AM Board of Directors | Board of Directors | 1995 – 2004 |
AC Board of Directors | Board of Directors | 1993 – 1993 |
BS Board of Directors | Board of Directors | 1995 – 1998 |
SA Board of Directors | Board of Directors | 2007 – 2008 |
NE Chairman | Chairman | 2005 – 2007 |
PK Board of Directors | Board of Directors | 1993 – 1995 |
JH Board of Directors | Board of Directors | 2004 – 2007 |
FB Chairman | Chairman | 2009 – 2012 |
JB Board of Directors | Board of Directors | 2012 – 2013 |
EL Board of Directors | Board of Directors | 1996 – 2004 |
JM Chairman | Chairman | 2009 – 2009 |
FI Board of Directors | Board of Directors | 2010 – 2013 |
VC Board of Directors | Board of Directors | 1993 – 1993 |
JK Board of Directors | Board of Directors | 2014 – 2014 |
AE Chairman | Chairman | 2013 – 2014 |
SB Board of Directors | Board of Directors | 1993 – 1993 |
MD Board of Directors | Board of Directors | 2013 – 2013 |
UB Board of Directors | Board of Directors | 2004 – 2006 |
JH Board of Directors | Board of Directors | 2008 – 2009 |
FB Board of Directors | Board of Directors | 2013 – 2014 |
MF Board of Directors | Board of Directors | 2009 – 2010 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Victor Christoffersen | Management | 206 companiesMany roles |
| Asbjørn Christoffersen | Founder | 117 companiesMany roles |
| Sebastian Benjamin Bahn Christoffersen | Founder | 48 companiesMany roles |
| Niels Erik Nielsen | Chairman | 14 companiesMany roles |
| Anders Ertmann | Chairman | 13 companiesMany roles |
| Jørgen Kongskov Olsen | Management | 9 companiesMany roles |
| Morten Damgaard | Chief Executive Officer | 7 companiesMany roles |
| Anders Martin Hansen | Board of Directors | 6 companiesMany roles |
| Flemming Breinholt | Chairman | 5 companies |
| Nis Jørn Bennetzen | Audit | 4 companies |
| Henrik Starup | Board of Directors | 4 companies |
| Søren Ask Nielsen | Management | 2 companies |
| Bjarne Skyum | Board of Directors | 2 companies |
| Jens Knudsen | Board of Directors | 2 companies |
| Ulrik Bülow | Board of Directors | 2 companies |
| Johannes Madsen-Mygdal | Chief Executive Officer | 1 company |
| Gregers Christian Jacob Back | Board of Directors | 1 company |
| Jesper Bodeholt | Board of Directors | 1 company |
| Jesper Hjort | Board of Directors | 1 company |