BF-Oks A/S is a Danish A/S based in Hesselager, operating in the Wholesale of meat, meat products, fish and fish products sector. Incorporated in 1981, the company has 30 employees and reported a gross profit of DKK 26.7m in its latest annual filing.
| Gross profit | 26.7M DKK | +15% |
| EBITDA | 7.5M DKK | +33% |
| Net profit | 1.2M DKK | +386% |
| Total assets | 43M DKK | +6% |
| Equity | 2.6M DKK | +141% |
| Employees | 30 | — |
In its most recent annual report (2025), BF-Oks A/S reported a gross profit of DKK 26.7m, an increase of 15% on the year before. The figures on this page draw on 5 annual filings covering 2021 to 2025. The bottom line showed a net profit of DKK 1.2m, and the EBITDA margin stood at 28.1%.
At the end of 2025, equity financed 6.1% of the balance sheet, and current assets covered short-term debt 0.8 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Gross profit | 26,683 | 23,213 | -216 | 22,019 | 20,267 |
| Staff expenses | -19,148 | -17,562 | -16,329 | -17,122 | -15,251 |
| EBITDA | 7,507 | 5,625 | -16,602 | 4,897 | 5,017 |
| Depreciation & amort. | -2,284 | -1,988 | -1,590 | -1,551 | -1,817 |
| EBIT | 5,224 | 3,637 | -18,192 | 3,346 | 3,200 |
| Net financials | -3,160 | -3,257 | -3,069 | -2,301 | -5,848 |
| Profit before tax | 2,063 | 380 | -21,261 | 1,045 | -2,648 |
| Tax | 817 | 123 | 499 | 461 | 598 |
| Net profit | 1,247 | 257 | -21,760 | 583 | -3,247 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 42,958 | 40,612 | 40,007 | 49,148 | 45,158 |
| Equity | 2,622 | -6,458 | -6,714 | 2,276 | 1,693 |
| Long-term debt | 12,898 | 20,060 | 20,788 | 16,594 | 14,065 |
| Short-term debt | 27,047 | 26,807 | 25,700 | 29,941 | 28,893 |
| Total debt | 39,945 | 46,867 | 46,488 | 46,535 | 42,958 |
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.
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.
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 |
|---|---|---|
| Current (1) | ||
MG Chief Executive Officer | Chief Executive Officer | 2011 |
MO Management | Management | 2011 – 2012 |
BP Management | Management | 1981 – 2008 |
FD Management | Management | 1981 – 1997 |
MS Management | Management | 2008 – 2012 |
| Name | Role | Member since |
|---|---|---|
| Current (3) | ||
AD Board of Directors | Board of Directors | 2023 |
MG Board of Directors | Board of Directors | 2008 |
JM Chairman | Chairman | 2023 |
MO Board of Directors | Board of Directors | 2008 – 2012 |
PE Board of Directors | Board of Directors | 2009 – 2012 |
ML Board of Directors | Board of Directors | 2022 – 2023 |
SS Board of Directors | Board of Directors | 2009 – 2022 |
BP Board of Directors | Board of Directors | 1997 – 2012 |
MZ Chairman | Chairman | 2018 – 2022 |
MS Board of Directors | Board of Directors | 1981 – 2005 |
TL Board of Directors | Board of Directors | 1981 – 1997 |
KF Board of Directors | Board of Directors | 1981 – 2008 |
MS Board of Directors | Board of Directors | 2005 – 2017 |
OF Board of Directors | Board of Directors | 2013 – 2017 |
JL Chairman | Chairman | 2017 – 2018 |
ML Board of Directors | Board of Directors | 2022 – 2023 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Company | 90–99.99% | 100% | 2025 | |
| Company | 100% | 100% | 2023 | |
| Company | 33.33–49.99% | 33.33–49.99% | 2006 | |
| Company | 100% | 100% | 2019 | |
| Company | 25–33.32% | 25–33.32% | 2011 | |
| Individual | 100% | 100% | 2017 |
| Person | Role here | Other companies |
|---|---|---|
| Michael Zøhner-Pedersen | Chairman | 29 companiesMany roles |
| Otto Frederik Spliid | Board of Directors | 28 companiesMany roles |
| Jens Mølby Romme | Chairman | 16 companiesMany roles |
| Allan Dam Nielsen | Board of Directors | 12 companiesMany roles |
| Michael Gertz | Chief Executive Officer | 3 companies |
| Mikkel Leckscheidt Gertz | Board of Directors | 2 companies |
| Mads Ole Caspersen | Management | 1 company |
| Bjarne Peter Lindequist Nielsen | Management | 1 company |
| Michael Sidor | Management | 1 company |
| Mads Leckscheidt Gertz | Board of Directors | 1 company |
| Stig Søgaard Danielsen | Board of Directors | 1 company |
| Mariane Storm Nielsen | Board of Directors | 1 company |
| Jan Ladefoged | Chairman | 1 company |