Lübker Square K/S is a Danish K/S based in Nimtofte, operating in the Holiday and other short-stay accommodation sector. Incorporated in 2007, the company has 33 employees and reported a gross profit of DKK 2.5m in its latest annual filing.
| Gross profit | 2.5M DKK | -3% |
| EBITDA | 0.5M DKK | +162% |
| Net profit | -0.4M DKK | +99% |
| Total assets | 19.3M DKK | -13% |
| Equity | 3.3M DKK | +121% |
| Employees | 33 | — |
In its most recent annual report (2016), Lübker Square K/S reported a gross profit of DKK 2.5m, a decrease of 3% on the year before. The figures on this page draw on 5 annual filings covering 2012 to 2016. The bottom line showed a net loss of DKK 374.6k, and the EBITDA margin stood at 20.2%.
At the end of 2016, equity financed 17.1% of the balance sheet, and current assets covered short-term debt 0.1 times.
| Item | 2016 | 2015 | 2014 | 2013 | 2012 |
|---|---|---|---|---|---|
| Revenue | 2,537 | 2,623 | 1,710 | 2,953 | 7,331 |
| Staff expenses | -2,025 | -3,452 | -2,897 | -4,048 | -3,513 |
| EBITDA | 512 | -829 | -1,187 | -1,095 | -356 |
| Depreciation & amort. | -429 | -23,596 | -1,657 | 1,684 | 2,186 |
| EBIT | 82 | -24,425 | -2,844 | -2,779 | -2,542 |
| Net financials | -457 | -1,028 | -774 | -812 | -542 |
| Profit before tax | -375 | -25,453 | -3,618 | -3,590 | -3,083 |
| Tax | -0 | -0 | -0 | -0 | -0 |
| Net profit | -375 | -25,453 | -3,618 | -3,590 | -3,083 |
| Item | 2016 | 2015 | 2014 | 2013 | 2012 |
|---|---|---|---|---|---|
| Total assets | 19,331 | 22,344 | 46,766 | 48,784 | 47,144 |
| Equity | 3,313 | -15,735 | 9,718 | 13,336 | 16,926 |
| Long-term debt | 0 | 22,000 | 22,000 | 22,000 | 23,000 |
| Short-term debt | 16,019 | 16,079 | 14,853 | 13,448 | 7,218 |
| Total debt | 16,019 | 38,079 | 36,853 | 35,448 | 30,218 |
28 financial ratios from the latest filing, each graded against companies in the same industry.
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.
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.
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.
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.
Cash flow relative to profit — the ability to convert reported profits into accessible cash.
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.
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.
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 |
|---|
NK Management | Management | 2013 – 2014 |
LL Management | Management | 2009 – 2010 |
KF Chief Executive Officer | Chief Executive Officer | 2010 – 2011 |
CA Management | Management | 2016 – 2018 |
HK Management | Management | 2014 – 2016 |
ES Management | Management | 2011 – 2013 |
FB Management | Management | 2016 – 2018 |
TB Management | Management | 2008 – 2009 |
| Name | Role | Member since |
|---|
NK Board of Directors | Board of Directors | 2013 – 2013 |
LH Board of Directors | Board of Directors | 2013 – 2015 |
LL Chairman | Chairman | 2011 – 2013 |
AF Board of Directors | Board of Directors | 2013 – 2015 |
HP Board of Directors | Board of Directors | 2013 – 2016 |
KF Board of Directors | Board of Directors | 2011 – 2013 |
PA Board of Directors | Board of Directors | 2008 – 2011 |
CA Chairman | Chairman | 2013 – 2016 |
ES Chairman | Chairman | 2008 – 2008 |
JØ Chairman | Chairman | 2007 – 2011 |
FB Board of Directors | Board of Directors | 2015 – 2016 |
NP Board of Directors | Board of Directors | 2013 – 2016 |
TU Board of Directors | Board of Directors | 2013 – 2015 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2017 | |
| Company | 100% | 100% | 2013 |
| Person | Role here | Other companies |
|---|---|---|
| Frans Bredmose Langkjær | Management | 43 companiesMany roles |
| Lars Hermes Olsen | Board of Directors | 31 companiesMany roles |
| Carl Aage Nielsen | Management | 18 companiesMany roles |
| Keld Friis | Chief Executive Officer | 14 companiesMany roles |
| Jesper Østerhegn | Chairman | 10 companiesMany roles |
| Allan Freivald | Board of Directors | 8 companiesMany roles |
| Torben Ulrich | Board of Directors | 5 companies |
| Erling Sørensen Lindahl | Management | 4 companies |
| Lone Lindahl Klausen | Management | 3 companies |
| Tomas Ballisager | Management | 3 companies |
| Niels Peder Opstrup | Board of Directors | 3 companies |
| Henrik Koch | Management | 2 companies |
| Hans Peter Jessen Bjerrisgaard | Board of Directors | 2 companies |