Acarix A/S is a Danish A/S based in Hellerup, operating in the Manufacture of other electrical equipment sector. Incorporated in 2009, the company has 3 employees and reported a gross profit of -DKK 9.9m in its latest annual filing.
| Gross profit | -9.9M DKK | -36% |
| EBITDA | -11.4M DKK | +32% |
| Net profit | -13.6M DKK | +28% |
| Total assets | 13.3M DKK | -25% |
| Equity | -11.4M DKK | -73% |
| Employees | 3 | — |
In its most recent annual report (2025), Acarix A/S reported a gross profit of -DKK 9.9m. The figures on this page draw on 5 annual filings covering 2021 to 2025. The bottom line showed a net loss of DKK 13.6m.
At the end of 2025, current assets covered short-term debt 0.4 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Gross profit | -9,910 | -15,573 | -16,245 | -23,389 | -24,114 |
| Staff expenses | -1,501 | -1,268 | -4,177 | -2,825 | -2,125 |
| EBITDA | -11,411 | -16,842 | -20,422 | -26,214 | -26,238 |
| Depreciation & amort. | -1,822 | -1,859 | -1,874 | -1,915 | -1,892 |
| EBIT | -13,233 | -18,701 | -22,296 | -28,130 | -28,130 |
| Net financials | -329 | -58 | -155 | -296 | -19 |
| Profit before tax | -13,562 | -18,759 | -22,451 | -28,426 | -28,149 |
| Tax | -0 | -0 | -0 | -0 | -0 |
| Net profit | -13,562 | -18,759 | -22,451 | -28,426 | -28,149 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 13,298 | 17,667 | 18,441 | 19,148 | 17,481 |
| Equity | -11,372 | -6,560 | -3,717 | -2,760 | 1,933 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 24,670 | 24,227 | 22,158 | 21,907 | 15,548 |
| Total debt | 24,670 | 24,227 | 22,158 | 21,907 | 15,548 |
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) | ||
CL Chief Executive Officer | Chief Executive Officer | 2018 |
SR Chief Executive Officer | Chief Executive Officer | 2016 – 2018 |
PB Management | Management | 2009 – 2013 |
SV Management | Management | 2013 – 2016 |
| Name | Role | Member since |
|---|---|---|
| Current (3) | ||
CL Board of Directors | Board of Directors | 2025 |
JS Chairman | Chairman | 2025 |
LM Board of Directors | Board of Directors | 2020 |
PR Board of Directors | Board of Directors | 2019 – 2021 |
DG Board of Directors | Board of Directors | 2016 – 2019 |
MD Board of Directors | Board of Directors | 2012 – 2013 |
JR Board of Directors | Board of Directors | 2011 – 2015 |
PV Board of Directors | Board of Directors | 2010 – 2010 |
PB Chairman | Chairman | 2015 – 2016 |
CS Board of Directors | Board of Directors | 2010 – 2014 |
HY Board of Directors | Board of Directors | 2016 – 2020 |
ØR Chairman | Chairman | 2011 – 2015 |
PA Chairman | Chairman | 2021 – 2025 |
LL Board of Directors | Board of Directors | 2009 – 2012 |
CL Board of Directors | Board of Directors | 2009 – 2009 |
DW Chairman | Chairman | 2016 – 2021 |
OJ Board of Directors | Board of Directors | 2015 – 2018 |
ID Board of Directors | Board of Directors | 2010 – 2011 |
CB Board of Directors | Board of Directors | 2009 – 2010 |
JS Board of Directors | Board of Directors | 2011 – 2012 |
FF Board of Directors | Board of Directors | 2021 – 2025 |
JL Board of Directors | Board of Directors | 2018 – 2021 |
AB Board of Directors | Board of Directors | 2020 – 2021 |
CA Board of Directors | Board of Directors | 2010 – 2020 |
UL Board of Directors | Board of Directors | 2014 – 2025 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
Acarix AB | Company | 100% | 100% | 2016 |
| Company | 10–14.99% | 10–14.99% | 2016 | |
| Individual | 5–9.99% | 5–9.99% | 2015 | |
| Company | 25–33.32% | 25–33.32% | 2016 | |
| Company | 5–9.99% | 5–9.99% | 2016 | |
| Company | 25–33.32% | 25–33.32% | 2016 | |
| Individual | 5–9.99% | 5–9.99% | 2016 |
| Person | Role here | Other companies |
|---|---|---|
| Claus Asbjørn Andersson | Board of Directors | 17 companiesMany roles |
| Jan Søren Poulsen | Chairman | 5 companies |
| Claus Bo Vöge Christensen | Board of Directors | 5 companies |
| Lene Lange | Board of Directors | 3 companies |
| Carsten Schou | Board of Directors | 2 companies |
| Peter Boman Samuelsen | Management | 1 company |
| Stig Visti Andersen | Management | 1 company |
| Denis Gestin | Board of Directors | 1 company |