Know where your customer stands. Healthy, Watch out or At risk, with the reasons alongside.
Health score
959012345678950123456789out of 100Health score
Healthy- 0–50 At risk
- 51–75 Watch out
- 76–100 Healthy
The latest annual accounts show a healthy company.
Based on the 2025 annual accounts, filed on 22/05/2026.
Scale from 0 to 100: the higher, the healthier
- Score from the figures
- 95
- Deduction for filing late
- Filed on time, so no deduction.
- Health score
- 95
Creya method: the average of the four areas, with a deduction when the accounts were filed late. An estimate from the official figures, not financial advice.
Explanation and what helps
Start with these points. Open a ratio to see what it measures and what helps.
Turnover of own stockPoint of attention
How many times a year the stock of own products (in progress and finished) turns over. A low rotation points to products that sit unsold: that ties up money and can lead to write-downs.
What helps
- Match production to what you expect to sell.
- Work in smaller batches, so products spend less time in stock.
Liquidity without stockPoint of attention
Like liquidity, but without stock: only receivables, investments and cash compared with short-term debt. It shows whether the company can pay without first selling stock.
What helps
- Follow up open customer invoices faster.
- Build a cash reserve, or arrange a credit line before you need it.
All other ratios (19)
Gross sales marginStrong
How much of every euro of revenue is left from the normal business, before depreciation, interest and taxes. One-off income and costs don't count. The higher, the more room to carry investments, loans and setbacks.
What helps
- Renegotiate purchase prices or look for other suppliers.
- Shift the mix towards products or services with a higher margin.
- Adjust prices that have long stopped following the costs.
Net sales marginStrong
How much of every euro of revenue is left as operating result, after all costs of the normal business (depreciation too), but before interest and taxes. One-off income and costs don't count.
What helps
- Map the fixed costs and cut what doesn't contribute.
- Raise prices where the market allows it.
- Focus on the customers and products that earn the most.
Return on equityStrong
Profit after tax compared with equity: what the owners earn on the money in the company. A low value because of large equity is less of a concern than a low value because of little profit.
What helps
- Improve the margin, so the same revenue brings more profit.
- Work out whether an investment pays off before you make it.
Return on assetsStrong
What the company earns before interest and taxes, compared with everything it owns. It measures how well the company uses its resources, regardless of how they're financed.
What helps
- Sell or rent out assets that contribute little.
- Grow revenue without investing as much on top.
- Work out whether an investment pays off before you make it.
Cashflow to equityStrong
Cashflow (profit plus costs that don't cost money in the year itself, such as depreciation) compared with equity. It's like return on equity, but looks at the money the business brings in rather than the accounting profit.
What helps
- Improve the margin of the normal business.
- Limit expensive financing: interest lowers the profit and so the cashflow.
Operating resultStrong
The operating result: what the business brings in after all operating costs, before interest and taxes. Negative means the business itself makes a loss.
What helps
- Look at the costs per activity and stop what keeps making a loss.
- Grow revenue with new customers or better prices.
- Lower fixed costs such as rent and energy.
EBITDAStrong
The operating result plus depreciation, write-downs and provisions: what the business brings in before those entries, which don't cost money in the year itself. Negative means the business uses up money.
What helps
- Raise the margin with more revenue or lower costs.
- Stop activities that keep making a loss.
CashflowStrong
The year's profit plus costs that don't cost money in the year itself (depreciation, write-downs, provisions). An approximation of the money the year brought in to repay debt or invest. Negative means the company has to borrow or use its reserves.
What helps
- Improve the margin of the normal business.
- Refinance expensive debt, so less goes to interest.
SolvencyStrong
Which part of everything the company owns is paid for with its own money; the rest is debt. The higher, the more loss the company can absorb before creditors are hit. Negative equity means the debts are larger than everything the company owns.
What helps
- Keep profit in the company instead of paying it all out.
- Consider a capital increase or a subordinated loan.
- Pay down debt with the cashflow.
Cashflow to long-term debtStrong
A year's cashflow compared with debt due after more than one year. It shows how fast the company could pay off that debt: 25% means about 4 years. Banks often look at this.
