Fosroc A/S is a Danish A/S based in Nordhavn, operating in the Manufacture of other chemical products n.e.c. sector. Incorporated in 1988, the company has 4 employees and reported a gross profit of DKK 9.9m in its latest annual filing.
| Gross profit | 9.9M DKK | +66% |
| EBITDA | 4.4M DKK | +142% |
| Net profit | 4.5M DKK | +144% |
| Total assets | 1.9M DKK | -94% |
| Equity | -3.4M DKK | +57% |
| Employees | 4 | — |
In its most recent annual report (2024), Fosroc A/S reported a gross profit of DKK 9.9m, an increase of 66% on the year before. The figures on this page draw on 5 annual filings covering 2020 to 2024. The bottom line showed a net profit of DKK 4.5m, and the EBITDA margin stood at 44%.
At the end of 2024, current assets covered short-term debt 0.4 times.
| Item | 2024 | 2023 | 2022 | 2021 | 2020 |
|---|---|---|---|---|---|
| Gross profit | 9,889 | 5,951 | 10,271 | 12,747 | 18,274 |
| Staff expenses | -0 | -0 | -0 | -0 | -0 |
| EBITDA | 4,350 | -10,391 | -8,545 | -2,792 | 4,824 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | 4,350 | -10,391 | -8,545 | -2,792 | 4,824 |
| Net financials | 127 | 107 | -868 | -190 | -391 |
| Profit before tax | 4,477 | -10,284 | -9,414 | -2,982 | 4,433 |
| Tax | -0 | -0 | -0 | -0 | -0 |
| Net profit | 4,477 | -10,284 | -9,414 | -2,982 | 4,433 |
| Item | 2024 | 2023 | 2022 | 2021 | 2020 |
|---|---|---|---|---|---|
| Total assets | 1,918 | 31,479 | 33,191 | 25,385 | 23,485 |
| Equity | -3,387 | -7,864 | -10,521 | -1,107 | 1,875 |
| Long-term debt | 0 | 0 | 1,188 | 1,074 | 0 |
| Short-term debt | 5,304 | 39,343 | 42,524 | 25,418 | 21,610 |
| Total debt | 5,304 | 39,343 | 43,712 | 26,492 | 21,610 |
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 |
|---|
PJ Liquidator | Liquidator | 2025 – 2026 |
TH Management | Management | 2020 – 2021 |
HH Management | Management | 2022 – 2023 |
AK Management | Management | 2015 – 2020 |
JD Management | Management | 2015 – 2015 |
KM Management | Management | 1988 – 1992 |
CL Management | Management | 2023 – 2025 |
PE Management | Management | 1988 – 1989 |
ET | Audit | 1988 – 1989 |
FB Chief Executive Officer | Chief Executive Officer | 2004 – 2013 |
AS Chief Executive Officer | Chief Executive Officer | 2013 – 2013 |
GA Chief Executive Officer | Chief Executive Officer | 2004 – 2004 |
CJ Management | Management | 2021 – 2022 |
WR Chief Executive Officer | Chief Executive Officer | 2013 – 2015 |
FJ Management | Management | 1988 – 2004 |
HA Management | Management | 1988 – 1990 |
DG Management | Management | 2020 – 2020 |
| Name | Role | Member since |
|---|
BW Chairman | Chairman | 2004 – 2006 |
JS Board of Directors | Board of Directors | 1999 – 2004 |
GR Board of Directors | Board of Directors | 1988 – 1994 |
US Board of Directors | Board of Directors | 1988 – 1989 |
WL Board of Directors | Board of Directors | 2009 – 2012 |
HH Board of Directors | Board of Directors | 1999 – 1999 |
AM Chairman | Chairman | 2010 – 2014 |
KB Board of Directors | Board of Directors | 1988 – 1992 |
TH Board of Directors | Board of Directors | 2020 – 2021 |
PA Board of Directors | Board of Directors | 1988 – 1994 |
HH Board of Directors | Board of Directors | 2022 – 2023 |
AK Board of Directors | Board of Directors | 2014 – 2020 |
KM Board of Directors | Board of Directors | 1988 – 1999 |
CL Board of Directors | Board of Directors | 2022 – 2025 |
PE Board of Directors | Board of Directors | 1988 – 1989 |
NS Board of Directors | Board of Directors | 2023 – 2025 |
PL Chairman | Chairman | 2009 – 2010 |
PL Chairman | Chairman | 2006 – 2008 |
GR Chairman | Chairman | 2002 – 2004 |
AS Board of Directors | Board of Directors | 1996 – 1999 |
JR Chairman | Chairman | 1999 – 2002 |
FB Board of Directors | Board of Directors | 2004 – 2013 |
KM Board of Directors | Board of Directors | 1988 – 1994 |
JB Board of Directors | Board of Directors | 2015 – 2023 |
AS Board of Directors | Board of Directors | 2013 – 2014 |
WR Board of Directors | Board of Directors | 2011 – 2011 |
EØ Board of Directors | Board of Directors | 2008 – 2009 |
PØ Board of Directors | Board of Directors | 2014 – 2015 |
PH Board of Directors | Board of Directors | 1988 – 1996 |
JR Board of Directors | Board of Directors | 1988 – 1996 |
LJ Board of Directors | Board of Directors | 2016 – 2025 |
CJ Board of Directors | Board of Directors | 2021 – 2022 |
WR Board of Directors | Board of Directors | 2011 – 2015 |
BL Board of Directors | Board of Directors | 2015 – 2016 |
IK Board of Directors | Board of Directors | 1988 – 1992 |
FJ Board of Directors | Board of Directors | 1999 – 2004 |
SS Chairman | Chairman | 1988 – 1989 |
TM Board of Directors | Board of Directors | 2009 – 2011 |
BH Board of Directors | Board of Directors | 2004 – 2008 |
PR Chairman | Chairman | 2008 – 2009 |
HA Board of Directors | Board of Directors | 1988 – 1990 |
DG Board of Directors | Board of Directors | 2015 – 2022 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2002 |
| Person | Role here | Other companies |
|---|---|---|
| Per Emil Hasselbalch Stakemann | Management | 236 companiesMany roles |
| Susanne Saul Stakemann | Chairman | 56 companiesMany roles |
| Poul Jagd Mogensen | Liquidator | 16 companiesMany roles |
| Anders Kristian Mousten Drengsgaard | Management | 5 companies |
| Peter Hansen | Board of Directors | 5 companies |
| Ulf Svejgaard Poulsen | Board of Directors | 3 companies |
| Kurt Melsing Frederiksen | Management | 2 companies |
| Erik Tronborg Andersen | Audit | 2 companies |
| Hans Henrik Blomstrøm Poulsen | Management | 1 company |
| Ingemann Klausen | Board of Directors | 1 company |