Omø Brugsforening
ABAActiveCVR 44243717Fyrvej 13, 4245 OmøNon-specialised retail sale of predominately food, beverages or tobacco· NACE 4711Est. 1908 · 117 years old7 employeeshttps://www.omoe-net.dk/general-8-2
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Riskpilot← Back to searchSign inGet full accessOmø Brugsforening is a Danish ABA based in Omø, operating in the Non-specialised retail sale of predominately food, beverages or tobacco sector. Incorporated in 1908, the company has 7 employees and reported a gross profit of DKK 710.3k in its latest annual filing.
| Gross profit | 0.7M DKK | -33% |
| EBITDA | 0M DKK | -95% |
| Net profit | -0.1M DKK | -129% |
| Total assets | 1M DKK | -12% |
| Equity | -0.1M DKK | -113% |
| Employees | 7 | — |
In its most recent annual report (2025), Omø Brugsforening reported a gross profit of DKK 710.3k, a decrease of 33% on the year before. The figures on this page draw on 5 annual filings covering 2021 to 2025. The bottom line showed a net loss of DKK 76.8k, and the EBITDA margin stood at 2.6%.
At the end of 2025, current assets covered short-term debt 0.7 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Revenue | 710 | 1,064 | 790 | 4,176 | 4,348 |
| Staff expenses | -692 | -688 | -827 | -717 | -797 |
| EBITDA | 18 | 376 | -37 | 27 | 103 |
| Depreciation & amort. | -28 | -19 | -19 | -18 | -55 |
| EBIT | -10 | 357 | -56 | 9 | 48 |
| Net financials | -88 | -94 | -115 | -80 | -64 |
| Profit before tax | -98 | 263 | -170 | -71 | -16 |
| Tax | -21 | 2 | 15 | -0 | 1 |
| Net profit | -77 | 261 | -186 | -71 | -17 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 1,012 | 1,144 | 1,013 | 1,132 | 990 |
| Equity | -145 | -68 | -330 | -144 | -73 |
| Long-term debt | 567 | 579 | 601 | 281 | 335 |
| Short-term debt | 590 | 634 | 741 | 995 | 728 |
| Total debt | 1,157 | 1,212 | 1,342 | 1,276 | 1,063 |
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.
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.
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 equity.
| Name | Role | Member since |
|---|---|---|
| Current (3) | ||
DF Deputy | Deputy | 2023 |
AF Deputy | Deputy | 2026 |
JI Unofficial title | Unofficial title | 2002 |
GI Authorized to Sign | Authorized to Sign | 2023 – 2023 |
JC | Deputy | 2001 – 2002 |
BB Deputy | Deputy | 2017 – 2018 |
CS Deputy | Deputy | 2018 – 2022 |
LS Deputy | Deputy | 1908 – 1999 |
HK Deputy | Deputy | 2024 – 2024 |
AC | Deputy | 1908 – 2000 |
BS Unofficial title | Unofficial title | 1908 – 1999 |
BH Unofficial title | Unofficial title | 2000 – 2002 |
| Name | Role | Member since |
|---|---|---|
| Current (5) | ||
AL Chairman | Chairman | 2026 |
JA Board of Directors | Board of Directors | 2026 |
GI Board of Directors | Board of Directors | 2023 |
GS Board of Directors | Board of Directors | 2026 |
HK Board of Directors | Board of Directors | 2024 |
IJ Board of Directors | Board of Directors | 2014 – 2017 |
GB Board of Directors | Board of Directors | 2002 – 2002 |
BA Board of Directors | Board of Directors | 2022 – 2024 |
JM Board of Directors | Board of Directors | 2014 – 2022 |
EL Chairman | Chairman | 2002 – 2014 |
SF Deputy Chairman | Deputy Chairman | 2002 – 2014 |
MO Board of Directors | Board of Directors | 2000 – 2002 |
KR Board of Directors | Board of Directors | 2022 – 2026 |
KB Chairman | Chairman | 2000 – 2002 |
HS Board of Directors | Board of Directors | 2014 – 2019 |
JI Board of Directors | Board of Directors | 2002 – 2002 |
BN Board of Directors | Board of Directors | 2002 – 2014 |
JL Board of Directors | Board of Directors | 2014 – 2017 |
LS Board of Directors | Board of Directors | 2002 – 2014 |
PN Deputy Chairman | Deputy Chairman | 2000 – 2002 |
JJ Board of Directors | Board of Directors | 2017 – 2019 |
EB Board of Directors | Board of Directors | 2000 – 2002 |
EG Board of Directors | Board of Directors | 2014 – 2023 |
OP Chairman | Chairman | 1908 – 1999 |
JK Board of Directors | Board of Directors | 2003 – 2014 |
YA Chairman | Chairman | 2022 – 2026 |
KI Board of Directors | Board of Directors | 1908 – 2000 |
EM Board of Directors | Board of Directors | 1908 – 2000 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Anders Finn Poulsen | Deputy | 15 companiesMany roles |
| Henrik Kjær | Deputy | 2 companies |
| Jonna Andersen | Board of Directors | 2 companies |
| Dennis Folkersen Hansen | Deputy | 1 company |
| Grith Strøbæk | Board of Directors | 1 company |
| Ebba Bülow Lawaetz | Board of Directors | 1 company |
| Eva Marie Andersen | Board of Directors | 1 company |