Fleet.DK ApS is a Danish APS based in Hvidovre, operating in the Non-scheduled passenger transport by road sector. Incorporated in 2015, the company has 1 employee and reported a gross profit of -DKK 3.4m in its latest annual filing.
| Gross profit | -3.4M DKK | -264% |
| EBITDA | -3.4M DKK | -1197% |
| Net profit | -3.5M DKK | -3157% |
| Total assets | 6M DKK | +30% |
| Equity | -3.9M DKK | -891% |
| Employees | 1 | — |
In its most recent annual report (2023), Fleet.DK ApS reported a gross profit of -DKK 3.4m, a decrease of 264% on the year before. The figures on this page draw on 5 annual filings covering 2019 to 2023. The bottom line showed a net loss of DKK 3.5m.
At the end of 2023, current assets covered short-term debt 0.1 times.
| Item | 2023 | 2022 | 2021 | 2020 | 2019 |
|---|---|---|---|---|---|
| Gross profit | -3,410 | 2,084 | 2,224 | 2,926 | 3,175 |
| Staff expenses | -0 | -2,347 | -2,348 | -2,472 | -2,520 |
| EBITDA | -3,410 | -263 | -124 | 454 | 607 |
| Depreciation & amort. | -948 | -9 | -360 | -598 | -615 |
| EBIT | -4,357 | -272 | -484 | -144 | -8 |
| Net financials | -146 | -11 | -39 | -47 | -53 |
| Profit before tax | -4,503 | -283 | -523 | -191 | -61 |
| Tax | -990 | -175 | -2 | -42 | -12 |
| Net profit | -3,513 | -108 | -521 | -149 | -49 |
| Item | 2023 | 2022 | 2021 | 2020 | 2019 |
|---|---|---|---|---|---|
| Total assets | 5,995 | 4,624 | 945 | 3,783 | 5,888 |
| Equity | -3,907 | -394 | -286 | 234 | 1,984 |
| Long-term debt | 223 | 215 | 252 | 2,471 | 2,600 |
| Short-term debt | 9,679 | 4,803 | 979 | 1,077 | 1,304 |
| Total debt | 9,902 | 5,018 | 1,231 | 3,549 | 3,904 |
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 |
|---|
TK Chief Executive Officer | Chief Executive Officer | 2023 – 2025 |
LE Chief Executive Officer | Chief Executive Officer | 2016 – 2023 |
JJ Chief Executive Officer | Chief Executive Officer | 2016 – 2016 |
| Name | Role | Member since |
|---|
SJ Chairman | Chairman | 2023 – 2025 |
LE Board of Directors | Board of Directors | 2021 – 2023 |
SF Board of Directors | Board of Directors | 2022 – 2025 |
JJ Board of Directors | Board of Directors | 2023 – 2025 |
TK Board of Directors | Board of Directors | 2021 – 2021 |
MO Chairman | Chairman | 2021 – 2023 |
BH Board of Directors | Board of Directors | 2021 – 2022 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2015 |
| Person | Role here | Other companies |
|---|---|---|
| Jan Johan Kühl | Board of Directors | 57 companiesMany roles |
| Søren Jespersen | Chairman | 23 companiesMany roles |
| Thomas Klüver Wandahl | Chief Executive Officer | 21 companiesMany roles |
| Lars Eg Larsen | Chief Executive Officer | 20 companiesMany roles |
| Brian Höyer | Board of Directors | 9 companiesMany roles |
| Stig Frimann Poulsen | Board of Directors | 5 companies |
| Mogens Outsen Pedersen | Chairman | 5 companies |
| Teddy Krogh | Board of Directors | 4 companies |
| John Jalkiewicz | Chief Executive Officer | 3 companies |