DANIAMANT ApS is a Danish APS based in Slangerup, operating in the Engroshandel med andre maskiner og andet udstyr sector. Incorporated in 1975, the company has 9 employees and reported a gross profit of DKK 4.5m in its latest annual filing.
| Gross profit | 4.5M DKK | -23% |
| EBITDA | -0.2M DKK | +91% |
| Net profit | -3M DKK | +49% |
| Total assets | 24.7M DKK | +8% |
| Equity | -7.8M DKK | -63% |
| Employees | 9 | — |
In its most recent annual report (2016), DANIAMANT ApS reported a gross profit of DKK 4.5m, a decrease of 23% on the year before. The figures on this page draw on 5 annual filings covering 2012 to 2016. The bottom line showed a net loss of DKK 3.0m, and the EBITDA margin stood at -5.5%.
At the end of 2016, current assets covered short-term debt 0.8 times.
| Item | 2016 | 2015 | 2014 | 2013 | 2012 |
|---|---|---|---|---|---|
| Gross profit | 4,505 | 5,858 | 7,940 | 8,443 | 12,362 |
| Staff expenses | -4,754 | -8,677 | -6,619 | -6,367 | -6,963 |
| EBITDA | -249 | -2,818 | 1,321 | 2,076 | 5,400 |
| Depreciation & amort. | -2,064 | -3,722 | -1,872 | -2,049 | -1,867 |
| EBIT | -2,313 | -6,540 | -550 | 27 | 3,532 |
| Net financials | -1,351 | -229 | 467 | -1,041 | -1,329 |
| Profit before tax | -3,664 | -6,769 | -84 | -1,014 | 2,203 |
| Tax | -645 | -803 | -54 | -252 | 571 |
| Net profit | -3,019 | -5,966 | -30 | -762 | 1,632 |
| Item | 2016 | 2015 | 2014 | 2013 | 2012 |
|---|---|---|---|---|---|
| Total assets | 24,734 | 22,956 | 24,859 | 29,538 | 28,898 |
| Equity | -7,819 | -4,800 | 1,166 | 1,196 | 3,658 |
| Long-term debt | 8,000 | 8,000 | 249 | -241 | -925 |
| Short-term debt | 21,891 | 18,256 | 21,871 | 26,575 | 23,732 |
| Total debt | 29,891 | 26,256 | 21,871 | 26,575 | 23,732 |
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.
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 |
|---|
KJ Chief Executive Officer | Chief Executive Officer | 2015 – 2017 |
| Audit | 1975 – 2005 | |
HP Management | Management | 1975 – 2005 |
JK Management | Management | 1975 – 2005 |
UR Audit | Audit | 1975 – 1993 |
AG Management | Management | 2005 – 2015 |
| Name | Role | Member since |
|---|
JH Board of Directors | Board of Directors | 2008 – 2009 |
KK Board of Directors | Board of Directors | 2010 – 2017 |
KJ Board of Directors | Board of Directors | 2017 – 2017 |
BP Board of Directors | Board of Directors | 2013 – 2014 |
PW Board of Directors | Board of Directors | 2013 – 2016 |
OM Board of Directors | Board of Directors | 2013 – 2017 |
TF Board of Directors | Board of Directors | 2009 – 2010 |
KH Board of Directors | Board of Directors | 2005 – 2009 |
PF Board of Directors | Board of Directors | 2010 – 2010 |
KK Chairman | Chairman | 2013 – 2017 |
AG Board of Directors | Board of Directors | 2005 – 2010 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 100% | 100% | 2005 |
| Person | Role here | Other companies |
|---|---|---|
| Jens Heimburger | Board of Directors | 40 companiesMany roles |
| Per Wetke Hallgren | Board of Directors | 15 companiesMany roles |
| Arne Gillin | Management | 11 companiesMany roles |
| Kim Hauberg Fischer | Board of Directors | 4 companies |
| Bjørn Petersen | Board of Directors | 3 companies |
| Ole Mikkelsen | Board of Directors | 1 company |
| Klaus Kjærulff | Chairman | 1 company |