LITTELFUSE SELCO ApS is a Danish APS based in København Ø, operating in the Manufacture of electricity distribution and control apparatus sector. Incorporated in 1985, the company has 6 employees and reported a gross profit of -DKK 1.6m in its latest annual filing.
| Gross profit | -1.6M DKK | -201% |
| EBITDA | -1.7M DKK | +47% |
| Net profit | -1.8M DKK | +51% |
| Total assets | 0.9M DKK | -48% |
| Equity | -8.3M DKK | -28% |
| Employees | 6 | — |
In its most recent annual report (2017), LITTELFUSE SELCO ApS reported a gross profit of -DKK 1.6m, a decrease of 201% on the year before. The figures on this page draw on 5 annual filings covering 2013 to 2017. The bottom line showed a net loss of DKK 1.8m.
At the end of 2017, current assets covered short-term debt 0.1 times.
| Item | 2017 | 2016 | 2015 | 2014 | 2013 |
|---|---|---|---|---|---|
| Gross profit | -1,629 | 1,617 | — | 16,377 | 13,734 |
| Staff expenses | -52 | -4,792 | -11,213 | -11,242 | -11,971 |
| EBITDA | -1,681 | -3,176 | 4,431 | 5,135 | 1,763 |
| Depreciation & amort. | -0 | -13 | -415 | -898 | -5,388 |
| EBIT | -1,681 | -3,189 | 4,015 | 4,237 | -3,626 |
| Net financials | -131 | -333 | -2,203 | -1,876 | -2,366 |
| Profit before tax | -1,812 | -3,522 | 1,812 | 2,360 | -5,992 |
| Tax | -0 | 212 | 570 | 641 | -744 |
| Net profit | -1,812 | -3,734 | 1,243 | 1,719 | -5,247 |
| Item | 2017 | 2016 | 2015 | 2014 | 2013 |
|---|---|---|---|---|---|
| Total assets | 933 | 1,778 | 14,695 | 16,223 | 18,439 |
| Equity | -8,312 | -6,500 | -2,766 | -4,009 | -5,728 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 9,245 | 8,278 | 17,461 | 20,232 | 24,042 |
| Total debt | 9,245 | 8,278 | 17,461 | 20,232 | 24,042 |
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 |
|---|
DF Chief Executive Officer | Chief Executive Officer | 2012 – 2016 |
JC Liquidator | Liquidator | 2018 – 2018 |
RD Chief Executive Officer | Chief Executive Officer | 2016 – 2018 |
JH Management | Management | 1985 – 2012 |
AH Management | Management | 1985 – 1997 |
| Name | Role | Member since |
|---|
MH Board of Directors | Board of Directors | 2002 – 2011 |
JJ Board of Directors | Board of Directors | 2000 – 2008 |
AB Board of Directors | Board of Directors | 1985 – 1997 |
PS Board of Directors | Board of Directors | 1985 – 1988 |
HH Chairman | Chairman | 2001 – 2011 |
DF Board of Directors | Board of Directors | 2011 – 2016 |
JA Board of Directors | Board of Directors | 2002 – 2011 |
KS Board of Directors | Board of Directors | 2010 – 2011 |
AC Board of Directors | Board of Directors | 2010 – 2011 |
RK Chairman | Chairman | 2012 – 2018 |
RD Board of Directors | Board of Directors | 2016 – 2018 |
JC Board of Directors | Board of Directors | 1985 – 2001 |
HS Board of Directors | Board of Directors | 2011 – 2018 |
BW Board of Directors | Board of Directors | 2008 – 2011 |
JH Board of Directors | Board of Directors | 1985 – 2011 |
PG Board of Directors | Board of Directors | 2012 – 2016 |
AH Board of Directors | Board of Directors | 1985 – 1997 |
| Shareholder | Type | Ownership | Votes | Registered |
|---|---|---|---|---|
Littelfuse inc. | Company | 100% | 100% | 2011 |
| Person | Role here | Other companies |
|---|---|---|
| Hans Houlind | Chairman | 14 companiesMany roles |
| Martin Hammer Graarup | Board of Directors | 4 companies |
| Jacob Christensen | Liquidator | 3 companies |
| Agnes Cairns Tallan Sørensen | Board of Directors | 3 companies |
| Jens Hammer Sørensen | Management | 2 companies |
| Per Skov | Board of Directors | 2 companies |
| Keld Scharling | Board of Directors | 2 companies |
| Jørgen Clausen | Board of Directors | 2 companies |
| Børge Witthøft | Board of Directors | 2 companies |
| Jørgen Johansen | Board of Directors | 1 company |
| Jason Anthony Hammer Sørensen | Board of Directors | 1 company |