Clipper Projects A/S is a Danish A/S based in København Ø, operating in the Speditører sector. Incorporated in 1999, the company reported a gross profit of -DKK 3.0k in its latest annual filing.
| Gross profit | -0M DKK | -400% |
| EBITDA | -0M DKK | -400% |
| Net profit | -0.6M DKK | -31250% |
| Total assets | 7M DKK | 0% |
| Equity | -5.4M DKK | -13% |
| Employees | — | — |
In its most recent annual report (2022), Clipper Projects A/S reported a gross profit of -DKK 3.0k, a decrease of 400% on the year before. The figures on this page draw on 5 annual filings covering 2018 to 2022. The bottom line showed a net loss of DKK 627.0k.
At the end of 2022, current assets covered short-term debt 0.7 times.
| Item | 2022 | 2021 | 2020 | 2019 | 2018 |
|---|---|---|---|---|---|
| Gross profit | -3 | 1 | -2 | -2 | 488 |
| Staff expenses | -0 | -0 | -0 | -0 | -0 |
| EBITDA | -3 | 1 | -2 | -2 | 488 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | -3 | 1 | -2 | -2 | 488 |
| Net financials | -624 | -3 | -2,168 | -346 | -404 |
| Profit before tax | -627 | -2 | -2,170 | -348 | 84 |
| Tax | -0 | -0 | -944 | -0 | 3 |
| Net profit | -627 | -2 | -1,226 | -348 | 81 |
| Item | 2022 | 2021 | 2020 | 2019 | 2018 |
|---|---|---|---|---|---|
| Total assets | 7,007 | 7,007 | 7,007 | 6,064 | 6,065 |
| Equity | -5,435 | -4,808 | -4,806 | -3,580 | -3,232 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 9,778 | 9,151 | 9,153 | 8,921 | 8,573 |
| Total debt | 9,778 | 9,151 | 9,153 | 8,921 | 8,573 |
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 |
|---|
PL Management | Management | 1999 – 1999 |
GS Chief Executive Officer | Chief Executive Officer | 2010 – 2011 |
AP Chief Executive Officer | Chief Executive Officer | 2020 – 2023 |
KV Chief Executive Officer | Chief Executive Officer | 2011 – 2016 |
PN Chief Executive Officer | Chief Executive Officer | 2016 – 2020 |
FL Chief Executive Officer | Chief Executive Officer | 2016 – 2016 |
PG Management | Management | 1999 – 2010 |
| Name | Role | Member since |
|---|
PL Board of Directors | Board of Directors | 2001 – 2002 |
TG Chairman | Chairman | 2009 – 2010 |
HL Chairman | Chairman | 2002 – 2009 |
OT Board of Directors | Board of Directors | 2001 – 2002 |
FG Chairman | Chairman | 2010 – 2023 |
MW Board of Directors | Board of Directors | 2012 – 2016 |
HL Board of Directors | Board of Directors | 2005 – 2020 |
AP Board of Directors | Board of Directors | 2020 – 2023 |
TM Board of Directors | Board of Directors | 2020 – 2023 |
SH Board of Directors | Board of Directors | 1999 – 2006 |
KS Board of Directors | Board of Directors | 1999 – 2001 |
KV Board of Directors | Board of Directors | 2012 – 2016 |
PN Board of Directors | Board of Directors | 2016 – 2020 |
PW Chairman | Chairman | 1999 – 2001 |
FL Board of Directors | Board of Directors | 2016 – 2017 |
PG Board of Directors | Board of Directors | 2003 – 2012 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2010 |
| Person | Role here | Other companies |
|---|---|---|
| Henrik Lund Dal | Board of Directors | 30 companiesMany roles |
| Frank Gülnar Jensen | Chairman | 20 companiesMany roles |
| Amrit Peter Kalsi | Chief Executive Officer | 11 companiesMany roles |
| Kristian Verner Mørch | Chief Executive Officer | 11 companiesMany roles |
| Søren Halsted | Board of Directors | 6 companiesMany roles |
| Torben Gülnar Jensen | Chairman | 5 companies |
| Thomas Martinussen | Board of Directors | 5 companies |
| Per Gullestrup | Management | 4 companies |
| Karl Stephan Læssøe Stephensen | Board of Directors | 3 companies |
| Per Leopold Møller | Management | 2 companies |
| Ole Trolle | Board of Directors | 2 companies |
| Marinus Willem Smits | Board of Directors | 2 companies |
| Peter Norborg | Chief Executive Officer | 1 company |
| Peter Weitemeyer | Chairman | 1 company |