Tribe Neptun A/S is a Danish A/S based in København V, operating in the Hoteller sector. Incorporated in 2000, the company reported a gross profit of -DKK 54.8k in its latest annual filing.
| Gross profit | -54.8K DKK | +99% |
| EBITDA | -54.8K DKK | -99% |
| Net profit | -55.7K DKK | +77% |
| Total assets | 14.6K DKK | -68% |
| Equity | -9.9K DKK | -122% |
| Employees | — | — |
In its most recent annual report (2018), Tribe Neptun A/S reported a gross profit of -DKK 54.8k. The figures on this page draw on 5 annual filings covering 2014 to 2018. The bottom line showed a net loss of DKK 55.7k.
At the end of 2018, current assets covered short-term debt 0.6 times.
| Item | 2018 | 2017 | 2016 | 2015 | 2014 |
|---|---|---|---|---|---|
| Gross profit | -55 | -28 | 411 | — | -147 |
| Staff expenses | -0 | -0 | -0 | -0 | -0 |
| EBITDA | -55 | -28 | 411 | -78 | -147 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | -55 | -28 | 411 | -78 | -147 |
| Net financials | -1 | -211 | -10 | 0 | 3,153 |
| Profit before tax | -56 | -239 | 401 | -78 | 3,006 |
| Tax | -0 | -0 | -0 | 24 | 11 |
| Net profit | -56 | -239 | 401 | -103 | 2,995 |
| Item | 2018 | 2017 | 2016 | 2015 | 2014 |
|---|---|---|---|---|---|
| Total assets | 15 | 46 | 340 | 433 | 524 |
| Equity | -10 | 46 | -8,519 | -8,920 | -8,817 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 25 | 0 | 8,859 | 9,354 | 9,342 |
| Total debt | 25 | 0 | 8,859 | 9,354 | 9,342 |
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 equity.
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 debt.
| Name | Role | Member since |
|---|
NK Management | Management | 2000 – 2001 |
CL Management | Management | 2010 – 2014 |
TM Management | Management | 2003 – 2003 |
TB Management | Management | 2014 – 2018 |
TB Management | Management | 2003 – 2007 |
GS Chief Executive Officer | Chief Executive Officer | 2018 – 2019 |
TH Management | Management | 2001 – 2003 |
CO Management | Management | 2007 – 2010 |
MJ Chief Executive Officer | Chief Executive Officer | 2019 – 2020 |
| Name | Role | Member since |
|---|
KR Board of Directors | Board of Directors | 2001 – 2008 |
NK Board of Directors | Board of Directors | 2000 – 2001 |
RF Chairman | Chairman | 2019 – 2020 |
JK Board of Directors | Board of Directors | 2013 – 2015 |
AH Board of Directors | Board of Directors | 2019 – 2019 |
RM Chairman | Chairman | 2012 – 2013 |
GL Chairman | Chairman | 2011 – 2012 |
TS Board of Directors | Board of Directors | 2000 – 2000 |
LS Chairman | Chairman | 2003 – 2003 |
TM Chairman | Chairman | 2003 – 2004 |
TB Board of Directors | Board of Directors | 2012 – 2018 |
GS Chairman | Chairman | 2013 – 2018 |
TS Board of Directors | Board of Directors | 2003 – 2011 |
HG Chairman | Chairman | 2018 – 2019 |
BL Board of Directors | Board of Directors | 2000 – 2000 |
LK Board of Directors | Board of Directors | 2000 – 2001 |
KE Board of Directors | Board of Directors | 2015 – 2018 |
SB Board of Directors | Board of Directors | 2018 – 2019 |
CF Board of Directors | Board of Directors | 2008 – 2008 |
MJ Board of Directors | Board of Directors | 2019 – 2020 |
PN Chairman | Chairman | 2000 – 2000 |
MH Board of Directors | Board of Directors | 2000 – 2001 |
RG Chairman | Chairman | 2001 – 2003 |
EC Board of Directors | Board of Directors | 2008 – 2013 |
SA Chairman | Chairman | 2004 – 2011 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2011 |
| Person | Role here | Other companies |
|---|---|---|
| Torgeir Silseth | Board of Directors | 11 companiesMany roles |
| Tony Bak | Management | 4 companies |
| Thomas Martin Westergaard | Management | 3 companies |
| Ronni Guldbrandsen | Chairman | 3 companies |
| Christina Fredelund Klitager | Board of Directors | 2 companies |
| Klaus Revsbech | Board of Directors | 1 company |