TG-Clean A/S is a Danish A/S based in Køge, operating in the Wholesale of china and glassware and cleaning materials sector. Incorporated in 2017, the company has 22 employees and reported a gross profit of DKK 7.3m in its latest annual filing.
| Gross profit | 7.3M DKK | +11% |
| EBITDA | 0.2M DKK | +113% |
| Net profit | 1.2M DKK | +157% |
| Total assets | 9.9M DKK | +7% |
| Equity | -0.4M DKK | +74% |
| Employees | 22 | — |
In its most recent annual report (2025), TG-Clean A/S reported a gross profit of DKK 7.3m, an increase of 11% 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 1.2m, and the EBITDA margin stood at 3.2%.
At the end of 2025, current assets covered short-term debt 1.4 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Gross profit | 7,308 | 6,591 | 9,136 | 9,512 | 8,479 |
| Staff expenses | -6,764 | -8,303 | -8,385 | -8,549 | -7,916 |
| EBITDA | 231 | -1,765 | 751 | 963 | 562 |
| Depreciation & amort. | -175 | -191 | -203 | -180 | -295 |
| EBIT | 56 | -1,957 | 548 | 782 | 268 |
| Net financials | 1,376 | -148 | -584 | -70 | -131 |
| Profit before tax | 1,432 | -2,104 | -36 | 712 | 137 |
| Tax | 229 | -0 | 18 | 267 | 28 |
| Net profit | 1,202 | -2,104 | -54 | 445 | 109 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 9,877 | 9,238 | 10,524 | 8,933 | 9,557 |
| Equity | -424 | -1,627 | 478 | 532 | 87 |
| Long-term debt | 3,744 | 3,869 | 3,505 | 1,238 | 1,865 |
| Short-term debt | 6,556 | 6,995 | 6,542 | 7,163 | 7,605 |
| Total debt | 10,301 | 10,864 | 10,047 | 8,401 | 9,470 |
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) | ||
JV Management | Management | 2021 |
TG Management | Management | 2017 – 2017 |
MG Management | Management | 2018 – 2021 |
BN Management | Management | 2017 – 2018 |
| Name | Role | Member since |
|---|---|---|
| Current (3) | ||
TG Chairman | Chairman | 2024 |
MG Board of Directors | Board of Directors | 2018 |
JV Board of Directors | Board of Directors | 2024 |
CG Board of Directors | Board of Directors | 2018 – 2024 |
PJ Chairman | Chairman | 2017 – 2018 |
PM Board of Directors | Board of Directors | 2018 – 2024 |
PN Board of Directors | Board of Directors | 2017 – 2018 |
BN Board of Directors | Board of Directors | 2017 – 2018 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 50–66.65% | 50–66.65% | 2021 | |
| Company | 25–33.32% | 25–33.32% | 2021 | |
| Individual | 10–14.99% | 10–14.99% | 2026 | |
| Individual | 10–14.99% | 10–14.99% | 2026 | |
| Company | 50–66.65% | 50–66.65% | 2017 | |
| Company | 50–66.65% | 50–66.65% | 2017 | |
| Individual | 25–33.32% | 25% | 2021 | |
| Company | 25–33.32% | 25–33.32% | 2021 | |
| Individual | 50–66.65% | 50% | 2021 | |
| Individual | 25–33.32% | 25% | 2021 | |
| Individual | 50–66.65% | 50–66.65% | 2017 | |
| Individual | 50–66.65% | 50–66.65% | 2017 | |
| Company | 50–66.65% | 50–66.65% | 2017 |
| Person | Role here | Other companies |
|---|---|---|
| Jan Vester Sørensen | Management | 29 companiesMany roles |
| Palle Normann Svendsen | Board of Directors | 10 companiesMany roles |
| Thomas Gadegaard | Management | 4 companies |
| Brian Norup Refsgaard | Management | 3 companies |
| Palle Johannes Jørgensen | Chairman | 3 companies |
| Per Michael Klausen | Board of Directors | 3 companies |
| Mai Gadegaard | Management | 2 companies |
| Christian Gadegaard | Board of Directors | 2 companies |