Metroxpress Denmark A/S
A/SIn liquidationCVR 26215846Vestergade 18B, 1456 København KMedia representation· NACE 7312Est. 2001 · 25 years old1 employees
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Riskpilot← Back to searchSign inGet full accessMetroxpress Denmark A/S is a Danish A/S based in København K, operating in the Media representation sector. Incorporated in 2001, the company has 1 employee and reported a gross profit of -DKK 107.0k in its latest annual filing.
| Gross profit | -0.1M DKK | -251% |
| EBITDA | -0M DKK | +73% |
| Net profit | -13.1M DKK | -77% |
| Total assets | 0.4M DKK | -100% |
| Equity | -256.7M DKK | -5% |
| Employees | 1 | — |
In its most recent annual report (2021), Metroxpress Denmark A/S reported a gross profit of -DKK 107.0k, a decrease of 251% on the year before. The figures on this page draw on 5 annual filings covering 2017 to 2021. The bottom line showed a net loss of DKK 13.1m.
| Item | 2021 | 2020 | 2019 | 2018 | 2017 |
|---|---|---|---|---|---|
| Revenue | -107 | 71 | 6,901 | 7,059 | 6,611 |
| Staff expenses | -65 | -2 | -3,176 | -2,211 | -2,309 |
| EBITDA | -42 | -153 | 492 | 533 | 76,916 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | -42 | -153 | 492 | 533 | 76,916 |
| Net financials | -13,087 | -7,247 | 4,604 | -18,559 | -6,732 |
| Profit before tax | -13,129 | -7,400 | 5,096 | -18,026 | 70,184 |
| Tax | -0 | -0 | 2,395 | -6,406 | 4,011 |
| Net profit | -13,129 | -7,400 | 2,701 | -11,620 | 66,173 |
| Item | 2021 | 2020 | 2019 | 2018 | 2017 |
|---|---|---|---|---|---|
| Total assets | 372 | 81,655 | 82,707 | 72,977 | 81,716 |
| Equity | -256,739 | -243,610 | -236,210 | -238,911 | -227,291 |
| Long-term debt | 257,111 | 325,230 | 318,014 | 310,958 | 304,059 |
| Short-term debt | 0 | 35 | 903 | 930 | 4,948 |
| Total debt | 257,111 | 325,265 | 318,917 | 311,888 | 309,007 |
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.
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.
Cash flow relative to profit — the ability to convert reported profits into accessible cash.
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.
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.
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 |
|---|
MK Chief Executive Officer | Chief Executive Officer | 2017 – 2020 |
SW Liquidator | Liquidator | 2022 – 2022 |
PM Chief Executive Officer | Chief Executive Officer | 2001 – 2004 |
TV Liquidator | Liquidator | 2021 – 2022 |
TJ Chief Executive Officer | Chief Executive Officer | 2013 – 2017 |
TV Chief Executive Officer | Chief Executive Officer | 2020 – 2021 |
SR Chief Executive Officer | Chief Executive Officer | 2004 – 2013 |
SA Chief Executive Officer | Chief Executive Officer | 2004 – 2004 |
| Name | Role | Member since |
|---|
MK Chairman | Chairman | 2020 – 2021 |
JA Board of Directors | Board of Directors | 2005 – 2009 |
PM Chairman | Chairman | 2005 – 2006 |
AK Board of Directors | Board of Directors | 2011 – 2013 |
BS Board of Directors | Board of Directors | 2001 – 2013 |
KA Board of Directors | Board of Directors | 2001 – 2003 |
AK Chairman | Chairman | 2008 – 2013 |
JJ Board of Directors | Board of Directors | 2001 – 2004 |
TB Board of Directors | Board of Directors | 2008 – 2010 |
ER Board of Directors | Board of Directors | 2019 – 2020 |
TV Board of Directors | Board of Directors | 2020 – 2021 |
SK Board of Directors | Board of Directors | 2010 – 2013 |
DM Board of Directors | Board of Directors | 2020 – 2021 |
SA Board of Directors | Board of Directors | 2013 – 2017 |
PA Board of Directors | Board of Directors | 2005 – 2006 |
BA Board of Directors | Board of Directors | 2013 – 2019 |
CG Chairman | Chairman | 2013 – 2020 |
BC Chairman | Chairman | 2006 – 2008 |
SW | Chairman | 2006 – 2006 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Individual | 100% | 100% | 2013 |
| Person | Role here | Other companies |
|---|---|---|
| Per Mikael Jensen | Chief Executive Officer | 20 companiesMany roles |
| Torsten Bjerre Rasmussen | Board of Directors | 6 companiesMany roles |
| Svenn Aage Hyllerød Dam | Chief Executive Officer | 4 companies |
| Anders Kronborg | Chairman | 2 companies |
| Stig Kirk Ørskov | Board of Directors | 2 companies |
| Thomas Jacob Raun | Chief Executive Officer | 1 company |