UV-AGRI ApS is a Danish APS based in København K, operating in the Manufacture of irradiation, electromedical and electrotherapeutic equipment sector. Incorporated in 2022, the company has 1 employee and reported a gross profit of DKK 368.3k in its latest annual filing.
| Gross profit | 368.3K DKK | -651% |
| EBITDA | -233.9K DKK | +39% |
| Net profit | -192.6K DKK | +58% |
| Total assets | 311.2K DKK | +80% |
| Equity | 171.2K DKK | +115% |
| Employees | 1 | — |
In its most recent annual report (2025), UV-AGRI ApS reported a gross profit of DKK 368.3k. The figures on this page draw on 4 annual filings covering 2022 to 2025. The bottom line showed a net loss of DKK 192.6k, and the EBITDA margin stood at -63.5%.
At the end of 2025, equity financed 55% of the balance sheet, and current assets covered short-term debt 2.2 times.
| Item | 2025 | 2024 | 2023 | 2022 |
|---|---|---|---|---|
| Gross profit | 368 | -67 | 581 | -52 |
| Staff expenses | -602 | -314 | -838 | -381 |
| EBITDA | -234 | -381 | -257 | -433 |
| Depreciation & amort. | -0 | -0 | -0 | -0 |
| EBIT | -234 | -381 | -257 | -433 |
| Net financials | 41 | -75 | -35 | -5 |
| Profit before tax | -193 | -455 | -292 | -439 |
| Tax | -0 | -0 | -0 | -0 |
| Net profit | -193 | -455 | -292 | -439 |
| Item | 2025 | 2024 | 2023 | 2022 |
|---|---|---|---|---|
| Total assets | 311 | 173 | 439 | 12 |
| Equity | 171 | -1,136 | -681 | -389 |
| Long-term debt | 0 | 523 | 513 | 0 |
| Short-term debt | 140 | 786 | 607 | 401 |
| Total debt | 140 | 1,309 | 1,119 | 401 |
28 financial ratios from the latest filing, each graded against companies in the same industry.
Net profit as a percentage of equity — the return the owners earned on their invested capital this year.
Net profit as a percentage of total assets — the return generated on the capital employed.
Profit relative to net assets (total assets minus total debt) — the ability to generate earnings from the net asset base alone.
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.
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.
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.
Cash flow relative to profit — the ability to convert reported profits into accessible cash.
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.
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.
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.
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) | ||
HN Chief Executive Officer | Chief Executive Officer | 2026 |
JH Management | Management | 2024 – 2024 |
AS Management | Management | 2022 – 2023 |
CK Management | Management | 2024 – 2025 |
PJ Chief Executive Officer | Chief Executive Officer | 2025 – 2026 |
| Name | Role | Member since |
|---|---|---|
| Current (6) | ||
HN Board of Directors | Board of Directors | 2026 |
JS Board of Directors | Board of Directors | 2026 |
CS Board of Directors | Board of Directors | 2025 |
TR Board of Directors | Board of Directors | 2025 |
KV Chairman | Chairman | 2026 |
PJ Board of Directors | Board of Directors | 2025 |
CN Board of Directors | Board of Directors | 2022 – 2023 |
CL Chairman | Chairman | 2023 – 2023 |
KR Board of Directors | Board of Directors | 2025 – 2026 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2025 | |
| Company | 25–33.32% | 25–33.32% | 2022 | |
| Company | 50–66.65% | 50–66.65% | 2023 |
| Person | Role here | Other companies |
|---|---|---|
| Johan Sebastian Schur | Board of Directors | 16 companiesMany roles |
| Carsten Lund Thomsen | Chairman | 13 companiesMany roles |
| Christian Nors | Board of Directors | 8 companiesMany roles |
| Claus Steensen Sølje | Board of Directors | 8 companiesMany roles |
| Kristian Villumsen | Chairman | 8 companiesMany roles |
| Henrik Nielsen | Chief Executive Officer | 7 companiesMany roles |
| Peter Johansen | Chief Executive Officer | 5 companies |
| Torben Rene Larsen | Board of Directors | 5 companies |
| Christian Kanstrup Holm | Management | 2 companies |
| Anders Samuelsen | Management | 1 company |