Øya Borettslag
BRLActiveOrg 847382902Oscarsgate 16, 9800 VadsøActivities of households as employers of domestic personnel· NACE 9700Est. 1958 · 68 years old0 employees
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Riskpilot← Back to searchSign inGet full accessØya Borettslag is a Norwegian BRL based in Vadsø, operating in the Activities of households as employers of domestic personnel sector. Incorporated in 1958, the company has 0 employees and reported revenue of NOK 408.0k in its latest annual filing.
| Revenue | 408K NOK | +6% |
| EBITDA | 143.2K NOK | +16% |
| Net profit | 91.8K NOK | +40% |
| Total assets | 718.3K NOK | 0% |
| Equity | -140.2K NOK | +40% |
| Employees | 0 | — |
In its most recent annual report (2025), Øya Borettslag reported revenue of NOK 408.0k, an increase of 6% 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 NOK 91.8k, and the EBITDA margin stood at 35.1%.
At the end of 2025, current assets covered short-term debt 37.9 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Revenue | 408 | 384 | 365 | 365 | 366 |
| Staff expenses | -16 | -27 | -19 | -15 | -15 |
| EBITDA | 143 | 124 | 131 | 158 | 152 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | 143 | 124 | 131 | 158 | 152 |
| Net financials | -51 | -58 | -57 | -43 | -34 |
| Profit before tax | 92 | 66 | 74 | 115 | 118 |
| Tax | -0 | -0 | -0 | -0 | -0 |
| Net profit | 92 | 66 | 74 | 115 | 118 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 718 | 719 | 726 | 729 | 716 |
| Equity | -140 | -232 | -298 | -372 | -487 |
| Long-term debt | 855 | 940 | 1,019 | 1,095 | 1,197 |
| Short-term debt | 3 | 11 | 5 | 6 | 6 |
| Total debt | 859 | 951 | 1,024 | 1,101 | 1,203 |
28 financial ratios from the latest filing, each graded against companies in the same industry.
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 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.
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.
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.
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.
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.
Revenue relative to total assets — the ability to generate revenue from the asset base.
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 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 (2) | ||
EE Deputy Member | Deputy Member | 2025 |
KW Deputy Member | Deputy Member | 2024 |
KH Contact Person | Contact Person | 2016 – 2026 |
CH Deputy Member | Deputy Member | 2019 – 2021 |
EB Deputy Member | Deputy Member | 2024 – 2025 |
ØS Deputy Member | Deputy Member | 2021 – 2022 |
IJ Deputy Member | Deputy Member | 2023 – 2024 |
EK Deputy Member | Deputy Member | 2022 – 2023 |
AL Deputy Member | Deputy Member | 2019 – 2024 |
| Name | Role | Member since |
|---|---|---|
| Current (3) | ||
JL Board of Directors | Board of Directors | 2024 |
LE Board of Directors | Board of Directors | 2022 |
UG Chairman | Chairman | 2019 |
FR Board of Directors | Board of Directors | 2019 – 2021 |
EK Board of Directors | Board of Directors | 2021 – 2022 |
KW Board of Directors | Board of Directors | 2019 – 2024 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Eli Brevik | Deputy Member | 4 companies |
| Øystein Strand | Deputy Member | 3 companies |
| Kate Hansen | Contact Person | 2 companies |
| Jarle Lövenörn Lystad | Board of Directors | 2 companies |
| Elisabeth Eriksen | Deputy Member | 1 company |
| Liv Edel Berg | Board of Directors | 1 company |
| Unni Gulmælæ | Chairman | 1 company |