Walterscheid A/S is a Danish A/S based in Ishøj, operating in the Wholesale of machine tools sector. Incorporated in 1973, the company reported a gross profit of DKK 14.4m in its latest annual filing.
| Gross profit | 14.4M DKK | +2185% |
| EBITDA | 14.4M DKK | +2185% |
| Net profit | 10.3M DKK | +1937% |
| Total assets | 14.5M DKK | +2488% |
| Equity | 10.2M DKK | +929% |
| Employees | — | — |
In its most recent annual report (2021), Walterscheid A/S reported a gross profit of DKK 14.4m, an increase of 2185% on the year before. The figures on this page draw on 5 annual filings covering 2017 to 2021. The bottom line showed a net profit of DKK 10.3m, and the EBITDA margin stood at 100%.
At the end of 2021, equity financed 70.1% of the balance sheet, and current assets covered short-term debt 3.3 times.
| Item | 2021 | 2020 | 2019 | 2018 | 2017 |
|---|---|---|---|---|---|
| Gross profit | 14,359 | 628 | 764 | 485 | 701 |
| Staff expenses | -0 | -0 | -0 | -0 | -0 |
| EBITDA | 14,359 | 628 | 764 | 485 | 677 |
| Depreciation & amort. | -0 | -0 | -160 | -292 | -299 |
| EBIT | 14,359 | 628 | 604 | 192 | 378 |
| Net financials | -683 | -10 | -144 | -382 | 1,054 |
| Profit before tax | 13,676 | 619 | 460 | -190 | 1,433 |
| Tax | 3,336 | 111 | 74 | 8 | 9 |
| Net profit | 10,340 | 508 | 387 | -198 | 1,423 |
| Item | 2021 | 2020 | 2019 | 2018 | 2017 |
|---|---|---|---|---|---|
| Total assets | 14,548 | 562 | 1,333 | 2,873 | 2,632 |
| Equity | 10,191 | -1,230 | -470 | -1,038 | -1,018 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 4,357 | 1,792 | 1,803 | 3,911 | 3,649 |
| Total debt | 4,357 | 1,792 | 1,803 | 3,911 | 3,649 |
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.
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.
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.
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 |
|---|
AK Management | Management | 1973 – 2000 |
SJ Management | Management | 2017 – 2021 |
JW Management | Management | 1973 – 1991 |
FL Management | Management | 1973 – 1991 |
ML Management | Management | 2011 – 2014 |
RU Chief Executive Officer | Chief Executive Officer | 2008 – 2011 |
AK Management | Management | 2007 – 2008 |
BA Chief Executive Officer | Chief Executive Officer | 2002 – 2005 |
MR Management | Management | 2006 – 2007 |
TL Management | Management | 1973 – 1990 |
JH Management | Management | 2000 – 2002 |
HB Management | Management | 1973 – 1991 |
BW Management | Management | 2014 – 2017 |
JE Management | Management | 1973 – 1991 |
MW Management | Management | 2005 – 2006 |
JH Liquidator | Liquidator | 2023 – 2023 |
TM Management | Management | 2003 – 2005 |
| Name | Role | Member since |
|---|
AK Board of Directors | Board of Directors | 1973 – 2000 |
TJ Board of Directors | Board of Directors | 2021 – 2022 |
WA Board of Directors | Board of Directors | 2003 – 2005 |
BW Board of Directors | Board of Directors | 2016 – 2016 |
SJ Board of Directors | Board of Directors | 2021 – 2023 |
KS Board of Directors | Board of Directors | 2009 – 2010 |
FL Board of Directors | Board of Directors | 1973 – 1991 |
UR Board of Directors | Board of Directors | 1973 – 1988 |
NB Board of Directors | Board of Directors | 1973 – 1989 |
MS Board of Directors | Board of Directors | 2009 – 2010 |
PR Chairman | Chairman | 2017 – 2019 |
RU Board of Directors | Board of Directors | 2008 – 2011 |
Rv Board of Directors | Board of Directors | 2005 – 2009 |
rL Board of Directors | Board of Directors | 2001 – 2003 |
AK Board of Directors | Board of Directors | 2005 – 2008 |
BA Board of Directors | Board of Directors | 2000 – 2005 |
MR Board of Directors | Board of Directors | 2006 – 2007 |
SA Board of Directors | Board of Directors | 2013 – 2016 |
TL Board of Directors | Board of Directors | 1973 – 2000 |
JH Board of Directors | Board of Directors | 2000 – 2002 |
WS Board of Directors | Board of Directors | 1973 – 1988 |
EF Board of Directors | Board of Directors | 2005 – 2006 |
PJ Chairman | Chairman | 2003 – 2005 |
LW Board of Directors | Board of Directors | 2022 – 2023 |
JH Board of Directors | Board of Directors | 2022 – 2023 |
WK Board of Directors | Board of Directors | 1973 – 2000 |
EA Board of Directors | Board of Directors | 2012 – 2021 |
EL Board of Directors | Board of Directors | 2010 – 2013 |
TM Board of Directors | Board of Directors | 2008 – 2009 |
JM Board of Directors | Board of Directors | 2007 – 2008 |
CW Chairman | Chairman | 2010 – 2017 |
SE Chairman | Chairman | 2021 – 2022 |
KI Board of Directors | Board of Directors | 2010 – 2012 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
GKN Driveline International GmbH | Company | 100% | 100% | 2009 |
GKN PLC | Company | 100% | 100% | 2004 |
Powertrain Services UK Limited | Company | 100% | 100% | 2019 |
| Person | Role here | Other companies |
|---|---|---|
| Finn Lasse Fredskov | Management | 5 companies |
| Kari Søndergaard Didriksen | Board of Directors | 3 companies |
| Hans Bruun-Jensen | Management | 2 companies |
| Asger Kåre Grønbæk | Management | 1 company |