What helps
- Raise the cashflow with a better margin.
- Repay long-term debt early when there's money left.
- Don't borrow more long-term than the investment needs.
Debt service coverageStrong
EBITDA compared with what the company has to pay on its loans this year: interest, the part of long-term loans due this year and short-term financial debt. Above 1 the business earns enough to pay it, below 1 it doesn't.
What helps
- Raise EBITDA with more revenue or lower costs.
- Spread repayments over a longer term.
- Turn short-term credit into a longer-term loan.
Interest coverageStrong
How many times the operating result covers the interest costs. Below 1 the business doesn't even earn enough to pay the interest.
What helps
- Improve the operating result.
- Refinance expensive loans at a lower rate.
- Pay off the most expensive debt first.
LiquidityStrong
What the company can turn into money within the year (stock, receivables, investments, cash) compared with what it has to pay within the year. Above 1 there's more than is owed; below 1 the company depends on new credit or new income.
What helps
- Turn short-term debt into longer-term loans.
- Agree longer payment terms with suppliers.
- Keep less stock.
Net cashStrong
Cash and investments, minus the financial debt due within the year. Positive: the company has more money than it has to repay the bank in the short term. Negative: it depends on bank credit.
What helps
- Follow up customer invoices faster, so there's more cash.
- Limit short-term credit you don't really need.
Net working capitalStrong
Equity, provisions and long-term debt, minus fixed assets (buildings, machines). What's left can finance the daily business. It only counts as a weak point when it's smaller than the working capital need.
What helps
- Strengthen equity by keeping profit in the company.
- Finance buildings and machines with long-term loans, not with short-term credit.
Working capital needStrong
The money tied up in the daily business: stock and customer receivables, minus what suppliers and other short-term operating debts advance. It only counts as a weak point when it's larger than the net working capital.
What helps
- Keep less stock.
- Get customers to pay faster.
- Agree longer payment terms with suppliers.
Customer creditStrong
How many days customers take to pay on average: trade receivables compared with revenue. Every day an invoice stays open, the company advances money. Between companies, 60 days is the legal maximum term.
What helps
- Agree shorter payment terms and put them on every invoice.
- Send reminders sooner and on a fixed schedule when a payment is late.
- Consider factoring: another party takes over your invoices for a fee.
Supplier creditStrong
How many days the company takes to pay its suppliers on average. As long as an invoice is open, the supplier finances the company. A very high number of days can also mean the company struggles to pay.
What helps
- Pay within the agreed term: paying late harms the relationship and can cost deliveries.
- Agree longer terms instead of stretching them yourself.
Turnover of goods for resaleStrong
How many times a year the stock of goods for resale and raw materials is used or sold: purchases divided by that stock. The higher, the less money is tied up in stock. What's normal differs a lot by sector.
What helps
- Plan purchases on real demand, not on habit.
- Reduce safety stocks where suppliers deliver reliably.
- Clear slow or outdated stock.
General guidelines, not advice tailored to this company.
In plain language.
Every verdict comes with its reasons, so you know why.
Net sales marginStrong
After all costs, a healthy profit is left from sales.
7.8%. Typical in the sector: 2.5%
7.8%WeakSector 2.5%StrongSolvencyStrong
The company runs largely on its own money, not on debt.
56.9%. Typical in the sector: 39.7%
56.9%WeakSector 39.7%StrongCustomer creditStrong
Customers pay quickly, so the company gets its money fast.
36 days. Typical in the sector: 45 days
36 daysWeakSector 45 daysStrong
The source of every figure.
From the annual accounts at the National Bank, with the date.
Based on the 2025 annual accounts, filed on 22/05/2026. View the annual accounts at the NBB
| Fiscal year | Period | Filed on | Deadline | Schema | Type |
|---|---|---|---|---|---|
| 2025 | 01/01/2025 – 31/12/2025 | 22/05/2026 | On time | Full | Own |
| 2024 | 01/01/2024 – 31/12/2024 | 11/06/2025 | On time | Full | Own |
| 2023 | 01/01/2023 – 31/12/2023 | 12/06/2024 | On time | Full | Own |