AS Uraniagaarden
ASActiveOrg 934840607Sandakerveien 64, 0484 OsloActivities of households as employers of domestic personnel· NACE 9700Est. 1929 · 97 years old0 employeeshttps://www.obf.no
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Riskpilot← Back to searchSign inGet full accessAS Uraniagaarden is a Norwegian AS based in Oslo, operating in the Activities of households as employers of domestic personnel sector. Incorporated in 1929, the company has 0 employees and reported revenue of NOK 3.0m in its latest annual filing.
| Revenue | 3M NOK | +50% |
| EBITDA | -3.3M NOK | -716% |
| Net profit | -3.5M NOK | -964% |
| Total assets | 1.5M NOK | +1% |
| Equity | -4.8M NOK | -267% |
| Employees | 0 | — |
In its most recent annual report (2025), AS Uraniagaarden reported revenue of NOK 3.0m, an increase of 50% on the year before. The figures on this page draw on 5 annual filings covering 2021 to 2025. The bottom line showed a net loss of NOK 3.5m, and the EBITDA margin stood at -108.8%.
At the end of 2025, current assets covered short-term debt 4.3 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Revenue | 2,998 | 1,999 | 1,954 | 1,751 | 1,683 |
| Staff expenses | -103 | -103 | -103 | -103 | -103 |
| EBITDA | -3,263 | 530 | 816 | 335 | -511 |
| Depreciation & amort. | -4 | -9 | -0 | -0 | -0 |
| EBIT | -3,267 | 521 | 816 | 335 | -511 |
| Net financials | 261 | -136 | -165 | -125 | -109 |
| Profit before tax | -3,006 | 386 | 651 | 209 | -620 |
| Tax | -0 | -0 | -0 | -0 | -0 |
| Net profit | -3,474 | 402 | 669 | 246 | -602 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 1,541 | 1,526 | 1,187 | 972 | 1,057 |
| Equity | -4,773 | -1,299 | -1,701 | -2,370 | -2,616 |
| Long-term debt | 6,038 | 2,263 | 2,574 | 2,970 | 3,373 |
| Short-term debt | 276 | 563 | 314 | 371 | 300 |
| Total debt | 6,314 | 2,825 | 2,888 | 3,342 | 3,674 |
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 (1) | ||
JR Deputy Member | Deputy Member | 2026 |
DM Deputy Member | Deputy Member | 2023 – 2025 |
CE Deputy Member | Deputy Member | 2023 – 2023 |
MB Deputy Member | Deputy Member | 2019 – 2023 |
TS Deputy Member | Deputy Member | 2025 – 2026 |
TK Contact Person | Contact Person | 2024 – 2026 |
CH Contact Person | Contact Person | 2023 – 2024 |
HH Contact Person | Contact Person | 2020 – 2023 |
FE Contact Person | Contact Person | 2023 – 2023 |
| Name | Role | Member since |
|---|---|---|
| Current (3) | ||
TS Board of Directors | Board of Directors | 2026 |
OJ Chairman | Chairman | 2023 |
LE Board of Directors | Board of Directors | 2025 |
DM Board of Directors | Board of Directors | 2021 – 2023 |
CE Chairman | Chairman | 2019 – 2023 |
PT Board of Directors | Board of Directors | 2019 – 2024 |
BF Board of Directors | Board of Directors | 2019 – 2021 |
JR Board of Directors | Board of Directors | 2024 – 2026 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Paal Tollefsen | Board of Directors | 15 companiesMany roles |
| Ola Jo Prydz Tandre | Chairman | 10 companiesMany roles |
| Malin Brandtun | Deputy Member | 6 companiesMany roles |
| Dag Magne Veierød | Deputy Member | 4 companies |
| Jorun Randi Hermansen | Deputy Member | 3 companies |
| Caroline Holst Kavli | Contact Person | 2 companies |
| Frende Eek Raaen | Contact Person | 2 companies |
| Lars Egil Tengs | Board of Directors | 2 companies |
| Catherine Esdaile | Deputy Member | 1 company |
| Tommy Kongevold Skåland | Contact Person | 1 company |