Voxeværket ApS is a Danish APS based in Roskilde, operating in the Combined facilities support activities sector. Incorporated in 2016, the company has 12 employees and reported a gross profit of DKK 2.0m in its latest annual filing.
| Gross profit | 2M DKK | -560% |
| EBITDA | 0.1M DKK | +104% |
| Net profit | 0.2M DKK | +106% |
| Total assets | 5.1M DKK | -42% |
| Equity | -2.5M DKK | +9% |
| Employees | 12 | — |
In its most recent annual report (2025), Voxeværket ApS reported a gross profit of DKK 2.0m. The figures on this page draw on 5 annual filings covering 2021 to 2025. The bottom line showed a net profit of DKK 229.4k, and the EBITDA margin stood at 5.3%.
At the end of 2025, current assets covered short-term debt 0.2 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Gross profit | 2,024 | -440 | 185 | 342 | 665 |
| Staff expenses | -1,916 | -2,484 | -2,069 | -92 | -433 |
| EBITDA | 108 | -2,924 | -1,884 | 250 | 233 |
| Depreciation & amort. | -200 | -184 | -89 | -94 | -7 |
| EBIT | -91 | -3,108 | -1,974 | 157 | 226 |
| Net financials | 217 | -1,393 | 919 | 121 | 1,322 |
| Profit before tax | 126 | -4,501 | -1,055 | 278 | 1,548 |
| Tax | -104 | -738 | -453 | 24 | 28 |
| Net profit | 229 | -3,763 | -602 | 254 | 1,520 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 5,064 | 8,701 | 7,397 | 4,801 | 2,991 |
| Equity | -2,460 | -2,690 | 1,073 | 927 | 822 |
| Long-term debt | 372 | 798 | 891 | 1,148 | 150 |
| Short-term debt | 7,152 | 8,331 | 5,433 | 2,690 | 2,012 |
| Total debt | 7,525 | 9,130 | 6,324 | 3,838 | 2,161 |
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 (2) | ||
HO Management | Management | 2026 |
PG Chief Executive Officer | Chief Executive Officer | 2026 |
MS Management | Management | 2018 – 2024 |
| Name | Role | Member since |
|---|
HO Board of Directors | Board of Directors | 2018 – 2024 |
JC Chairman | Chairman | 2024 – 2024 |
SS Board of Directors | Board of Directors | 2019 – 2020 |
UT Board of Directors | Board of Directors | 2018 – 2019 |
LB Chairman | Chairman | 2021 – 2024 |
LB Board of Directors | Board of Directors | 2021 – 2024 |
SG Chairman | Chairman | 2018 – 2021 |
MS Chairman | Chairman | 2024 – 2024 |
CP Board of Directors | Board of Directors | 2024 – 2024 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2017 | |
| Individual | 50–66.65% | 50–66.65% | 2016 | |
| Individual | 50–66.65% | 50% | 2017 |
| Person | Role here | Other companies |
|---|---|---|
| Søren Schock Petersen | Board of Directors | 8 companiesMany roles |
| Henrik Oxe | Management | 7 companiesMany roles |
| Peter Gloggengiehser Knudsen | Chief Executive Officer | 6 companiesMany roles |
| Marcus Schøbel Erbs Oxe | Management | 5 companies |
| Steen Gede | Chairman | 5 companies |
| Jens Christian Friis Wartenberg | Chairman | 2 companies |
| Ulrik Thorslund Vindberg | Board of Directors | 2 companies |
| Claus Peter Skouby-Hansen | Board of Directors | 2 companies |
| Lars Brejner Dissing | Chairman | 1 company |