4U-DEVELOPMENT A/S is a Danish A/S based in Aarhus C, operating in the Opførelse af bygninger sector. Incorporated in 2007, the company reported a gross profit of -DKK 27.4k in its latest annual filing.
| Gross profit | -0M DKK | — |
| EBITDA | -0M DKK | +6% |
| Net profit | -0.7M DKK | +2% |
| Total assets | 0.2M DKK | +3% |
| Equity | -22.8M DKK | -3% |
| Employees | — | — |
In its most recent annual report (2018), 4U-DEVELOPMENT A/S reported a gross profit of -DKK 27.4k. The figures on this page draw on 5 annual filings covering 2014 to 2018. The bottom line showed a net loss of DKK 747.1k.
At the end of 2018, current assets covered short-term debt 0 times.
| Item | 2018 | 2017 | 2016 | 2015 | 2014 |
|---|---|---|---|---|---|
| Gross profit | -27 | — | — | — | — |
| Staff expenses | -0 | -0 | -0 | -0 | -0 |
| EBITDA | -27 | -29 | -14 | -26 | -20 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | -27 | -29 | -14 | -26 | -20 |
| Net financials | -925 | -930 | -1,003 | -881 | -822 |
| Profit before tax | -952 | -959 | -1,017 | -907 | -842 |
| Tax | -205 | -199 | -194 | -736 | 1 |
| Net profit | -747 | -760 | -823 | -171 | -842 |
| Item | 2018 | 2017 | 2016 | 2015 | 2014 |
|---|---|---|---|---|---|
| Total assets | 207 | 202 | 197 | 749 | 23 |
| Equity | -22,762 | -22,015 | -21,255 | -20,432 | -20,261 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 22,969 | 22,217 | 21,452 | 21,181 | 20,284 |
| Total debt | 22,969 | 22,217 | 21,452 | 21,181 | 20,284 |
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 |
|---|
HL Management | Management | 2007 – 2019 |
| Name | Role | Member since |
|---|
KH Board of Directors | Board of Directors | 2016 – 2019 |
JB Board of Directors | Board of Directors | 2019 – 2019 |
RL Chairman | Chairman | 2013 – 2015 |
MH Board of Directors | Board of Directors | 2010 – 2013 |
JH Chairman | Chairman | 2015 – 2019 |
HL Board of Directors | Board of Directors | 2007 – 2019 |
KD Board of Directors | Board of Directors | 2013 – 2016 |
PA Board of Directors | Board of Directors | 2008 – 2009 |
JL Board of Directors | Board of Directors | 2007 – 2008 |
MA Chairman | Chairman | 2007 – 2013 |
JM Board of Directors | Board of Directors | 2007 – 2008 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2013 |
| Person | Role here | Other companies |
|---|---|---|
| Henrik Lind | Management | 30 companiesMany roles |
| René Lyngs Houmøller | Chairman | 10 companiesMany roles |
| Kasper Herrestrup | Board of Directors | 8 companiesMany roles |
| Jonas Højhus Jeppesen | Chairman | 8 companiesMany roles |
| Martin Aagaard Christiansen | Chairman | 5 companies |
| Peder Agger | Board of Directors | 3 companies |
| Jakob Beck Møller | Board of Directors | 2 companies |
| Marie-Louise Hallen Christiansen | Board of Directors | 1 company |