COTTONCO ApS is a Danish APS based in Odense SØ, operating in the Ikke-finansielle holdingselskaber sector. Incorporated in 2003, the company reported a gross profit of -DKK 1.0k in its latest annual filing.
| Gross profit | -0M DKK | — |
| EBITDA | -0M DKK | — |
| Net profit | -10.9M DKK | -4% |
| Total assets | 535.2M DKK | 0% |
| Equity | -14.9M DKK | -273% |
| Employees | — | — |
In its most recent annual report (2018), COTTONCO ApS reported a gross profit of -DKK 1.0k. The figures on this page draw on 5 annual filings covering 2013 to 2018. The bottom line showed a net loss of DKK 10.9m.
At the end of 2018, current assets covered short-term debt 0 times.
| Item | 2018 | 2017 | 2016 | 2015 | 2013 |
|---|---|---|---|---|---|
| Gross profit | -1 | — | — | — | 0 |
| Staff expenses | -0 | -0 | -0 | -0 | -0 |
| EBITDA | -1 | 0 | 0 | 0 | 0 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | -1 | 0 | 0 | 0 | 0 |
| Net financials | -10,994 | -10,488 | -10,033 | -15,051 | -35,176 |
| Profit before tax | -10,995 | -10,488 | -10,033 | -15,051 | -35,176 |
| Tax | -93 | -0 | 5,210 | -5,210 | -10 |
| Net profit | -10,902 | -10,488 | -15,243 | -9,841 | -35,166 |
| Item | 2018 | 2017 | 2016 | 2015 | 2013 |
|---|---|---|---|---|---|
| Total assets | 535,205 | 535,097 | 537,251 | 544,435 | 594,053 |
| Equity | -14,899 | -3,997 | 6,491 | 21,734 | 23,370 |
| Long-term debt | 141,372 | 140,963 | 140,741 | 141,273 | 410,358 |
| Short-term debt | 408,732 | 398,131 | 390,019 | 381,428 | 160,325 |
| Total debt | 550,104 | 539,094 | 530,760 | 522,701 | 570,683 |
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.
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 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 |
|---|
PE Chief Executive Officer | Chief Executive Officer | 2014 – 2014 |
KB Audit | Audit | 2003 – 2005 |
AD Chief Executive Officer | Chief Executive Officer | 2014 – 2019 |
JM Management | Management | 2005 – 2006 |
VC Chief Executive Officer | Chief Executive Officer | 2003 – 2005 |
MS Chief Executive Officer | Chief Executive Officer | 2010 – 2014 |
AG Chief Executive Officer | Chief Executive Officer | 2006 – 2010 |
| Name | Role | Member since |
|---|
PE Board of Directors | Board of Directors | 2014 – 2014 |
AD Board of Directors | Board of Directors | 2014 – 2019 |
TG Chairman | Chairman | 2005 – 2006 |
UP Chairman | Chairman | 2018 – 2019 |
JM Board of Directors | Board of Directors | 2005 – 2006 |
TS Board of Directors | Board of Directors | 2018 – 2019 |
Kd Board of Directors | Board of Directors | 2005 – 2006 |
PM Chairman | Chairman | 2006 – 2007 |
MB Chairman | Chairman | 2013 – 2015 |
DH Deputy Chairman | Deputy Chairman | 2006 – 2007 |
OL Chairman | Chairman | 2015 – 2018 |
MS Board of Directors | Board of Directors | 2010 – 2014 |
SB Board of Directors | Board of Directors | 2015 – 2018 |
MB Chairman | Chairman | 2009 – 2013 |
TW Board of Directors | Board of Directors | 2007 – 2015 |
JN Chairman | Chairman | 2007 – 2009 |
AG Board of Directors | Board of Directors | 2006 – 2010 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
Fristads Kansas AB | Company | 100% | 100% | 2005 |
| Person | Role here | Other companies |
|---|---|---|
| Victor Christoffersen | Chief Executive Officer | 206 companiesMany roles |
| Jakob Møller Jensen | Management | 15 companiesMany roles |
| Per Madsen | Chairman | 9 companiesMany roles |
| Mikael Sternberg | Chief Executive Officer | 4 companies |
| Anders Grønlund | Chief Executive Officer | 4 companies |
| Dorthe Henriette Anneberg | Deputy Chairman | 3 companies |
| Ole Lenarth Nielsen | Chairman | 2 companies |
| Martin Busk Andersen | Chairman | 2 companies |
| Thomas Schwartz | Board of Directors | 1 company |
| Stellan Bjørn Petersen | Board of Directors | 1 company |