SØLVBAKKEGÅRD OPFORMERING ApS is a Danish APS based in Glesborg, operating in the Raising of swine and pigs sector. Incorporated in 2011, the company has 23 employees and reported a gross profit of DKK 5.5m in its latest annual filing.
| Gross profit | 5.5M DKK | +58% |
| EBITDA | -2.5M DKK | +43% |
| Net profit | -0.6M DKK | +89% |
| Total assets | 22M DKK | -44% |
| Equity | 16.6M DKK | +13501% |
| Employees | 23 | — |
In its most recent annual report (2025), SØLVBAKKEGÅRD OPFORMERING ApS reported a gross profit of DKK 5.5m, an increase of 58% 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 587.2k, and the EBITDA margin stood at -46.1%.
At the end of 2025, equity financed 75.4% of the balance sheet, and current assets covered short-term debt 3.4 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Gross profit | 5,473 | 3,458 | 11,362 | 1,249 | -5,950 |
| Staff expenses | -7,996 | -7,888 | -8,131 | -7,841 | -7,751 |
| EBITDA | -2,523 | -4,430 | 3,197 | -6,592 | -13,700 |
| Depreciation & amort. | -221 | -317 | -321 | -369 | -289 |
| EBIT | -2,744 | -4,747 | 2,876 | -6,961 | -13,990 |
| Net financials | 2,168 | -1,677 | -2,703 | 2,089 | 1,210 |
| Profit before tax | -575 | -6,424 | 173 | -4,872 | -12,779 |
| Tax | 12 | -1,033 | -146 | -1,880 | -3,158 |
| Net profit | -587 | -5,390 | 319 | -2,992 | -9,621 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 22,014 | 39,433 | 44,377 | 49,774 | 36,422 |
| Equity | 16,604 | -124 | 5,267 | 4,948 | 7,939 |
| Long-term debt | 0 | 0 | 2,500 | 3,130 | 3,311 |
| Short-term debt | 5,410 | 38,236 | 35,593 | 41,697 | 25,172 |
| Total debt | 5,410 | 38,236 | 38,093 | 44,827 | 28,483 |
28 financial ratios from the latest filing, each graded against companies in the same industry.
Net profit as a percentage of equity — the return the owners earned on their invested capital this year.
Net profit as a percentage of total assets — the return generated on the capital employed.
Profit relative to net assets (total assets minus total debt) — the ability to generate earnings from the net asset base alone.
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.
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.
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.
Cash flow relative to profit — the ability to convert reported profits into accessible cash.
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.
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.
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.
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 |
|---|
JA Management | Management | 2023 – 2025 |
NH Management | Management | 2025 – 2025 |
MW Chief Executive Officer | Chief Executive Officer | 2026 – 2026 |
MH Management | Management | 2026 – 2026 |
LV Management | Management | 2011 – 2023 |
PK Management | Management | 2011 – 2026 |
RH Management | Management | 2026 – 2026 |
RJ Chief Executive Officer | Chief Executive Officer | 2025 – 2026 |
No data on file.
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 33.33–49.99% | 33.33–49.99% | 2011 | |
| Company | 10–14.99% | 0% | 2021 | |
| Company | 90–99.99% | 90–99.99% | 2023 | |
| Company | 100% | 100% | 2025 |
| Person | Role here | Other companies |
|---|---|---|
| Mikael Wædeled Sigvardsen | Chief Executive Officer | 10 companiesMany roles |
| Rene Heiselberg Pedersen | Management | 8 companiesMany roles |
| Mads Hans Kring | Management | 7 companiesMany roles |
| Peter Kejser | Management | 6 companiesMany roles |
| Lars Vestergaard Jakobsen | Management | 3 companies |
| Jacob Allermann Sørensen | Management | 1 company |
| Niels Henrik Reventlow | Management | 1 company |