Brobyggerstiftelsen
STIActiveOrg 893950192Torget 1, 8800 SandnessjøenActivities of other membership organisations n.e.c.· NACE 9499Est. 2009 · 17 years old1-4 employeeshttps://www.bridgebuilder.no
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Riskpilot← Back to searchSign inGet full accessBrobyggerstiftelsen is a Norwegian STI based in Sandnessjøen, operating in the Activities of other membership organisations n.e.c. sector. Incorporated in 2009, the company reported revenue of NOK 0 in its latest annual filing.
| Revenue | 0M NOK | — |
| EBITDA | 4.4M NOK | +8% |
| Net profit | -0.1M NOK | -145% |
| Total assets | 1.6M NOK | -7% |
| Equity | — | — |
| Employees | — | — |
In its most recent annual report (2025), Brobyggerstiftelsen reported revenue of NOK 0. The figures on this page draw on 5 annual filings covering 2021 to 2025. The bottom line showed a net loss of NOK 149.6k.
At the end of 2025, current assets covered short-term debt 3.1 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Revenue | 0 | 0 | 3,149 | 2,590 | 0 |
| Staff expenses | -0 | -0 | -0 | -0 | -0 |
| EBITDA | 4,363 | 4,033 | -302 | -77 | 958 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | 4,363 | 4,033 | -302 | -77 | 958 |
| Net financials | -6 | -3 | -15 | -4 | -26 |
| Profit before tax | -150 | 334 | -317 | -81 | -69 |
| Tax | -0 | -0 | -0 | -0 | -0 |
| Net profit | -150 | 334 | -317 | -81 | -69 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 1,578 | 1,687 | 1,514 | 1,591 | 1,577 |
| Equity | — | — | 1,073 | 1,389 | — |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 320 | 281 | 441 | 201 | 107 |
| Total debt | 320 | 281 | 441 | 201 | 107 |
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.
Profit relative to net assets (total assets minus total debt) — the ability to generate earnings from the net asset base alone.
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.
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.
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.
Equity as a share of total assets — the ability to absorb losses. Around 40% is considered satisfactory from a credit perspective.
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.
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.
Revenue relative to total assets — the ability to generate revenue from the asset base.
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.
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 equity.
| Name | Role | Member since |
|---|---|---|
| Current (3) | ||
RB Chief Executive Officer | Chief Executive Officer | 2024 |
BA Deputy Member | Deputy Member | 2026 |
HA Deputy Member | Deputy Member | 2023 |
MO Deputy Member | Deputy Member | 2021 – 2023 |
SH Business Manager | Business Manager | 2020 – 2022 |
MS Deputy Member | Deputy Member | 2020 – 2026 |
AV Deputy Member | Deputy Member | 2020 – 2023 |
MR Deputy Member | Deputy Member | 2023 – 2025 |
OE Business Manager | Business Manager | 2022 – 2024 |
MR Deputy Member | Deputy Member | 2020 – 2022 |
| Name | Role | Member since |
|---|---|---|
| Current (5) | ||
LB Board of Directors | Board of Directors | 2026 |
AÅ Board of Directors | Board of Directors | 2023 |
GL Board of Directors | Board of Directors | 2020 |
TH Chairman | Chairman | 2023 |
NJ Board of Directors | Board of Directors | 2020 |
WH Board of Directors | Board of Directors | 2020 – 2022 |
RB Board of Directors | Board of Directors | 2020 – 2025 |
SH Chairman | Chairman | 2020 – 2022 |
LO Board of Directors | Board of Directors | 2020 – 2022 |
EM Board of Directors | Board of Directors | 2023 – 2025 |
LJ Board of Directors | Board of Directors | 2025 – 2026 |
MR Board of Directors | Board of Directors | 2021 – 2023 |
HJ Board of Directors | Board of Directors | 2021 – 2023 |
OE Chairman | Chairman | 2021 – 2023 |
RJ Board of Directors | Board of Directors | 2023 – 2025 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Arnt Åge Andreassen | Board of Directors | 15 companiesMany roles |
| Morten Rudi Johansen | Deputy Member | 8 companiesMany roles |
| Sissel Hesjedal | Business Manager | 6 companiesMany roles |
| Lise Jaastad | Board of Directors | 6 companiesMany roles |
| Bård Anders Langø | Deputy Member | 5 companies |
| Laila Brunvold | Board of Directors | 5 companies |
| Roger Bastesen | Chief Executive Officer | 4 companies |
| Rigmor Jeanette Otting | Board of Directors | 4 companies |
| Wenche Hamarheim | Board of Directors | 3 companies |
| Margit Steinholt | Deputy Member | 2 companies |
| Alma Vista David Pettersen | Deputy Member | 2 companies |
| Hege Antonsen | Deputy Member | 1 company |
| Lise Olderskog Langø | Board of Directors | 1 company |
| Hans Jan Aarsund | Board of Directors | 1 company |
| Gina Larsen Ludviksen | Board of Directors | 1 company |
| Nelson Jr Peralta Ciano | Board of Directors | 1 company |