Beverdalen Borettslag
BRLActiveOrg 950253495Hammersborg Torg 1, 0179 OsloActivities of households as employers of domestic personnel· NACE 9700Est. 1961 · 64 years old0 employeeshttps://www.obos.no
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Riskpilot← Back to searchSign inGet full accessBeverdalen Borettslag is a Norwegian BRL based in Oslo, operating in the Activities of households as employers of domestic personnel sector. Incorporated in 1961, the company has 0 employees and reported revenue of NOK 14.5m in its latest annual filing.
| Revenue | 14.5M NOK | +18% |
| EBITDA | 10M NOK | +236% |
| Net profit | 2.9M NOK | +120% |
| Total assets | 24.8M NOK | -1% |
| Equity | -111.1M NOK | +3% |
| Employees | 0 | — |
In its most recent annual report (2025), Beverdalen Borettslag reported revenue of NOK 14.5m, an increase of 18% 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 2.9m, and the EBITDA margin stood at 68.7%.
At the end of 2025, current assets covered short-term debt 8.5 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Revenue | 14,542 | 12,340 | 10,564 | 8,263 | 7,256 |
| Staff expenses | -342 | -456 | -570 | -410 | -285 |
| EBITDA | 9,994 | -7,329 | -54,313 | -39,803 | 2,541 |
| Depreciation & amort. | -273 | -0 | -10 | -10 | -10 |
| EBIT | 9,721 | -7,329 | -54,323 | -39,813 | 2,531 |
| Net financials | -6,832 | -6,962 | -4,009 | -976 | -432 |
| Profit before tax | 2,889 | -14,291 | -58,332 | -40,789 | 2,099 |
| Tax | -0 | -0 | -0 | -0 | -0 |
| Net profit | 2,889 | -14,291 | -58,332 | -40,789 | 2,099 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 24,836 | 25,039 | 25,873 | 25,769 | 27,310 |
| Equity | -111,135 | -114,024 | -99,733 | -41,401 | -612 |
| Long-term debt | 135,647 | 138,753 | 119,040 | 59,588 | 27,377 |
| Short-term debt | 324 | 310 | 6,566 | 7,582 | 545 |
| Total debt | 135,971 | 139,063 | 125,606 | 67,170 | 27,922 |
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.
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 (2) | ||
JT Deputy Member | Deputy Member | 2025 |
SG Deputy Member | Deputy Member | 2026 |
DK Deputy Member | Deputy Member | 2023 – 2025 |
VB Deputy Member | Deputy Member | 2020 – 2023 |
UK Deputy Member | Deputy Member | 2022 – 2024 |
JN Deputy Member | Deputy Member | 2024 – 2025 |
MJ Contact Person | Contact Person | 2025 – 2026 |
KD Deputy Member | Deputy Member | 2023 – 2025 |
SS Contact Person | Contact Person | 2023 – 2025 |
AK Deputy Member | Deputy Member | 2020 – 2023 |
EK Deputy Member | Deputy Member | 2025 – 2026 |
NB Deputy Member | Deputy Member | 2023 – 2024 |
GB Deputy Member | Deputy Member | 2020 – 2021 |
DR Deputy Member | Deputy Member | 2024 – 2025 |
CB Deputy Member | Deputy Member | 2022 – 2023 |
| Name | Role | Member since |
|---|---|---|
| Current (5) | ||
AL Board of Directors | Board of Directors | 2024 |
KF Board of Directors | Board of Directors | 2025 |
HE Board of Directors | Board of Directors | 2024 |
MJ Chairman | Chairman | 2025 |
EK Board of Directors | Board of Directors | 2026 |
VB Board of Directors | Board of Directors | 2024 – 2026 |
JN Board of Directors | Board of Directors | 2022 – 2024 |
SG Chairman | Chairman | 2020 – 2021 |
TW Board of Directors | Board of Directors | 2020 – 2022 |
LM Board of Directors | Board of Directors | 2020 – 2021 |
JØ Board of Directors | Board of Directors | 2020 – 2022 |
SS Chairman | Chairman | 2023 – 2025 |
ES Board of Directors | Board of Directors | 2022 – 2023 |
SE Board of Directors | Board of Directors | 2022 – 2024 |
GB Board of Directors | Board of Directors | 2021 – 2022 |
DR Chairman | Chairman | 2021 – 2023 |
CB Board of Directors | Board of Directors | 2023 – 2025 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Andreas Liljedal | Board of Directors | 9 companiesMany roles |
| Marte Jonstad Røkke | Contact Person | 7 companiesMany roles |
| Stian Sargel Solberg | Contact Person | 7 companiesMany roles |
| David Roar Coron-Andersen | Deputy Member | 7 companiesMany roles |
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| Une Katrine Aas | Deputy Member | 1 company |
| Kristoffer Fure | Board of Directors | 1 company |
| Jan Øyvind Sætre | Board of Directors | 1 company |