ELSALG.DK ApS is a Danish APS based in Skanderborg, operating in the Retail sale of electrical household appliances sector. Incorporated in 2005, the company reported a gross profit of -DKK 1.2m in its latest annual filing.
| Gross profit | -1.2M DKK | -6202% |
| EBITDA | -1.2M DKK | -6202% |
| Net profit | -1.3M DKK | -118% |
| Total assets | 0.7M DKK | -21% |
| Equity | -12.4M DKK | -12% |
| Employees | — | — |
In its most recent annual report (2025), ELSALG.DK ApS reported a gross profit of -DKK 1.2m, a decrease of 6202% on the year before. The figures on this page draw on 5 annual filings covering 2021 to 2025. The bottom line showed a net loss of DKK 1.3m.
At the end of 2025, current assets covered short-term debt 0.1 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Gross profit | -1,196 | 20 | -80 | -3,981 | -2,017 |
| Staff expenses | -0 | -0 | -0 | -0 | -0 |
| EBITDA | -1,196 | 20 | -80 | -4,314 | -2,017 |
| Depreciation & amort. | -0 | -0 | -0 | -207 | -367 |
| EBIT | -1,196 | 20 | -80 | -4,521 | -2,384 |
| Net financials | -422 | -702 | -1,092 | -1,296 | -485 |
| Profit before tax | -1,619 | -682 | -1,172 | -5,817 | -2,869 |
| Tax | -272 | -64 | -163 | -1,242 | -631 |
| Net profit | -1,346 | -619 | -1,009 | -4,575 | -2,238 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 676 | 861 | 1,822 | 3,359 | 3,713 |
| Equity | -12,384 | -11,037 | -10,419 | -9,410 | -4,835 |
| Long-term debt | 0 | 0 | 0 | -77 | 0 |
| Short-term debt | 13,060 | 11,898 | 12,241 | 12,768 | 8,533 |
| Total debt | 13,060 | 11,898 | 12,241 | 12,768 | 8,533 |
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.
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) | ||
HO Management | Management | 2022 |
TH Chief Executive Officer | Chief Executive Officer | 2011 – 2022 |
JÅ Management | Management | 2009 – 2011 |
EL Management | Management | 2008 – 2009 |
JH Management | Management | 2005 – 2008 |
| Name | Role | Member since |
|---|---|---|
| Current (6) | ||
MS Board of Directors | Board of Directors | 2023 |
JK Board of Directors | Board of Directors | 2016 |
PF Chairman | Chairman | 2023 |
PR Deputy Chairman | Deputy Chairman | 2018 |
PT Board of Directors | Board of Directors | 2022 |
KB Board of Directors | Board of Directors | 2020 |
AV Chairman | Chairman | 2011 – 2018 |
DN Board of Directors | Board of Directors | 2011 – 2014 |
TH Chairman | Chairman | 2007 – 2011 |
JB Board of Directors | Board of Directors | 2011 – 2020 |
JÅ Board of Directors | Board of Directors | 2009 – 2011 |
EL Board of Directors | Board of Directors | 2008 – 2009 |
BS Chairman | Chairman | 2018 – 2023 |
JH Board of Directors | Board of Directors | 2005 – 2008 |
CH Board of Directors | Board of Directors | 2018 – 2022 |
NP Chairman | Chairman | 2005 – 2007 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2007 |
| Person | Role here | Other companies |
|---|---|---|
| Per Thusgaard Andersen | Board of Directors | 13 companiesMany roles |
| Peter Rodh | Deputy Chairman | 9 companiesMany roles |
| Preben Frank Nielsen | Chairman | 7 companiesMany roles |
| Henrik Overgaard Hansen | Management | 6 companiesMany roles |
| Maria Søkvist | Board of Directors | 6 companiesMany roles |
| Jens Kristian Hedegaard | Board of Directors | 6 companiesMany roles |
| Karsten Bjørn Jakobsen | Board of Directors | 5 companies |
| Arne Vestergaard Ebbesen | Chairman | 4 companies |
| Bruno Stenbæk Andersen | Chairman | 2 companies |