MINUI ApS
APSDissolvedCVR 18628996Stormgade 50, 6700 EsbjergFremstilling af andre møbler· NACE 310900Est. 1995 · 31 years old— employees
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Riskpilot← Back to searchSign inGet full accessMINUI ApS is a Danish APS based in Esbjerg, operating in the Fremstilling af andre møbler sector. Incorporated in 1995, the company reported a gross profit of -DKK 40.3k in its latest annual filing.
| Gross profit | -0M DKK | -96% |
| EBITDA | 13.1M DKK | +1328% |
| Net profit | 4.7M DKK | +488% |
| Total assets | 3.4M DKK | +59% |
| Equity | 2.7M DKK | +233% |
| Employees | — | — |
In its most recent annual report (2013), MINUI ApS reported a gross profit of -DKK 40.3k. The figures on this page draw on 2 annual filings covering 2012 to 2013. The bottom line showed a net profit of DKK 4.7m.
At the end of 2013, equity financed 79.8% of the balance sheet, and current assets covered short-term debt 0.5 times.
| Item | 2013 | 2012 |
|---|---|---|
| Gross profit | -40 | -912 |
| Staff expenses | -1 | -155 |
| EBITDA | 13,098 | -1,067 |
| Depreciation & amort. | 6,569 | -275 |
| EBIT | 6,528 | -1,342 |
| Net financials | -125 | -273 |
| Profit before tax | 6,404 | -809 |
| Tax | 1,707 | 403 |
| Net profit | 4,697 | -1,212 |
| Item | 2013 | 2012 |
|---|---|---|
| Total assets | 3,357 | 2,109 |
| Equity | 2,681 | -2,017 |
| Long-term debt | 0 | 0 |
| Short-term debt | 677 | 4,125 |
| Total debt | 677 | 4,125 |
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 |
|---|
JS Founder | Founder | 1995 – 2014 |
JG Founder | Founder | 1995 – 2014 |
HG Management | Management | 2012 – 2014 |
HB Chief Executive Officer | Chief Executive Officer | 2004 – 2012 |
JP Management | Management | 1995 – 1995 |
RP Management | Management | 1995 – 2003 |
BV Management | Management | 2003 – 2004 |
| Audit | 1995 – 2004 |
| Name | Role | Member since |
|---|
JS Board of Directors | Board of Directors | 1995 – 1995 |
HB Board of Directors | Board of Directors | 1995 – 1995 |
EP Board of Directors | Board of Directors | 2002 – 2004 |
HG Board of Directors | Board of Directors | 2012 – 2012 |
SS Board of Directors | Board of Directors | 2007 – 2010 |
JP Chairman | Chairman | 2012 – 2014 |
HB Board of Directors | Board of Directors | 2004 – 2012 |
JP Deputy Chairman | Deputy Chairman | 2002 – 2004 |
TK Chairman | Chairman | 2004 – 2012 |
BE Board of Directors | Board of Directors | 2004 – 2007 |
AW Board of Directors | Board of Directors | 2012 – 2012 |
IM Board of Directors | Board of Directors | 2010 – 2012 |
RP Board of Directors | Board of Directors | 1995 – 2004 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Torben Klausen | Chairman | 26 companiesMany roles |
| Henrik Bornebusch | Board of Directors | 17 companiesMany roles |
| Hardy Birkelund Mogensen | Chief Executive Officer | 7 companiesMany roles |
| Jens Pisarski | Management | 3 companies |
| Bjarne Engbjerg-Pedersen | Board of Directors | 3 companies |
| Erik Persson | Board of Directors | 2 companies |
| Jan Guldager Simonsen | Founder | 1 company |
| Hans Christian Langfeldt Mikkelsen | Audit | 1 company |
| Steen Steensgaard Gade | Board of Directors | 1 company |