Dragon A/S is a Danish A/S based in Maribo, operating in the Manufacture of abrasive products sector. Incorporated in 2007, the company has 10 employees and reported a gross profit of DKK 1.5m in its latest annual filing.
| Gross profit | 1.5M DKK | +1% |
| EBITDA | -1M DKK | -142% |
| Net profit | -1.5M DKK | -39% |
| Total assets | 7.1M DKK | +8% |
| Equity | -3.2M DKK | -86% |
| Employees | 10 | — |
In its most recent annual report (2025), Dragon A/S reported a gross profit of DKK 1.5m, an increase of 1% on the year before. The figures on this page draw on 5 annual filings covering 2021 to 2025. The bottom line showed a net loss of DKK 1.5m, and the EBITDA margin stood at -64.7%.
At the end of 2025, current assets covered short-term debt 0.7 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Gross profit | 1,475 | 1,453 | 918 | 1,706 | 3,282 |
| Staff expenses | -2,429 | -1,848 | -2,135 | -2,033 | -1,430 |
| EBITDA | -954 | -395 | -1,216 | -326 | 1,847 |
| Depreciation & amort. | -58 | -106 | -212 | -245 | -321 |
| EBIT | -1,012 | -501 | -1,429 | -571 | 1,526 |
| Net financials | -887 | -842 | -780 | -571 | -294 |
| Profit before tax | -1,898 | -1,343 | -2,209 | -1,143 | 1,232 |
| Tax | -444 | -293 | -462 | -241 | -91 |
| Net profit | -1,455 | -1,050 | -1,747 | -901 | 1,323 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 7,142 | 6,626 | 7,973 | 8,441 | 9,333 |
| Equity | -3,153 | -1,698 | -648 | 1,099 | 2,000 |
| Long-term debt | 399 | 385 | 374 | 361 | 429 |
| Short-term debt | 9,895 | 7,939 | 8,248 | 6,981 | 6,904 |
| Total debt | 10,295 | 8,324 | 8,621 | 7,342 | 7,333 |
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 |
|---|---|---|
| Current (1) | ||
KU Chief Executive Officer | Chief Executive Officer | 2019 |
KS Management | Management | 2011 – 2016 |
CB Management | Management | 2007 – 2011 |
HJ Chief Executive Officer | Chief Executive Officer | 2018 – 2019 |
FR Chief Executive Officer | Chief Executive Officer | 2019 – 2019 |
| Name | Role | Member since |
|---|---|---|
| Current (3) | ||
KB Board of Directors | Board of Directors | 2020 |
MA Chairman | Chairman | 2020 |
KU Board of Directors | Board of Directors | 2020 |
FV Chairman | Chairman | 2019 – 2019 |
BK Board of Directors | Board of Directors | 2018 – 2019 |
NC Chairman | Chairman | 2018 – 2019 |
PA Chairman | Chairman | 2019 – 2020 |
MH Board of Directors | Board of Directors | 2007 – 2012 |
MV Board of Directors | Board of Directors | 2019 – 2019 |
KS Board of Directors | Board of Directors | 2014 – 2016 |
MA Board of Directors | Board of Directors | 2019 – 2020 |
KR Board of Directors | Board of Directors | 2019 – 2019 |
TD Board of Directors | Board of Directors | 2016 – 2018 |
CB Board of Directors | Board of Directors | 2007 – 2016 |
SS Board of Directors | Board of Directors | 2018 – 2019 |
HJ Board of Directors | Board of Directors | 2016 – 2018 |
MS Board of Directors | Board of Directors | 2007 – 2016 |
MO Chairman | Chairman | 2016 – 2018 |
FR Chairman | Chairman | 2016 – 2016 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2020 | |
| Company | 50–66.65% | 50–66.65% | 2007 | |
| Company | 100% | 100% | 2016 | |
| Company | 33.33–49.99% | 33.33–49.99% | 2007 |
| Person | Role here | Other companies |
|---|---|---|
| Martin Allan Laursen | Chairman | 23 companiesMany roles |
| Kenneth Biirsdahl | Board of Directors | 10 companiesMany roles |
| Martin Hector | Board of Directors | 10 companiesMany roles |
| Nicolai Christen Dyhr | Chairman | 6 companiesMany roles |
| Søren Sloth Jensen | Board of Directors | 6 companiesMany roles |
| Poul Andkjær Bach | Chairman | 3 companies |
| Kristian Svend Thielfoldt | Management | 2 companies |
| Birger Krogh | Board of Directors | 2 companies |
| Mogens Overgaard | Chairman | 2 companies |
| Carsten Bang | Management | 1 company |
| Martin Vikmann Onstrup | Board of Directors | 1 company |
| Marie-Louise Aagaard Bach | Board of Directors | 1 company |
| Torben Dhalvad | Board of Directors | 1 company |