SHERPA ApS is a Danish APS based in København V, operating in the Other social work activities without accommodation n.e.c. sector. Incorporated in 2005, the company has 0 employees and reported a gross profit of DKK 6.1m in its latest annual filing.
| Gross profit | 6.1M DKK | -30% |
| EBITDA | -5.6M DKK | -307% |
| Net profit | -6.2M DKK | -336% |
| Total assets | 2.2M DKK | +15% |
| Equity | -7.9M DKK | -381% |
| Employees | 0 | — |
In its most recent annual report (2017), SHERPA ApS reported a gross profit of DKK 6.1m, a decrease of 30% on the year before. The figures on this page draw on 5 annual filings covering 2013 to 2017. The bottom line showed a net loss of DKK 6.2m, and the EBITDA margin stood at -91.8%.
At the end of 2017, current assets covered short-term debt 0.2 times.
| Item | 2017 | 2016 | 2015 | 2014 | 2013 |
|---|---|---|---|---|---|
| Gross profit | 6,108 | 8,691 | 8,099 | 8,124 | 7,826 |
| Staff expenses | -11,717 | -10,071 | -8,724 | -8,072 | -7,348 |
| EBITDA | -5,609 | -1,380 | -625 | 53 | 478 |
| Depreciation & amort. | -20 | -0 | -0 | -0 | -182 |
| EBIT | -5,629 | -1,380 | -625 | 53 | 297 |
| Net financials | -471 | -49 | 4 | -1 | -2 |
| Profit before tax | -6,100 | -1,429 | -621 | 52 | 294 |
| Tax | 130 | -0 | -128 | 21 | 81 |
| Net profit | -6,230 | -1,429 | -494 | 31 | 214 |
| Item | 2017 | 2016 | 2015 | 2014 | 2013 |
|---|---|---|---|---|---|
| Total assets | 2,230 | 1,935 | 2,514 | 5,309 | 3,584 |
| Equity | -7,864 | -1,634 | -205 | 288 | 257 |
| Long-term debt | 2,000 | 0 | 0 | 0 | 0 |
| Short-term debt | 8,094 | 3,569 | 2,719 | 5,021 | 3,327 |
| Total debt | 10,094 | 3,569 | 2,719 | 5,021 | 3,327 |
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 |
|---|
OH Audit | Audit | 2005 – 2008 |
KB Audit | Audit | 2005 – 2005 |
LT Chief Executive Officer | Chief Executive Officer | 2017 – 2018 |
TL Management | Management | 2005 – 2017 |
VC Management | Management | 2005 – 2005 |
| Name | Role | Member since |
|---|
TL Board of Directors | Board of Directors | 2010 – 2014 |
WB Chairman | Chairman | 2010 – 2013 |
JH Board of Directors | Board of Directors | 2010 – 2014 |
CO Board of Directors | Board of Directors | 2011 – 2014 |
TH Board of Directors | Board of Directors | 2017 – 2018 |
VK Chairman | Chairman | 2013 – 2014 |
AF Chairman | Chairman | 2017 – 2018 |
LK Board of Directors | Board of Directors | 2017 – 2018 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Individual | 100% | 100% | 2005 | |
| Company | 20–24.99% | 20–24.99% | 2017 | |
| Company | 5–9.99% | 5–9.99% | 2017 | |
| Individual | 5–9.99% | 5–9.99% | 2017 | |
| Company | 90–99.99% | 90–99.99% | 2018 |
| Person | Role here | Other companies |
|---|---|---|
| Victor Christoffersen | Management | 206 companiesMany roles |
| Annemette Færch | Chairman | 34 companiesMany roles |
| Ole Hansen | Audit | 8 companiesMany roles |
| Jeppe Hartmann Berggreen | Board of Directors | 4 companies |
| Leif Thomsen | Chief Executive Officer | 3 companies |
| Teddy Hebo Larsen | Board of Directors | 3 companies |
| Lars Kirdan | Board of Directors | 3 companies |
| Christian Olesen | Board of Directors | 2 companies |
| Wentzel Bohn-Willeberg | Chairman | 1 company |
| Vibe Klarup | Chairman | 1 company |