SL-Malerfirma A/S is a Danish A/S based in Valby, operating in the Painting and glazing sector. Incorporated in 2012, the company has 14 employees and reported a gross profit of DKK 6.6m in its latest annual filing.
| Gross profit | 6.6M DKK | -2% |
| EBITDA | 0.5M DKK | +224% |
| Net profit | 0.4M DKK | +156% |
| Total assets | 4.1M DKK | -11% |
| Equity | -2.6M DKK | +13% |
| Employees | 14 | — |
In its most recent annual report (2025), SL-Malerfirma A/S reported a gross profit of DKK 6.6m, a decrease of 2% on the year before. The figures on this page draw on 5 annual filings covering 2021 to 2025. The bottom line showed a net profit of DKK 394.5k, and the EBITDA margin stood at 7.8%.
At the end of 2025, current assets covered short-term debt 2.7 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Gross profit | 6,551 | 6,715 | 8,854 | 10,669 | 11,652 |
| Staff expenses | -5,994 | -7,126 | -9,120 | -9,365 | -13,310 |
| EBITDA | 511 | -411 | -271 | 1,304 | -1,658 |
| Depreciation & amort. | -55 | -207 | -224 | -214 | -240 |
| EBIT | 456 | -618 | -496 | 1,090 | -1,898 |
| Net financials | -161 | -91 | -413 | 21 | -16 |
| Profit before tax | 295 | -709 | -909 | 1,112 | -1,914 |
| Tax | -100 | -0 | 829 | -229 | 68 |
| Net profit | 395 | -709 | -1,738 | 1,341 | -1,981 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 4,129 | 4,660 | 5,918 | 8,068 | 10,080 |
| Equity | -2,566 | -2,961 | -2,252 | -514 | -1,855 |
| Long-term debt | 5,195 | 5,305 | 3,057 | 3,151 | 5,262 |
| Short-term debt | 1,500 | 2,316 | 5,113 | 5,430 | 6,673 |
| Total debt | 6,696 | 7,621 | 8,170 | 8,581 | 11,935 |
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) | ||
BL Chief Executive Officer | Chief Executive Officer | 2020 |
OB Chief Executive Officer | Chief Executive Officer | 2012 – 2013 |
LB Chief Executive Officer | Chief Executive Officer | 2013 – 2016 |
SM Chief Executive Officer | Chief Executive Officer | 2019 – 2020 |
JC Chief Executive Officer | Chief Executive Officer | 2016 – 2019 |
| Name | Role | Member since |
|---|---|---|
| Current (3) | ||
SA Chairman | Chairman | 2020 |
SS Board of Directors | Board of Directors | 2020 |
BL Board of Directors | Board of Directors | 2020 |
TS Deputy Chairman | Deputy Chairman | 2013 – 2014 |
SJ Chairman | Chairman | 2018 – 2019 |
OB Chairman | Chairman | 2019 – 2020 |
JC Chairman | Chairman | 2020 – 2020 |
LB Board of Directors | Board of Directors | 2014 – 2016 |
LS Board of Directors | Board of Directors | 2013 – 2014 |
KP Board of Directors | Board of Directors | 2014 – 2015 |
SM Board of Directors | Board of Directors | 2019 – 2020 |
JC Board of Directors | Board of Directors | 2016 – 2019 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2023 | |
| Individual | 20–24.99% | 20–24.99% | 2015 | |
| Individual | 33.33–49.99% | 33.33–49.99% | 2020 | |
| Company | 20–24.99% | 20–24.99% | 2016 | |
| Company | 20–24.99% | 20–24.99% | 2015 | |
| Individual | 100% | 100% | 2020 | |
| Company | 20–24.99% | 20–24.99% | 2014 | |
| Company | 33.33–49.99% | 33.33–49.99% | 2020 | |
| Company | 15–19.99% | 15–19.99% | 2018 | |
| Company | 100% | 100% | 2020 | |
| Company | 20–24.99% | 20–24.99% | 2021 | |
| Company | 20–24.99% | 20–24.99% | 2014 | |
| Individual | 15–19.99% | 15–19.99% | 2019 |
| Person | Role here | Other companies |
|---|---|---|
| Svend Aage Dreist Hansen | Chairman | 81 companiesMany roles |
| Søren Storgaard | Board of Directors | 69 companiesMany roles |
| Jesper Carsten Leen Jensen | Chairman | 18 companiesMany roles |
| Kim Pedersen | Board of Directors | 4 companies |
| Boe Lukas Skjold Siersbæk | Chief Executive Officer | 2 companies |
| Louise Svarre Refshammer | Board of Directors | 2 companies |
| Søren Jakobsen | Chairman | 1 company |