Semler Leasing A/S is a Danish A/S based in København K, operating in the Rental and leasing of cars and light motor vehicles sector. Incorporated in 2009, the company has 1 employee and reported a gross profit of DKK 64.6m in its latest annual filing.
| Gross profit | 64.6M DKK | +3% |
| EBITDA | 61.3M DKK | +124% |
| Net profit | -7.1M DKK | +77% |
| Total assets | 165.6M DKK | -49% |
| Equity | -4M DKK | +85% |
| Employees | 1 | — |
In its most recent annual report (2024), Semler Leasing A/S reported a gross profit of DKK 64.6m, an increase of 3% on the year before. The figures on this page draw on 5 annual filings covering 2020 to 2024. The bottom line showed a net loss of DKK 7.1m, and the EBITDA margin stood at 95%.
At the end of 2024, current assets covered short-term debt 0.1 times.
| Item | 2024 | 2023 | 2022 | 2021 | 2020 |
|---|---|---|---|---|---|
| Gross profit | 64,597 | 62,630 | 141,982 | 184,688 | 190,833 |
| Staff expenses | -310 | -326 | -275 | -285 | -9,436 |
| EBITDA | 61,338 | 27,414 | 104,115 | 141,601 | 155,340 |
| Depreciation & amort. | -60,141 | -52,333 | -66,877 | -107,647 | -134,794 |
| EBIT | 1,197 | -24,919 | 37,238 | 33,954 | 20,546 |
| Net financials | -10,198 | -14,326 | -5,082 | -9,139 | -9,374 |
| Profit before tax | -9,001 | -39,245 | 32,156 | 24,815 | 11,172 |
| Tax | -1,912 | -8,699 | 7,070 | 5,460 | 2,455 |
| Net profit | -7,089 | -30,546 | 25,086 | 19,355 | 8,717 |
| Item | 2024 | 2023 | 2022 | 2021 | 2020 |
|---|---|---|---|---|---|
| Total assets | 165,612 | 324,995 | 400,308 | 503,166 | 839,187 |
| Equity | -4,040 | -26,951 | 28,595 | 22,509 | 12,154 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 167,250 | 320,921 | 326,379 | 430,339 | 777,253 |
| Total debt | 167,250 | 320,921 | 326,379 | 430,339 | 777,253 |
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 |
|---|
LS Chief Executive Officer | Chief Executive Officer | 2011 – 2015 |
UD Chief Executive Officer | Chief Executive Officer | 2020 – 2021 |
TJ Chief Executive Officer | Chief Executive Officer | 2015 – 2017 |
PE Chief Executive Officer | Chief Executive Officer | 2009 – 2011 |
PS Liquidator | Liquidator | 2025 – 2025 |
TP Chief Executive Officer | Chief Executive Officer | 2017 – 2019 |
RJ Chief Executive Officer | Chief Executive Officer | 2019 – 2020 |
LB Chief Executive Officer | Chief Executive Officer | 2021 – 2025 |
| Name | Role | Member since |
|---|
LS Board of Directors | Board of Directors | 2011 – 2015 |
MM Deputy Chairman | Deputy Chairman | 2009 – 2010 |
UD Chairman | Chairman | 2021 – 2025 |
PE Board of Directors | Board of Directors | 2009 – 2011 |
CB Board of Directors | Board of Directors | 2021 – 2025 |
HS Deputy Chairman | Deputy Chairman | 2018 – 2020 |
JJ Chairman | Chairman | 2010 – 2021 |
JB Chairman | Chairman | 2009 – 2010 |
TM Deputy Chairman | Deputy Chairman | 2020 – 2025 |
KS Deputy Chairman | Deputy Chairman | 2011 – 2018 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2019 | |
| Company | 100% | 100% | 2015 |
| Person | Role here | Other companies |
|---|---|---|
| Ulrik Drejsig Petersen | Chief Executive Officer | 23 companiesMany roles |
| Tina Majgård Moltke-Leth | Deputy Chairman | 23 companiesMany roles |
| Peter Skau-Andersen | Liquidator | 16 companiesMany roles |
| Henning Siersbæk | Deputy Chairman | 14 companiesMany roles |
| Jens Jørgen Jessen Bjerrisgaard | Chairman | 13 companiesMany roles |
| Lars Simper | Chief Executive Officer | 12 companiesMany roles |
| Claus Bjerring Christiansen | Board of Directors | 12 companiesMany roles |
| Thomas Jöhncke | Chief Executive Officer | 10 companiesMany roles |
| Lars Bo Kornelius | Chief Executive Officer | 6 companiesMany roles |
| Poul Erik Brødsgaard | Chief Executive Officer | 4 companies |
| Rene Jarman Sterregaard | Chief Executive Officer | 3 companies |
| Mogens Mørch Nygaard | Deputy Chairman | 2 companies |
| Kim Skovgaard Rasmussen | Deputy Chairman | 2 companies |