NCC Group A/S is a Danish A/S based in Ballerup, operating in the Other information technology and computer service activities sector. Incorporated in 2001, the company has 1 employee and reported a gross profit of DKK 1.7m in its latest annual filing.
| Gross profit | 1.7M DKK | +48% |
| EBITDA | 0.5M DKK | -35% |
| Net profit | 0.4M DKK | +509% |
| Total assets | 5.2M DKK | -27% |
| Equity | -27.7M DKK | +2% |
| Employees | 1 | — |
In its most recent annual report (2025), NCC Group A/S reported a gross profit of DKK 1.7m, an increase of 48% on the year before. The figures on this page draw on 5 annual filings covering 2022 to 2025. The bottom line showed a net profit of DKK 424.4k, and the EBITDA margin stood at 32.9%.
At the end of 2025, current assets covered short-term debt 0.2 times.
| Item | 2025 | 2024 | 2024 | 2023 | 2022 |
|---|---|---|---|---|---|
| Gross profit | 1,657 | 1,117 | 3,519 | 1,905 | 15,579 |
| Staff expenses | -1,112 | -275 | -3,275 | -17,254 | -29,199 |
| EBITDA | 545 | 842 | 244 | -15,350 | -13,620 |
| Depreciation & amort. | -38 | -13 | -48 | -145 | -328 |
| EBIT | 507 | 830 | 196 | -15,495 | -13,948 |
| Net financials | -894 | -934 | -706 | 236 | -318 |
| Profit before tax | 424 | -104 | -510 | -15,259 | -14,266 |
| Tax | -0 | -0 | -0 | -0 | -0 |
| Net profit | 424 | -104 | -510 | -15,259 | -14,266 |
| Item | 2025 | 2024 | 2024 | 2023 | 2022 |
|---|---|---|---|---|---|
| Total assets | 5,197 | 7,161 | 6,672 | 8,196 | 17,977 |
| Equity | -27,653 | -28,078 | -27,974 | -27,464 | -12,205 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 32,851 | 35,238 | 34,646 | 35,660 | 30,182 |
| Total debt | 32,851 | 35,238 | 34,646 | 35,660 | 30,182 |
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 |
|---|---|---|
| Current (1) | ||
GD Chief Executive Officer | Chief Executive Officer | 2023 |
TB Chief Executive Officer | Chief Executive Officer | 2018 – 2020 |
IC Chief Executive Officer | Chief Executive Officer | 2021 – 2022 |
RA Chief Executive Officer | Chief Executive Officer | 2020 – 2021 |
UM Chief Executive Officer | Chief Executive Officer | 2014 – 2018 |
IT Chief Executive Officer | Chief Executive Officer | 2022 – 2023 |
RC Chief Executive Officer | Chief Executive Officer | 2014 – 2014 |
| Name | Role | Member since |
|---|---|---|
| Current (3) | ||
PS Board of Directors | Board of Directors | 2026 |
MM Chairman | Chairman | 2026 |
GD Board of Directors | Board of Directors | 2023 |
KW Chairman | Chairman | 2023 – 2026 |
CK Board of Directors | Board of Directors | 2007 – 2014 |
AP Board of Directors | Board of Directors | 2014 – 2016 |
TB Board of Directors | Board of Directors | 2018 – 2021 |
HS Board of Directors | Board of Directors | 2006 – 2007 |
IC Board of Directors | Board of Directors | 2021 – 2022 |
BP Board of Directors | Board of Directors | 2007 – 2009 |
RA Board of Directors | Board of Directors | 2020 – 2021 |
TJ Chairman | Chairman | 2018 – 2023 |
UM Board of Directors | Board of Directors | 2014 – 2019 |
BT Chairman | Chairman | 2017 – 2018 |
TL Board of Directors | Board of Directors | 2006 – 2007 |
RG Board of Directors | Board of Directors | 2016 – 2018 |
IT Board of Directors | Board of Directors | 2022 – 2023 |
RF Chairman | Chairman | 2014 – 2017 |
AH Board of Directors | Board of Directors | 2018 – 2022 |
AJ Board of Directors | Board of Directors | 2007 – 2014 |
SH Board of Directors | Board of Directors | 2007 – 2014 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
NCC Group Cyber Security (Europe) B.V. | Company | 100% | 100% | 2021 |
NCC Group (Solutions) Limited | Company | 100% | 100% | 2014 |
| Person | Role here | Other companies |
|---|---|---|
| Carsten Krogh Gomard | Board of Directors | 22 companiesMany roles |
| Stig Hølledig | Board of Directors | 12 companiesMany roles |
| Allan Jensen Vestergaard | Board of Directors | 4 companies |
| Ulf Munkedal | Chief Executive Officer | 3 companies |
| Tomas Boye | Chief Executive Officer | 2 companies |
| Brian Palm Svaneeng Mertz | Board of Directors | 2 companies |
| Hanne Schmidt | Board of Directors | 1 company |
| Tom Larsen | Board of Directors | 1 company |