FRØSLEV Storesupport ApS is a Danish APS based in Padborg, operating in the Manufacture of furniture sector. Incorporated in 2019, the company has 2 employees and reported a gross profit of -DKK 3.9k in its latest annual filing.
| Gross profit | -3.9K DKK | -101% |
| EBITDA | -8.5K DKK | +90% |
| Net profit | -42.6K DKK | +65% |
| Total assets | 19.7K DKK | -79% |
| Equity | -867.5K DKK | -5% |
| Employees | 2 | — |
In its most recent annual report (2024), FRØSLEV Storesupport ApS reported a gross profit of -DKK 3.9k, a decrease of 101% on the year before. The figures on this page draw on 5 annual filings covering 2021 to 2024. The bottom line showed a net loss of DKK 42.6k.
At the end of 2024, current assets covered short-term debt 0 times.
| Item | 2024 | 2023 | 2022 | 2021 | 2021 |
|---|---|---|---|---|---|
| Gross profit | -4 | 652 | 5 | 20 | 16 |
| Staff expenses | -5 | -739 | -808 | -1 | -0 |
| EBITDA | -8 | -87 | -804 | 19 | 16 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | -8 | -87 | -804 | 19 | 16 |
| Net financials | -46 | -36 | -12 | -0 | -0 |
| Profit before tax | -55 | -123 | -815 | 19 | 16 |
| Tax | -12 | -0 | -0 | -0 | -0 |
| Net profit | -43 | -123 | -815 | 19 | 16 |
| Item | 2024 | 2023 | 2022 | 2021 | 2021 |
|---|---|---|---|---|---|
| Total assets | 20 | 95 | 57 | 238 | 139 |
| Equity | -867 | -825 | -702 | 114 | 94 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 887 | 920 | 758 | 125 | 45 |
| Total debt | 887 | 920 | 758 | 125 | 45 |
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 |
|---|
MR Chief Executive Officer | Chief Executive Officer | 2025 – 2025 |
CO Management | Management | 2019 – 2023 |
TM Management | Management | 2021 – 2023 |
| Name | Role | Member since |
|---|
JR Board of Directors | Board of Directors | 2019 – 2019 |
LE Board of Directors | Board of Directors | 2023 – 2025 |
BN Board of Directors | Board of Directors | 2021 – 2023 |
JG Chairman | Chairman | 2023 – 2025 |
CL Board of Directors | Board of Directors | 2025 – 2025 |
MR Chairman | Chairman | 2021 – 2023 |
CO Board of Directors | Board of Directors | 2019 – 2023 |
TM Chairman | Chairman | 2019 – 2021 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2023 | |
| Company | 25–33.32% | 25–33.32% | 2021 | |
| Company | 33.33–49.99% | 33.33–49.99% | 2019 | |
| Company | 25–33.32% | 25–33.32% | 2021 |
| Person | Role here | Other companies |
|---|---|---|
| Jan Gerber | Chairman | 28 companiesMany roles |
| Lars Eli Hansen | Board of Directors | 23 companiesMany roles |
| Martin Ravn Lentfer Petersen | Chief Executive Officer | 11 companiesMany roles |
| Christa Lentfer Petersen | Board of Directors | 7 companiesMany roles |
| Jakob Risvig Skov | Board of Directors | 4 companies |
| Thomas Møller Ørum | Management | 3 companies |
| Carsten Ole Meyer-Zeuthen | Management | 2 companies |
| Brian Nissen | Board of Directors | 1 company |