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Kilroy International A/S
Nytorv 5, 1450 København K, CVR 10915295
Branche:
Rejsebureauers aktiviteter [791100]
Virksomhedsform
Aktieselskab
Etableret
1987
Størrelse
Mellemstore
Ansatte
89
Omsætning
27
MDKK
Bruttofortj.
27
MDKK
Primært resultat (EBIT)
-37.091.000
DKK
Årets resultat
23
MDKK
Egenkapital
40
MDKK
Reklamebeskyttet virksomhed
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Rang Årets resultat
Rang i branche
5/302
"Top 10%"
Rang i Danmark
6.333/357.753
"Top 10%"
Direktion top 3
Bestyrelse top 3
Arnar Thorisson 1 | Bestyrelsesformand |
Claus Hincheli Hejlesen 9 | Bestyrelsesmedlem |
Sigurdur Krafn Kiernan 1 | Bestyrelsesmedlem |
Legale ejere top 3
100% | Ssts A/S | DK |
Tegningsregler
Selskabet tegnes af bestyrelsens formand sammen med et andet bestyrelsesmedlem eller en direktør eller af næstformanden eller den administrerende direktør sammen med 3 bestyrelsesmedlemmer.
Stamoplysninger baseret på CVR
Navn | Kilroy International A/S |
Binavne | Kilroy Invest A/S, Kilroy Travels International A/S, Scandinavian Student Travel Service A/S, Scandinavian Student Travel Service A/S, Hyy Travel Group Vis mere |
CVR | 10915295 |
Adresse | Nytorv 5, 1450 København K |
Branche | Rejsebureauers aktiviteter [791100] |
Etableret | 01-01-1987 (38 år) |
Første regnskabsperiode | 01-01-1987 til 31-10-1987 |
Virksomhedsform | Aktieselskab |
Antal ansatte | 97 (årsværk:91) |
Reklamebeskyttelse | Ja |
Revisor | Grant Thornton, Godkendt Revisionspartnerselskab siden 14-09-2023 |
Regnskabsperiode | 01-01 til 31-12 |
Selskabskapital | 18.000.000 DKK 17.839.400 DKK (13-06-2007 - 28-03-2021) 27.839.400 DKK (10-11-2004 - 12-06-2007) 23.450.000 DKK (01-10-1991 - 09-11-2004) 23.090.000 DKK (01-07-1991 - 30-09-1991) 5.070.000 DKK (27-06-1988 - 30-06-1991) |
Vedtægter seneste | 29-03-2021 |
Medlem af brancherne
- Rejsebureauers aktiviteter [791100]NACE6 indeholdende 433 virk.
- Rejsebureauers og rejsearrangørers aktiviteter [791]NACE3 indeholdende 1.070 virk.
- Rejsebureauers og rejsearrangørers aktiviteter og andre reservationstjenesteydelser og tjenesteydelser i forbindelse hermed [79]NACE2 indeholdende 1.313 virk.
- Administrations- og støtteaktiviteter [O]NACE1 indeholdende 38.082 virk.
Formål
Selskabets formål er at drive rejsebureauvirksomhed og hermed beslægtede aktiviteter.
Regnskab
2024 | 2023 | 2022 | |
---|---|---|---|
Valuta/enhed | 000' DKK | 000' DKK | 000' DKK |
Omsætning | 26.611 -54% | 58.121 +17% | 49.570 +2% |
Bruttofortjeneste | 26.611 -54% | 58.121 +17% | 49.570 -5% |
Årets resultat | 22.857 -7% | 24.518 -40% | 40.538 - |
Egenkapital | 40.305 +133% | 17.262 - | -7.024 - |
Balance | 424.694 +48% | 286.098 +29% | 222.624 +36% |
Ledelsesberetning sammendrag
Ledelsesberetning
Management’s report |
Beskrivelse af udviklingen i virksomhedens aktiviteter og økonomiske forhold
The Kilroy Group again delivered a positive result |
for 2024. Turnover increased to DKK 1,466 million |
from a turnover of DKK 1,447 million in 2023. |
Operating profit (EBITDA) was DKK 25 million, |
compared with a profit of DKK 44 million in 2023. |
The profit before tax (EBT) was DKK 17 million. |
The turnover development was modest, but the sales |
composition led to a growth in gross profit of 6%. |
Compared to 2023, which had extraordinary customer |
demand, marketing activities had to be accelerated in |
2024, affecting the result negatively. Many new staff |
were also taken on board in 2024, and this temporarily |
slowed productivity. |
Consequently, the financial performance was below the |
targets set for 2024. |
The Board of Directors noted the result. |
The EBITDA development for the Kilroy Group is shown |
in the chart below. |
Market environment |
The year 2024 was the first normal year since the |
pandemic. It also revealed the contours of a travel |
industry which has undergone consolidation. This, and |
new players in the markets, brought competition back in |
full measure, requiring the full reinstatement of |
marketing activities. |
The Group’s turnover per market is illustrated in the |
chart to the right. |
Distribution |
Customer behaviour in planning and making purchases |
is increasingly diverse, and we recognise the |
importance of providing a wide range of contact and |
sales channels for their discretionary use. However, |
personalised counselling remains central to our |
approach. |
The increased use of online meetings has become an |
integral part of the Group's distribution strategy. |
Nevertheless, we continue to emphasise the value of |
physical presence, enabling customers to meet |
advisors face-to-face. |
In 2024, the Group expanded its portfolio of locations. In |
Denmark, Jysk Rejsebureau opened a major new sales |
location in the Vesterbro district of Copenhagen, and |
BENNS opened its first sales location in the city centre. |
In Finland, KILROY and ISIC relocated their Helsinki |
location to an area inside Helsinki University. In Iceland, |
KILROY also relocated to upgraded premises in |
Reykjavik. |
