K/S Warrington
K/SDissolvedAdvertising protectionCVR 29138877Møllevej 11, 2990 NivåRental and operating of own or leased real estate· NACE 6820Est. 2005 · 21 years old— employees
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Riskpilot← Back to searchSign inGet full accessK/S Warrington is a Danish K/S based in Nivå, operating in the Rental and operating of own or leased real estate sector. Incorporated in 2005.
| Gross profit | — | — |
| EBITDA | -148.6K DKK | +88% |
| Net profit | -440.6K DKK | -294% |
| Total assets | 0K DKK | -100% |
| Equity | -630.7K DKK | +74% |
| Employees | — | — |
The figures on this page draw on 5 annual filings covering 2012 to 2016. The bottom line showed a net loss of DKK 440.6k.
At the end of 2016, current assets covered short-term debt 0 times.
| Item | 2016 | 2015 | 2014 | 2013 | 2012 |
|---|---|---|---|---|---|
| Revenue | — | 0 | 2,140 | 2,066 | 2,121 |
| Staff expenses | -0 | -0 | -0 | -0 | -0 |
| EBITDA | -149 | -1,217 | 1,744 | 1,887 | 2,208 |
| Depreciation & amort. | -0 | -0 | -0 | -8,190 | -237 |
| EBIT | -149 | -1,217 | 1,744 | -6,303 | 1,971 |
| Net financials | -292 | -1,113 | -2,123 | -1,601 | -2,450 |
| Profit before tax | -441 | 227 | -379 | -7,904 | -479 |
| Tax | -0 | -0 | -0 | -0 | -0 |
| Net profit | -441 | 227 | -379 | -7,904 | -479 |
| Item | 2016 | 2015 | 2014 | 2013 | 2012 |
|---|---|---|---|---|---|
| Total assets | 0 | 2,060 | 31,445 | 29,659 | 38,080 |
| Equity | -631 | -2,382 | -3,509 | -4,030 | 2,974 |
| Long-term debt | 0 | 2,484 | 3,183 | 31,511 | 32,717 |
| Short-term debt | 631 | 1,957 | 31,771 | 2,178 | 2,388 |
| Total debt | 631 | 4,441 | 34,954 | 33,689 | 35,106 |
28 financial ratios from the latest filing, each graded against companies in the same industry.
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.
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.
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.
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.
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.
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 |
|---|
LH Liquidator | Liquidator | 2016 – 2017 |
| Name | Role | Member since |
|---|
MO Board of Directors | Board of Directors | 2005 – 2006 |
TD Board of Directors | Board of Directors | 2008 – 2016 |
TC Board of Directors | Board of Directors | 2005 – 2006 |
CS Board of Directors | Board of Directors | 2006 – 2008 |
MB Board of Directors | Board of Directors | 2006 – 2016 |
JJ Board of Directors | Board of Directors | 2005 – 2006 |
MF Chairman | Chairman | 2006 – 2016 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Individual | 10–14.99% | 10–14.99% | 2009 | |
| Individual | 5–9.99% | 5–9.99% | 2009 | |
| Individual | 15–19.99% | 15–19.99% | 2009 | |
| Individual | 5–9.99% | 5–9.99% | 2009 | |
| Individual | 10–14.99% | 10–14.99% | 2009 | |
| Individual | 10–14.99% | 10–14.99% | 2009 | |
| Individual | 10–14.99% | 10–14.99% | 2009 | |
| Individual | 5–9.99% | 5–9.99% | 2009 | |
| Individual | 20–24.99% | 20–24.99% | 2009 |
| Person | Role here | Other companies |
|---|---|---|
| Morten Florin | Chairman | 6 companiesMany roles |
| Lars Hesseldahl | Liquidator | 5 companies |
| Thorbjørn Christian Hævdholm | Board of Directors | 4 companies |
| Claus Staffe | Board of Directors | 4 companies |
| Marius Brandt-Møller | Board of Directors | 4 companies |
| Morten Olsen | Board of Directors | 3 companies |
| James Jensen | Board of Directors | 2 companies |