TURBAN ApS
APSActiveCVR 75141610Nyløkkevej 80, 8340 MallingOther financial service activities, except insurance and pension funding n.e.c.· NACE 6499Est. 1984 · 42 years old— employees
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Riskpilot← Back to searchSign inGet full accessTURBAN ApS is a Danish APS based in Malling, operating in the Other financial service activities, except insurance and pension funding n.e.c. sector. Incorporated in 1984, the company reported a gross profit of -DKK 11.4k in its latest annual filing.
| Gross profit | -11.4K DKK | +7% |
| EBITDA | -11.4K DKK | -7% |
| Net profit | -5.1K DKK | -118% |
| Total assets | 263.9K DKK | +26% |
| Equity | -124K DKK | -4% |
| Employees | — | — |
In its most recent annual report (2025), TURBAN ApS reported a gross profit of -DKK 11.4k. The figures on this page draw on 5 annual filings covering 2021 to 2025. The bottom line showed a net loss of DKK 5.1k.
At the end of 2025, current assets covered short-term debt 0.7 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Gross profit | -11 | -11 | -9 | -9 | -10 |
| Staff expenses | -0 | -0 | -0 | -0 | -0 |
| EBITDA | -11 | -11 | -9 | -9 | -10 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | -11 | -11 | -9 | -9 | -10 |
| Net financials | 6 | 40 | 30 | -29 | 17 |
| Profit before tax | -5 | 29 | 20 | -38 | 8 |
| Tax | -0 | -0 | -0 | -0 | -0 |
| Net profit | -5 | 29 | 20 | -38 | 8 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 264 | 209 | 176 | 305 | 270 |
| Equity | -124 | -119 | -148 | -168 | -130 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 388 | 328 | 324 | 473 | 399 |
| Total debt | 388 | 328 | 324 | 473 | 399 |
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.
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.
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.
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 |
|---|
KH Management | Management | 1984 – 1992 |
EB Management | Management | 1984 – 1988 |
CR Management | Management | 1984 – 1990 |
BA Management | Management | 1984 – 1994 |
| Name | Role | Member since |
|---|
KH Board of Directors | Board of Directors | 1984 – 1992 |
JB Board of Directors | Board of Directors | 1984 – 1991 |
PR Board of Directors | Board of Directors | 1984 – 1988 |
AB Board of Directors | Board of Directors | 1984 – 1988 |
EA Board of Directors | Board of Directors | 1984 – 1994 |
SF Board of Directors | Board of Directors | 1984 – 1994 |
KH Board of Directors | Board of Directors | 1984 – 1988 |
AH Board of Directors | Board of Directors | 1984 – 1996 |
PK Board of Directors | Board of Directors | 1984 – 1996 |
NP Board of Directors | Board of Directors | 1984 – 1992 |
EB Board of Directors | Board of Directors | 1984 – 1988 |
CR Board of Directors | Board of Directors | 1984 – 1992 |
BA Board of Directors | Board of Directors | 1984 – 1994 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
| Individual | 100% | 100% | 1994 |
| Person | Role here | Other companies |
|---|---|---|
| Bill Andersen | Management | 14 companiesMany roles |
| Claus Resen Steenstrup | Management | 5 companies |
| Per Resen Steenstrup | Board of Directors | 5 companies |
| Knud Helkjær | Management | 3 companies |
| Niels Peder Opstrup | Board of Directors | 3 companies |
| Erik Brinch Nielsen | Management | 1 company |
| Johan Blach Petersen | Board of Directors | 1 company |