RETAP ApS is a Danish APS based in Agerskov, operating in the Wholesale of china and glassware and cleaning materials sector. Incorporated in 2010, the company has 3 employees and reported a gross profit of DKK 1.6m in its latest annual filing.
| Gross profit | 1.6M DKK | +70% |
| EBITDA | 0.4M DKK | +160% |
| Net profit | -0.5M DKK | +65% |
| Total assets | 4.8M DKK | -19% |
| Equity | -3.7M DKK | -17% |
| Employees | 3 | — |
In its most recent annual report (2025), RETAP ApS reported a gross profit of DKK 1.6m, an increase of 70% 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 549.5k, and the EBITDA margin stood at 23.2%.
At the end of 2025, current assets covered short-term debt 1.1 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Gross profit | 1,619 | 952 | 1,894 | 2,729 | 3,841 |
| Staff expenses | -1,243 | -1,574 | -1,847 | -1,823 | -2,378 |
| EBITDA | 375 | -622 | 47 | 906 | 1,463 |
| Depreciation & amort. | -363 | -363 | -371 | -483 | -796 |
| EBIT | 12 | -985 | -324 | 424 | 667 |
| Net financials | -563 | -614 | -376 | -270 | -335 |
| Profit before tax | -551 | -1,599 | -700 | 153 | 332 |
| Tax | -1 | -29 | -148 | 39 | 75 |
| Net profit | -550 | -1,570 | -552 | 114 | 257 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 4,792 | 5,896 | 7,514 | 6,444 | 7,229 |
| Equity | -3,701 | -3,152 | -1,582 | -1,030 | -1,145 |
| Long-term debt | 5,374 | 5,959 | 4,668 | 5,956 | 6,111 |
| Short-term debt | 3,119 | 3,088 | 4,399 | 1,341 | 2,124 |
| Total debt | 8,493 | 9,048 | 9,067 | 7,297 | 8,235 |
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.
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.
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.
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) | ||
RE Management | Management | 2022 |
NK Chief Executive Officer | Chief Executive Officer | 2017 – 2018 |
KH Chief Executive Officer | Chief Executive Officer | 2022 – 2024 |
LB Management | Management | 2010 – 2022 |
| Name | Role | Member since |
|---|---|---|
| Current (2) | ||
RA Chairman | Chairman | 2014 |
LB Board of Directors | Board of Directors | 2010 |
MB Board of Directors | Board of Directors | 2015 – 2018 |
ES Board of Directors | Board of Directors | 2010 – 2014 |
OB Board of Directors | Board of Directors | 2014 – 2015 |
HK Chairman | Chairman | 2010 – 2014 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2014 |
| Person | Role here | Other companies |
|---|---|---|
| Lars Brøndum Petersen | Management | 10 companiesMany roles |
| Martin Bruun Jørgensen Ørnskov | Board of Directors | 9 companiesMany roles |
| Henrik Kemp | Chairman | 7 companiesMany roles |
| René Enemark Meltesen | Management | 3 companies |
| Robert Anders Hjernberg | Chairman | 3 companies |
| Ole Brøndum Jensen | Board of Directors | 2 companies |
| Kenneth Holm | Chief Executive Officer | 1 company |