Redep A/S
A/SDissolvedCVR 52083516Vigerslev Allé 77, 2500 ValbyFremstilling af håndværktøj· NACE 257300Est. 1915 · 110 years old— employees
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Riskpilot← Back to searchSign inGet full accessRedep A/S is a Danish A/S based in Valby, operating in the Fremstilling af håndværktøj sector. Incorporated in 1915, the company reported a gross profit of -DKK 92 in its latest annual filing.
| Gross profit | -0.1K DKK | — |
| EBITDA | -0.1K DKK | — |
| Net profit | -0.1K DKK | — |
| Total assets | 6.2K DKK | — |
| Equity | 6.2K DKK | — |
| Employees | — | — |
In its most recent annual report (2012), Redep A/S reported a gross profit of -DKK 92. The bottom line showed a net loss of DKK 78.
At the end of 2012, equity financed 100% of the balance sheet.
| Item | 2012 |
|---|---|
| Gross profit | -0 |
| Staff expenses | -0 |
| EBITDA | -0 |
| Depreciation & amort. | -0 |
| EBIT | -0 |
| Net financials | -0 |
| Profit before tax | -0 |
| Tax | -0 |
| Net profit | -0 |
| Item | 2012 |
|---|---|
| Total assets | 6 |
| Equity | 6 |
| Long-term debt | 0 |
| Short-term debt | 0 |
| Total debt | 0 |
28 financial ratios from the latest filing, each graded against companies in the same industry.
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.
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.
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.
The size of this year's increase or decrease in the company's equity.
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 debt.
| Name | Role | Member since |
|---|
FF Management | Management | 1915 – 1993 |
OT Management | Management | 1915 – 1993 |
BB Management | Management | 1915 – 2002 |
TV Management | Management | 1915 – 1989 |
LK Unofficial title | Unofficial title | 1915 – 1991 |
KE Unofficial title | Unofficial title | 1915 – 1994 |
PO Chief Executive Officer | Chief Executive Officer | 2004 – 2014 |
SB Management | Management | 1915 – 1991 |
MK Unofficial title | Unofficial title | 1915 – 1994 |
UK Management | Management | 2002 – 2004 |
VJ Unofficial title | Unofficial title | 2002 – 2000 |
JG Unofficial title | Unofficial title | 1998 – 2000 |
BL Unofficial title | Unofficial title | 1915 – 1998 |
| Name | Role | Member since |
|---|
LV Chairman | Chairman | 2014 – 2014 |
PE Chairman | Chairman | 2004 – 2012 |
KG Deputy Chairman | Deputy Chairman | 1915 – 1994 |
HJ Board of Directors | Board of Directors | 1915 – 1998 |
KI Deputy Chairman | Deputy Chairman | 1998 – 2000 |
BI Board of Directors | Board of Directors | 2014 – 2014 |
HH Board of Directors | Board of Directors | 1915 – 1998 |
CH Board of Directors | Board of Directors | 1915 – 1994 |
KE Board of Directors | Board of Directors | 1915 – 1998 |
PA Board of Directors | Board of Directors | 1998 – 2002 |
FT Board of Directors | Board of Directors | 2002 – 2000 |
PO Board of Directors | Board of Directors | 2009 – 2014 |
FL Board of Directors | Board of Directors | 1998 – 2002 |
PR Board of Directors | Board of Directors | 1915 – 2002 |
BG Chairman | Chairman | 2012 – 2014 |
PT Chairman | Chairman | 2002 – 2004 |
PV Board of Directors | Board of Directors | 1998 – 2000 |
JB Board of Directors | Board of Directors | 2002 – 2000 |
UK Board of Directors | Board of Directors | 2003 – 2009 |
VJ Board of Directors | Board of Directors | 1915 – 1990 |
JH Deputy Chairman | Deputy Chairman | 2002 – 2000 |
KO Board of Directors | Board of Directors | 1915 – 1990 |
JG Deputy Chairman | Deputy Chairman | 2004 – 2014 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Johannus Gunnar Egholm Hansen | Deputy Chairman | 16 companiesMany roles |
| Peter Roed | Board of Directors | 6 companiesMany roles |
| Preben Tolstrup | Chairman | 6 companiesMany roles |
| Lars Vestergaard | Chairman | 4 companies |
| Benny Balle Jensen | Management | 3 companies |
| Brian Iversen | Board of Directors | 3 companies |
| Ole Trolle | Management | 2 companies |
| Freddy Frandsen | Management | 1 company |
| Ulrik Kolding Hartvig | Management | 1 company |
| Peter Assam | Board of Directors | 1 company |
| Finn Thor Hansen | Board of Directors | 1 company |
| Preben Valther Andersen | Board of Directors | 1 company |
| Jørgen Bundgaard | Board of Directors | 1 company |
| Jørgen Heerdegen Jakobsen | Deputy Chairman | 1 company |