FDL ApS
APSDissolvedCVR 27572219Transitvej 10, 7100 VejleOther business support service activities n.e.c.· NACE 8299Est. 2004 · 22 years old1 employees
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Riskpilot← Back to searchSign inGet full accessFDL ApS is a Danish APS based in Vejle, operating in the Other business support service activities n.e.c. sector. Incorporated in 2004, the company has 1 employee and reported a gross profit of DKK 310.4k in its latest annual filing.
| Gross profit | 310.4K DKK | -21% |
| EBITDA | 40.2K DKK | -46% |
| Net profit | 16.6K DKK | -65% |
| Total assets | 146.1K DKK | -16% |
| Equity | -281.7K DKK | +6% |
| Employees | 1 | — |
In its most recent annual report (2016), FDL ApS reported a gross profit of DKK 310.4k, a decrease of 21% on the year before. The figures on this page draw on 5 annual filings covering 2012 to 2016. The bottom line showed a net profit of DKK 16.6k, and the EBITDA margin stood at 13%.
At the end of 2016, current assets covered short-term debt 0.3 times.
| Item | 2016 | 2015 | 2014 | 2013 | 2012 |
|---|---|---|---|---|---|
| Gross profit | 310 | 392 | 306 | 326 | 429 |
| Staff expenses | -270 | -318 | -333 | -337 | -337 |
| EBITDA | 40 | 74 | -27 | -11 | 91 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | 40 | 74 | -27 | -11 | 91 |
| Net financials | -24 | -27 | -21 | -20 | -22 |
| Profit before tax | 17 | 48 | -48 | -31 | 70 |
| Tax | -0 | -0 | -0 | -0 | -0 |
| Net profit | 17 | 48 | -48 | -31 | 70 |
| Item | 2016 | 2015 | 2014 | 2013 | 2012 |
|---|---|---|---|---|---|
| Total assets | 146 | 173 | 232 | 688 | 1,089 |
| Equity | -282 | -298 | -350 | -307 | -284 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 428 | 472 | 582 | 995 | 1,372 |
| Total debt | 428 | 472 | 582 | 995 | 1,372 |
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 |
|---|
MH Deputy | Deputy | 2006 – 2008 |
HS Founder | Founder | 2004 – 2018 |
TS Founder | Founder | 2004 – 2018 |
JL Management | Management | 2004 – 2005 |
IE Deputy | Deputy | 2004 – 2005 |
KG Deputy | Deputy | 2008 – 2009 |
PE Founder | Founder | 2004 – 2018 |
PF Deputy | Deputy | 2013 – 2018 |
PC Deputy | Deputy | 2008 – 2009 |
SG | Deputy | 2009 – 2013 |
PO Deputy | Deputy | 2004 – 2006 |
CP Management | Management | 2005 – 2018 |
| Name | Role | Member since |
|---|
JV Board of Directors | Board of Directors | 2006 – 2008 |
JJ Board of Directors | Board of Directors | 2004 – 2006 |
TT Board of Directors | Board of Directors | 2013 – 2018 |
TS Board of Directors | Board of Directors | 2004 – 2008 |
IE Board of Directors | Board of Directors | 2005 – 2008 |
KS Chairman | Chairman | 2008 – 2018 |
MA Board of Directors | Board of Directors | 2006 – 2008 |
PE Chairman | Chairman | 2004 – 2006 |
PF Board of Directors | Board of Directors | 2010 – 2013 |
KS Board of Directors | Board of Directors | 2004 – 2006 |
PO Board of Directors | Board of Directors | 2008 – 2010 |
JT Board of Directors | Board of Directors | 2004 – 2005 |
CF Deputy Chairman | Deputy Chairman | 2008 – 2018 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Knud Sørensen | Chairman | 4 companies |
| Poul Eli Nymann | Founder | 3 companies |
| Jens Tidemann Kristensen | Board of Directors | 3 companies |
| Thorkild Tofte Thisgaard | Board of Directors | 2 companies |
| Mads Arne Gråkær Jespersen | Board of Directors | 2 companies |
| Knud Skov Christensen | Board of Directors | 2 companies |
| Carsten Fruelund Poulsen | Deputy Chairman | 2 companies |
| Michael Hjorth Jepsen | Deputy | 1 company |
| Henrik Smed Nielsen | Founder | 1 company |
| Torbjørn Sagulin Bay | Founder | 1 company |
| Kjeld Grove Madsen | Deputy | 1 company |
| Per Frederiksen | Deputy | 1 company |
| Christian Peter Jensen | Management | 1 company |
| Jens Vestergaard Amorsen | Board of Directors | 1 company |
| Jens Jørgen Groot | Board of Directors | 1 company |