Acem A/S is a Danish A/S based in Aarup, operating in the Retail sale of motor vehicle parts and accessories sector. Incorporated in 1962, the company has 27 employees and reported a gross profit of -DKK 82.0k in its latest annual filing.
| Gross profit | -0.1M DKK | -11% |
| EBITDA | -0.1M DKK | +11% |
| Net profit | -0.5M DKK | +31% |
| Total assets | 0M DKK | -8% |
| Equity | -15.8M DKK | -3% |
| Employees | 27 | — |
In its most recent annual report (2025), Acem A/S reported a gross profit of -DKK 82.0k. The figures on this page draw on 5 annual filings covering 2021 to 2025. The bottom line showed a net loss of DKK 480.0k.
At the end of 2025, current assets covered short-term debt 0 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Revenue | -82 | -93 | -105 | 0 | 36 |
| Staff expenses | -0 | -0 | -0 | -0 | -0 |
| EBITDA | -82 | -93 | -105 | -116 | 36 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | -82 | -93 | -105 | -116 | 36 |
| Net financials | -416 | -627 | -555 | -164 | -169 |
| Profit before tax | -498 | -720 | -660 | -280 | -133 |
| Tax | -18 | -20 | -145 | -62 | -29 |
| Net profit | -480 | -699 | -515 | -218 | -104 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 27 | 29 | 150 | 68 | 81 |
| Equity | -15,848 | -15,368 | -14,669 | -14,154 | -13,936 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 15,875 | 15,397 | 14,819 | 14,222 | 14,017 |
| Total debt | 15,875 | 15,397 | 14,819 | 14,222 | 14,017 |
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) | ||
CB Chief Executive Officer | Chief Executive Officer | 2025 |
PK Deputy | Deputy | 1962 – 2002 |
CP Chief Executive Officer | Chief Executive Officer | 2014 – 2020 |
FK Deputy | Deputy | 1998 – 2002 |
LG Deputy | Deputy | 2002 – 2007 |
PB Audit | Audit | 1962 – 1989 |
SN Management | Management | 1962 – 2004 |
PH Chief Executive Officer | Chief Executive Officer | 2020 – 2023 |
JØ Management | Management | 1962 – 1999 |
SP Chief Executive Officer | Chief Executive Officer | 2023 – 2024 |
HU Deputy | Deputy | 2002 – 2010 |
AF Management | Management | 1962 – 1996 |
UL Chief Executive Officer | Chief Executive Officer | 2013 – 2014 |
KP Chief Executive Officer | Chief Executive Officer | 2007 – 2009 |
LS Chief Executive Officer | Chief Executive Officer | 2009 – 2013 |
KS Chief Executive Officer | Chief Executive Officer | 2024 – 2025 |
JC Management | Management | 1962 – 2002 |
PT Chief Executive Officer | Chief Executive Officer | 2004 – 2007 |
HE Management | Management | 1962 – 1998 |
| Name | Role | Member since |
|---|---|---|
| Current (3) | ||
AR Chairman | Chairman | 2025 |
CB Board of Directors | Board of Directors | 2025 |
AD Board of Directors | Board of Directors | 2025 |
OA Board of Directors | Board of Directors | 1962 – 2002 |
HM Board of Directors | Board of Directors | 2002 – 2007 |
PJ Chairman | Chairman | 1996 – 2002 |
EJ Board of Directors | Board of Directors | 2002 – 2005 |
CP Board of Directors | Board of Directors | 2014 – 2017 |
LG Board of Directors | Board of Directors | 2007 – 2010 |
BG Board of Directors | Board of Directors | 2004 – 2007 |
PB Board of Directors | Board of Directors | 1962 – 1994 |
SN Board of Directors | Board of Directors | 2002 – 2006 |
SN Board of Directors | Board of Directors | 1962 – 1998 |
UP Board of Directors | Board of Directors | 2012 – 2014 |
SJ Chairman | Chairman | 2020 – 2025 |
IH Board of Directors | Board of Directors | 2002 – 2002 |
PH Board of Directors | Board of Directors | 2019 – 2024 |
JM Board of Directors | Board of Directors | 2012 – 2012 |
IJ Board of Directors | Board of Directors | 1997 – 2001 |
OB Chairman | Chairman | 2004 – 2007 |
SP Board of Directors | Board of Directors | 2024 – 2024 |
GB Board of Directors | Board of Directors | 2007 – 2012 |
LM Chairman | Chairman | 2002 – 2004 |
AF Chairman | Chairman | 1962 – 1996 |
RH Board of Directors | Board of Directors | 2017 – 2019 |
RH Board of Directors | Board of Directors | 1962 – 1993 |
LØ Board of Directors | Board of Directors | 1997 – 2000 |
PO Chairman | Chairman | 2013 – 2020 |
KP Board of Directors | Board of Directors | 2007 – 2009 |
LS Board of Directors | Board of Directors | 2009 – 2012 |
KS Board of Directors | Board of Directors | 2024 – 2025 |
JC Board of Directors | Board of Directors | 2001 – 2002 |
KA Board of Directors | Board of Directors | 1962 – 1994 |
MC Board of Directors | Board of Directors | 2020 – 2025 |
NE Board of Directors | Board of Directors | 2012 – 2012 |
OT Board of Directors | Board of Directors | 2013 – 2014 |
LM Board of Directors | Board of Directors | 2014 – 2019 |
BE Chairman | Chairman | 2007 – 2012 |
PE Board of Directors | Board of Directors | 2012 – 2012 |
SB Board of Directors | Board of Directors | 2002 – 2010 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
MEKO AB | Company | 100% | 100% | 2002 |
| Person | Role here | Other companies |
|---|---|---|
| Andrew Robert Long | Chairman | 11 companiesMany roles |
| Klavs Pedersen | Chief Executive Officer | 9 companiesMany roles |
| Sven Jokum Møller Kristensen | Chairman | 6 companiesMany roles |
| Michael Christian Gadegaard | Board of Directors | 5 companies |
| Christian Buhl Krøis | Chief Executive Officer | 4 companies |
| Andreas Damkjær True | Board of Directors | 4 companies |
| Per Erik Hedblom | Board of Directors | 4 companies |
| Preben Højte | Chief Executive Officer | 3 companies |
| Lars Sendal From | Chief Executive Officer | 3 companies |
| Kim Storbank | Chief Executive Officer | 1 company |
| Ulf Patrik Nilsson | Board of Directors | 1 company |