HAMLET SUPPORT ApS is a Danish APS based in Kongens Lyngby, operating in the Other telecommunication activities sector. Incorporated in 2000, the company reported a gross profit of -DKK 16.8k in its latest annual filing.
| Gross profit | -0M DKK | -23% |
| EBITDA | -0M DKK | -128% |
| Net profit | -0.2M DKK | -40% |
| Total assets | 0M DKK | -61% |
| Equity | -6.2M DKK | -3% |
| Employees | — | — |
In its most recent annual report (2016), HAMLET SUPPORT ApS reported a gross profit of -DKK 16.8k. The figures on this page draw on 5 annual filings covering 2012 to 2016. The bottom line showed a net loss of DKK 205.1k.
At the end of 2016, current assets covered short-term debt 0 times.
| Item | 2016 | 2015 | 2014 | 2013 | 2012 |
|---|---|---|---|---|---|
| Gross profit | -17 | -22 | -23 | -78 | -13 |
| Staff expenses | -0 | -0 | -0 | -0 | -0 |
| EBITDA | -17 | 60 | -23 | -78 | 170 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | 10 |
| EBIT | -17 | 60 | -23 | -78 | 160 |
| Net financials | -188 | -165 | -58 | 70 | -307 |
| Profit before tax | -204 | -105 | -81 | -8 | -147 |
| Tax | 1 | 41 | 14 | 42 | 91 |
| Net profit | -205 | -146 | -95 | -50 | -238 |
| Item | 2016 | 2015 | 2014 | 2013 | 2012 |
|---|---|---|---|---|---|
| Total assets | 23 | 57 | 55 | 2,128 | 2,215 |
| Equity | -6,163 | -5,958 | -5,812 | -5,717 | -5,667 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 6,186 | 6,015 | 5,867 | 7,845 | 7,882 |
| Total debt | 6,186 | 6,015 | 5,867 | 7,845 | 7,882 |
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 |
|---|
CR Management | Management | 2001 – 2001 |
LS Chief Executive Officer | Chief Executive Officer | 2003 – 2018 |
LA Management | Management | 2001 – 2001 |
PA Management | Management | 2000 – 2000 |
OB Chief Executive Officer | Chief Executive Officer | 2001 – 2003 |
JO Chief Executive Officer | Chief Executive Officer | 2000 – 2001 |
| Name | Role | Member since |
|---|
PE Chairman | Chairman | 2000 – 2001 |
AH Board of Directors | Board of Directors | 2000 – 2000 |
CR Board of Directors | Board of Directors | 2000 – 2001 |
AH Chairman | Chairman | 2001 – 2016 |
LS Board of Directors | Board of Directors | 2001 – 2016 |
PM Board of Directors | Board of Directors | 2001 – 2001 |
TK Deputy Chairman | Deputy Chairman | 2000 – 2001 |
JP Chairman | Chairman | 2001 – 2001 |
GM Board of Directors | Board of Directors | 2006 – 2016 |
KI Board of Directors | Board of Directors | 2001 – 2001 |
LA Board of Directors | Board of Directors | 2001 – 2001 |
PA Board of Directors | Board of Directors | 2000 – 2000 |
GA Chairman | Chairman | 2001 – 2001 |
MS Board of Directors | Board of Directors | 2016 – 2016 |
KM Chairman | Chairman | 2000 – 2000 |
OB Board of Directors | Board of Directors | 2001 – 2006 |
AE Board of Directors | Board of Directors | 2001 – 2001 |
JO Board of Directors | Board of Directors | 2000 – 2001 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2006 | |
| Individual | 50–66.65% | 50–66.65% | 2015 | |
| Individual | 50–66.65% | 50–66.65% | 2015 |
| Person | Role here | Other companies |
|---|---|---|
| Kim Madsen | Chairman | 12 companiesMany roles |
| Peter Andreas Stakemann | Management | 11 companiesMany roles |
| Christian René Tang-Jespersen | Management | 10 companiesMany roles |
| Jens Peter Due Olsen | Chairman | 10 companiesMany roles |
| Anton Hersom Caspersen | Chairman | 3 companies |
| Lars Steffen Hansen | Chief Executive Officer | 2 companies |
| Gitte Mejlhart | Board of Directors | 2 companies |
| Klaus Irner | Board of Directors | 2 companies |