Tribe Aalborg A/S
A/SDissolvedCVR 25812409Colbjørnsensgade 7, 1652 København VHoteller· NACE 551010Est. 2000 · 25 years old— employees
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Riskpilot← Back to searchSign inGet full accessTribe Aalborg 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 1.6m in its latest annual filing.
| Gross profit | 1.6M DKK | +18% |
| EBITDA | -3M DKK | +38% |
| Net profit | -3.1M DKK | +30% |
| Total assets | 3.9M DKK | -38% |
| Equity | -6.2M DKK | -97% |
| Employees | — | — |
In its most recent annual report (2013), Tribe Aalborg A/S reported a gross profit of DKK 1.6m, an increase of 18% on the year before. The figures on this page draw on 2 annual filings covering 2012 to 2013. The bottom line showed a net loss of DKK 3.1m, and the EBITDA margin stood at -189.8%.
At the end of 2013, current assets covered short-term debt 0.4 times.
| Item | 2013 | 2012 |
|---|---|---|
| Gross profit | 1,556 | 1,313 |
| Staff expenses | -4,509 | -6,042 |
| EBITDA | -2,953 | -4,728 |
| Depreciation & amort. | -605 | -190 |
| EBIT | -3,558 | -4,918 |
| Net financials | 109 | -18 |
| Profit before tax | -3,449 | -4,936 |
| Tax | -384 | -532 |
| Net profit | -3,065 | -4,404 |
| Item | 2013 | 2012 |
|---|---|---|
| Total assets | 3,912 | 6,293 |
| Equity | -6,225 | -3,160 |
| Long-term debt | 0 | 0 |
| Short-term debt | 10,137 | 9,453 |
| Total debt | 10,137 | 9,453 |
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.
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.
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.
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 |
|---|
TW Management | Management | 2005 – 2007 |
KR Chief Executive Officer | Chief Executive Officer | 2001 – 2002 |
OO Management | Management | 2007 – 2011 |
TB Management | Management | 2013 – 2014 |
PB Management | Management | 2004 – 2005 |
KB Management | Management | 2011 – 2013 |
MH Management | Management | 2000 – 2001 |
MF Management | Management | 2002 – 2004 |
| Name | Role | Member since |
|---|
KR Board of Directors | Board of Directors | 2001 – 2008 |
NK Board of Directors | Board of Directors | 2000 – 2001 |
JK Board of Directors | Board of Directors | 2011 – 2012 |
RM Chairman | Chairman | 2012 – 2013 |
JK Board of Directors | Board of Directors | 2013 – 2014 |
GL Chairman | Chairman | 2011 – 2012 |
TM Chairman | Chairman | 2003 – 2004 |
TB Board of Directors | Board of Directors | 2012 – 2014 |
GS Chairman | Chairman | 2013 – 2014 |
TS Board of Directors | Board of Directors | 2001 – 2011 |
LK Board of Directors | Board of Directors | 2000 – 2001 |
CF Deputy Chairman | Deputy Chairman | 2008 – 2008 |
KB Board of Directors | Board of Directors | 2013 – 2013 |
MH Board of Directors | Board of Directors | 2000 – 2001 |
PB Chairman | Chairman | 2003 – 2003 |
DE Chairman | Chairman | 2004 – 2011 |
RG Chairman | Chairman | 2001 – 2003 |
EC Board of Directors | Board of Directors | 2008 – 2013 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Torgeir Silseth | Board of Directors | 11 companiesMany roles |
| Tony Bak | Management | 4 companies |
| Ole Olsen | Management | 3 companies |
| Thomas Martin Westergaard | Chairman | 3 companies |
| Ronni Guldbrandsen | Chairman | 3 companies |
| Christina Fredelund Klitager | Deputy Chairman | 2 companies |
| Klaus Revsbech | Chief Executive Officer | 1 company |
| Per Bjørner | Management | 1 company |
| Martin Flemming Grønkjær Dyrholm | Management | 1 company |
| Per Brunse | Chairman | 1 company |