ApS CASTLE STREET KOMPLEMENTAR
APSIn liquidationAdvertising protectionCVR 27984894Regnbuepladsen 5, 1550 København VEconomic activity was not specified by tax authority· NACE 0000Est. 2004 · 22 years old— employees
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Riskpilot← Back to searchSign inGet full accessApS CASTLE STREET KOMPLEMENTAR is a Danish APS based in København V, operating in the Economic activity was not specified by tax authority sector. Incorporated in 2004, the company reported a gross profit of -DKK 5.0k in its latest annual filing.
| Gross profit | -5K DKK | 0% |
| EBITDA | -5K DKK | 0% |
| Net profit | 0K DKK | — |
| Total assets | 125K DKK | 0% |
| Equity | 125K DKK | 0% |
| Employees | — | — |
In its most recent annual report (2015), ApS CASTLE STREET KOMPLEMENTAR reported a gross profit of -DKK 5.0k. The figures on this page draw on 4 annual filings covering 2012 to 2015. The bottom line showed a break-even result.
At the end of 2015, equity financed 100% of the balance sheet.
| Item | 2015 | 2014 | 2013 | 2012 |
|---|---|---|---|---|
| Gross profit | -5 | -5 | -5 | -5 |
| Staff expenses | -0 | -0 | -0 | -0 |
| EBITDA | -5 | -5 | -5 | -5 |
| Depreciation & amort. | -0 | -0 | -0 | -0 |
| EBIT | -5 | -5 | -5 | -5 |
| Net financials | 5 | 5 | 5 | 5 |
| Profit before tax | 0 | 0 | 0 | 0 |
| Tax | -0 | -0 | -0 | -0 |
| Net profit | 0 | 0 | 0 | 0 |
| Item | 2015 | 2014 | 2013 | 2012 |
|---|---|---|---|---|
| Total assets | 125 | 125 | 125 | 125 |
| Equity | 125 | 125 | 125 | 125 |
| Long-term debt | 0 | 0 | 0 | 0 |
| Short-term debt | 0 | 0 | 0 | 0 |
| Total debt | 0 | 0 | 0 | 0 |
28 financial ratios from the latest filing, each graded against companies in the same industry.
Net profit as a percentage of equity — the return the owners earned on their invested capital this year.
Net profit as a percentage of total assets — the return generated on the capital employed.
Profit relative to net assets (total assets minus total debt) — the ability to generate earnings from the net asset base alone.
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.
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 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.
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.
Equity as a share of total assets — the ability to absorb losses. Around 40% is considered satisfactory from a credit perspective.
Total liabilities relative to equity — whether the company operates primarily on borrowed capital or on its own.
Total debt relative to the balance-sheet total — the share of the assets financed by debt rather than equity.
Debt relative to equity — the company's leverage. A higher value means heavier reliance on debt financing.
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.
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 equity.
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 debt.
| Name | Role | Member since |
|---|
KB Audit | Audit | 2004 – 2004 |
MB Management | Management | 2005 – 2009 |
CP Management | Management | 2004 – 2005 |
JH Management | Management | 2009 – 2010 |
LK Management | Management | 2010 – 2016 |
VC Chief Executive Officer | Chief Executive Officer | 2004 – 2004 |
HL Management | Management | 2004 – 2005 |
BG Management | Management | 2004 – 2005 |
No data on file.
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Individual | 10–14.99% | 10–14.99% | 2014 | |
| Individual | 10–14.99% | 10–14.99% | 2014 | |
| Individual | 15–19.99% | 15–19.99% | 2014 | |
| Individual | 15–19.99% | 15–19.99% | 2014 | |
| Individual | 15–19.99% | 15–19.99% | 2014 | |
| Individual | 10–14.99% | 10–14.99% | 2014 | |
| Individual | 15–19.99% | 15–19.99% | 2014 |
| Person | Role here | Other companies |
|---|---|---|
| Victor Christoffersen | Chief Executive Officer | 206 companiesMany roles |
| Carsten Pedersen Rise | Management | 21 companiesMany roles |
| Henrik Lars Olsen | Management | 10 companiesMany roles |
| Mikael Brøgger Håkansson | Management | 7 companiesMany roles |
| Lasse Kim Christensen | Management | 4 companies |