CHC DENMARK ApS is a Danish APS based in Aalborg, operating in the Passenger air transport sector. Incorporated in 1998, the company reported a gross profit of DKK 23.8m in its latest annual filing.
| Gross profit | 23.8M DKK | -17066% |
| EBITDA | 23.8M DKK | +17066% |
| Net profit | 23.5M DKK | +5017350% |
| Total assets | 5.9M DKK | -4% |
| Equity | -17.4M DKK | +57% |
| Employees | — | — |
In its most recent annual report (2025), CHC DENMARK ApS reported a gross profit of DKK 23.8m. The figures on this page draw on 5 annual filings covering 2021 to 2025. The bottom line showed a net profit of DKK 23.5m, and the EBITDA margin stood at 100%.
At the end of 2025, current assets covered short-term debt 0.3 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Gross profit | 23,759 | -140 | -98 | -91 | -80 |
| Staff expenses | -0 | -0 | -0 | -0 | -0 |
| EBITDA | 23,759 | -140 | -98 | -91 | -80 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | 23,759 | -140 | -98 | -91 | -80 |
| Net financials | -278 | 140 | -229 | 582 | -407 |
| Profit before tax | 23,481 | -0 | -327 | 491 | -487 |
| Tax | -0 | -0 | -0 | -0 | -0 |
| Net profit | 23,481 | -0 | -327 | 491 | -487 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 5,860 | 6,109 | 6,148 | 6,479 | 5,892 |
| Equity | -17,396 | -40,877 | -40,876 | -40,549 | -41,040 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 23,256 | 46,986 | 47,024 | 47,029 | 46,932 |
| Total debt | 23,256 | 46,986 | 47,024 | 47,029 | 46,932 |
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.
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.
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.
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 |
|---|---|---|
| Current (1) | ||
JP Chief Executive Officer | Chief Executive Officer | 2022 |
KB Audit | Audit | 1998 – 1999 |
MA Chief Executive Officer | Chief Executive Officer | 2013 – 2022 |
LI Chief Executive Officer | Chief Executive Officer | 2012 – 2013 |
VC Management | Management | 1998 – 1999 |
SP Chief Executive Officer | Chief Executive Officer | 2009 – 2010 |
NM Management | Management | 1999 – 2006 |
PE Chief Executive Officer | Chief Executive Officer | 2011 – 2012 |
KW Management | Management | 2006 – 2009 |
TG Chief Executive Officer | Chief Executive Officer | 2010 – 2011 |
| Name | Role | Member since |
|---|---|---|
| Current (2) | ||
NP Board of Directors | Board of Directors | 2026 |
JP Chairman | Chairman | 2022 |
MA Board of Directors | Board of Directors | 2013 – 2022 |
GS Chairman | Chairman | 1999 – 2006 |
MA Board of Directors | Board of Directors | 2022 – 2026 |
LI Board of Directors | Board of Directors | 2012 – 2013 |
NJ Chairman | Chairman | 2011 – 2013 |
PD Chairman | Chairman | 2008 – 2008 |
DA Chairman | Chairman | 2008 – 2011 |
SP Board of Directors | Board of Directors | 2009 – 2010 |
SS Chairman | Chairman | 2013 – 2019 |
NR Chairman | Chairman | 2006 – 2008 |
TR Board of Directors | Board of Directors | 2011 – 2012 |
NM Board of Directors | Board of Directors | 1999 – 2006 |
PE Board of Directors | Board of Directors | 2011 – 2012 |
KW Board of Directors | Board of Directors | 2006 – 2009 |
TG Board of Directors | Board of Directors | 2010 – 2011 |
CL Board of Directors | Board of Directors | 1999 – 2006 |
PA Chairman | Chairman | 2020 – 2022 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
EEA Helicopter Operations B.V | Company | 100% | 100% | 2008 |
| Person | Role here | Other companies |
|---|---|---|
| Victor Christoffersen | Management | 206 companiesMany roles |
| Jonathan Paul Hopkinson | Chief Executive Officer | 2 companies |
| Tina Roloff | Board of Directors | 1 company |