ProfaGroup A/S is a Danish A/S based in Køge, operating in the Electrical installation sector. Incorporated in 2006, the company has 3 employees and reported a gross profit of DKK 3.8m in its latest annual filing.
| Gross profit | 3.8M DKK | +156% |
| EBITDA | 0.4M DKK | +114% |
| Net profit | 0.1M DKK | +102% |
| Total assets | 3.1M DKK | +50% |
| Equity | -3.5M DKK | +1% |
| Employees | 3 | — |
In its most recent annual report (2019), ProfaGroup A/S reported a gross profit of DKK 3.8m, an increase of 156% on the year before. The figures on this page draw on 5 annual filings covering 2015 to 2019. The bottom line showed a net profit of DKK 52.4k, and the EBITDA margin stood at 10%.
At the end of 2019, current assets covered short-term debt 0.6 times.
| Item | 2019 | 2018 | 2017 | 2016 | 2015 |
|---|---|---|---|---|---|
| Gross profit | 3,785 | 1,477 | 2,325 | 1,443 | 1,398 |
| Staff expenses | -3,408 | -4,125 | -1,742 | -1,557 | -1,257 |
| EBITDA | 377 | -2,647 | 583 | -114 | 141 |
| Depreciation & amort. | -20 | -6 | -309 | -212 | 212 |
| EBIT | 357 | -2,653 | 274 | -325 | -71 |
| Net financials | -305 | -177 | -187 | -129 | -116 |
| Profit before tax | 52 | -2,831 | 87 | -455 | -187 |
| Tax | -0 | -0 | 64 | -70 | -15 |
| Net profit | 52 | -2,831 | 23 | -385 | -172 |
| Item | 2019 | 2018 | 2017 | 2016 | 2015 |
|---|---|---|---|---|---|
| Total assets | 3,130 | 2,085 | 3,397 | 3,672 | 2,792 |
| Equity | -3,507 | -3,559 | 586 | 564 | 249 |
| Long-term debt | 1,554 | 1,450 | 53 | 286 | 463 |
| Short-term debt | 5,082 | 4,194 | 2,758 | 2,822 | 2,081 |
| Total debt | 6,636 | 5,644 | 2,811 | 3,108 | 2,544 |
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 |
|---|
SS Liquidator | Liquidator | 2021 – 2021 |
MZ Management | Management | 2016 – 2021 |
| Name | Role | Member since |
|---|
AR Board of Directors | Board of Directors | 2009 – 2010 |
CJ Board of Directors | Board of Directors | 2016 – 2021 |
FB Chairman | Chairman | 2006 – 2009 |
JJ Chairman | Chairman | 2009 – 2013 |
MI Board of Directors | Board of Directors | 2018 – 2020 |
SB Board of Directors | Board of Directors | 2006 – 2011 |
HØ Board of Directors | Board of Directors | 2016 – 2021 |
MZ Board of Directors | Board of Directors | 2016 – 2021 |
DB Chairman | Chairman | 2016 – 2021 |
CB Board of Directors | Board of Directors | 2016 – 2019 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 20–24.99% | 20–24.99% | 2019 | |
| Company | 100% | 100% | 2020 | |
| Company | 25–33.32% | 25–33.32% | 2019 |
| Person | Role here | Other companies |
|---|---|---|
| Søren Storgaard | Liquidator | 70 companiesMany roles |
| Christian Balling | Board of Directors | 8 companiesMany roles |
| Henrik Ørum | Board of Directors | 7 companiesMany roles |
| Allan Rosenberg Horsdal | Board of Directors | 3 companies |
| Michael Ib Jørgensen | Board of Directors | 3 companies |
| Mikica Zivadinovic Bolvig | Management | 2 companies |