Civac
FLIDissolvedOrg 925275468Neptunvegen 6, 7652 VerdalActivities of other membership organisations n.e.c.· NACE 9499Est. 2020 · 6 years old0 employees
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Riskpilot← Back to searchSign inGet full accessCivac is a Norwegian FLI based in Verdal, operating in the Activities of other membership organisations n.e.c. sector. Incorporated in 2020, the company has 0 employees and reported revenue of NOK 4.3m in its latest annual filing.
| Revenue | 4.3M NOK | +29% |
| EBITDA | 0.9M NOK | +247% |
| Net profit | 0.9M NOK | +244% |
| Total assets | 0.8M NOK | +57% |
| Equity | 0.2M NOK | +119% |
| Employees | 0 | — |
In its most recent annual report (2025), Civac reported revenue of NOK 4.3m, an increase of 29% 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 941.4k, and the EBITDA margin stood at 22.3%.
At the end of 2025, equity financed 18.7% of the balance sheet, and current assets covered short-term debt 1.2 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Revenue | 4,256 | 3,296 | 3,318 | 3,922 | 2,042 |
| Staff expenses | -530 | -1,003 | -319 | -0 | -71 |
| EBITDA | 949 | -647 | -177 | 826 | -1,499 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | 949 | -647 | -177 | 826 | -1,499 |
| Net financials | -8 | -8 | -5 | -1 | -0 |
| Profit before tax | 941 | -655 | -182 | 825 | -1,499 |
| Tax | -0 | -0 | -0 | -0 | -0 |
| Net profit | 941 | -655 | -182 | 825 | -1,499 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 820 | 524 | 1,341 | 606 | 694 |
| Equity | 153 | -788 | -133 | 49 | -776 |
| Long-term debt | 0 | 0 | 0 | 0 | 0 |
| Short-term debt | 667 | 1,312 | 1,474 | 558 | 1,470 |
| Total debt | 667 | 1,312 | 1,474 | 558 | 1,470 |
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 equity — the return the owners earned on their invested capital this year.
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.
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.
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.
Cash flow relative to profit — the ability to convert reported profits into accessible cash.
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.
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.
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.
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 (1) | ||
TN Chief Executive Officer | Chief Executive Officer | 2020 |
| Name | Role | Member since |
|---|---|---|
| Current (3) | ||
IO Board of Directors | Board of Directors | 2024 |
AH Chairman | Chairman | 2020 |
TI Board of Directors | Board of Directors | 2024 |
PG Board of Directors | Board of Directors | 2020 – 2022 |
JA Board of Directors | Board of Directors | 2022 – 2024 |
EA Board of Directors | Board of Directors | 2022 – 2024 |
BO Board of Directors | Board of Directors | 2024 – 2025 |
HN Board of Directors | Board of Directors | 2020 – 2024 |
HR Board of Directors | Board of Directors | 2024 – 2025 |
AK Board of Directors | Board of Directors | 2020 – 2022 |
RH Board of Directors | Board of Directors | 2022 – 2024 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Asle Hasselvold | Chairman | 21 companiesMany roles |
| Rolf Håvard Ovesen | Board of Directors | 21 companiesMany roles |
| Bård Olav Sugustad | Board of Directors | 9 companiesMany roles |
| Henning Nyeggen Martinsen | Board of Directors | 7 companiesMany roles |
| Ekaterina Aleksandrovna Samara | Board of Directors | 6 companiesMany roles |
| Harald Ratchje | Board of Directors | 6 companiesMany roles |
| Jack Arild Ødegård | Board of Directors | 5 companies |
| Arne Kristian Mo | Board of Directors | 4 companies |
| Tove Irene Hatling Jystad | Board of Directors | 3 companies |
| Trond Norum | Chief Executive Officer | 2 companies |
| Ingjerd Olden Bunkholt | Board of Directors | 2 companies |
| Preben Godø | Board of Directors | 1 company |