M&A and structural changes |
Throughout 2024, several merger and acquisition |
opportunities were explored. However, except for one, |
none were deemed viable. |
The Group acquired the MyPlanet brand including its |
sales companies in Denmark and Sweden, effective |
October 2024. MyPlanet, which originally was sold by |
the Kilroy Group in 2005, has since evolved under |
different ownership, most recently under the British |
luxury & experiential travel group, Travelopia. |
The Kilroy Group remains committed to exploring any |
such opportunities in businesses and assets that have |
the potential to contribute to and increase long-term |
growth and profitability. |
On the Danish market, the Group now operates four |
travel brands: BENNS, Jysk Rejsebureau, KILROY and |
MyPlanet. Due to mergers and acquisitions in the past, |
the activities of these brands have been embedded in |
an illogical legal structure. Effective January 2025, each |
brand now operates in separate legal units. |
Technology |
A condition for the Group’s continued development is |
reducing transaction costs so we can focus employees’ |
time on creating more value for our customers. |
Investments in technology, alignment of work |
processes and, not least, upgrading employees’ |
competences are crucial for our long-term success. |
All sales units in the Group use the same IT platform, |
which paves the way for accelerating and unifying best |
practices. Our bespoke software is developed and |
maintained in-house to ensure customer centricity, and |
to fast-track lead time on critical development tasks. |
Our sales platform is integrated with a customer |
relationship management (CRM) system and is used |
across all sales units within the Group. In 2024, the |
sales platform was moved to a cloud version. |
For processes where alignment and efficiency exceed |
the importance of customer focus and differentiation, it |
remains a priority to use commercial mainstream |
technology and cloud services in all parts of our |
systems infrastructure. This ensures our readiness for |
adopting the newest market trends and developments. |
Equity |
Throughout 2020 and 2021, the pandemic completely |
eroded the Group’s equity, including free reserves of |
DKK 100 million. |
Consequently, it was necessary to re-establish the |
equity and liquidity to a level that ensured that the |
Group could continue operation. This was completed in |
April 2021, and consisted of new capital from all current |
owners, subordinated loans from EIFO (Export & |
Investment Fund of Denmark) and the majority owner. |
To increase financial preparedness, the “package” from |
2021 was adjusted at the end of 2024 to the effect that |
subordinated loans were extended. Also, additional |
subordinated loans from all current owners were |
provided in the beginning of 2025. |
The management expects to continue the restoration of |
equity to the pre-pandemic level by means of earnings |
in the coming years. |
With the profit from the last three years, the Group has |
taken important steps towards this restoration and at |
the end of 2024, the equity was DKK 40 million. |
The Board proposes that no dividend be paid for 2024. |
Future dividends will be proposed according to the |
governance associated with the subordinated loans, as |
well as the Kilroy Group’s expansion plans, |
consolidation, and liquidity requirements. |
The development of equity is shown in the chart to the |
right. |
Shareholder information & annual report |
The ownership structure remained unchanged in 2024 |
as the Danish company, SSTS A/S, holds 100% of the |
shares in Kilroy International A/S. |
SSTS A/S currently has no other activities than the |
ownership of the Kilroy Group. The company is |
predominantly owned by a group of Nordic investors |
who have, or have had, management positions within |
the Group. |
Detailed information about the group of owners can be |
found in note 17. |
The Annual Report of Kilroy International A/S is |
included in the Annual Report of SSTS A/S. |
The Annual Report of SSTS A/S can be obtained from |
SSTS A/S, Nytorv 5, 1450 Copenhagen K, Denmark |
Auditing |
Grant Thornton is the main auditor of the Group. |
Omtale af betydningsfulde hændelser, som er indtruffet efter regnskabsårets afslutning
No significant events have occurred since the balance |
sheet date that would affect the assessment of the |
Annual Report for 2024. |
Guidance for 2025 |
Most of the Group’s markets have begun the year with |
some impact from geopolitical turmoil, but they still |
reflect the levels seen at the beginning of 2024. |
The budgeted expectation for 2025 is that the Kilroy |
Group will generate a profit (EBITDA) in the range of |
DKK 25 to DKK 33 million. Despite a reduced demand |
for US destinations in the beginning of 2025, it’s the |
management’s view that the budgeted goal is |
achievable. |
The geopolitical situation obviously has the potential to |
escalate, with consequences that could materially affect |
the 2025 accounts. |
Generalforsamlingsdato: 29-04-2025