Schweigaardsgate 82 Borettslag
BRLActiveOrg 956482283Standardveien 1, 0581 OsloActivities of households as employers of domestic personnel· NACE 9700Est. 1981 · 45 years old0 employees
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Riskpilot← Back to searchSign inGet full accessSchweigaardsgate 82 Borettslag is a Norwegian BRL based in Oslo, operating in the Activities of households as employers of domestic personnel sector. Incorporated in 1981, the company has 0 employees and reported revenue of NOK 1.5m in its latest annual filing.
| Revenue | 1.5M NOK | +26% |
| EBITDA | 0.9M NOK | +241% |
| Net profit | 0.4M NOK | +138% |
| Total assets | 1.2M NOK | +46% |
| Equity | -7.7M NOK | +5% |
| Employees | 0 | — |
In its most recent annual report (2025), Schweigaardsgate 82 Borettslag reported revenue of NOK 1.5m, an increase of 26% 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 396.4k, and the EBITDA margin stood at 58%.
At the end of 2025, current assets covered short-term debt 3.7 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Revenue | 1,472 | 1,165 | 838 | 646 | 609 |
| Staff expenses | -58 | -68 | -157 | -124 | -16 |
| EBITDA | 854 | -605 | 24 | -5,595 | 130 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | 854 | -605 | 24 | -5,595 | 130 |
| Net financials | -458 | -438 | -379 | -68 | -21 |
| Profit before tax | 396 | -1,043 | -355 | -5,663 | 109 |
| Tax | -0 | -0 | -0 | -0 | -0 |
| Net profit | 396 | -1,043 | -355 | -5,663 | 109 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 1,245 | 850 | 1,183 | 1,788 | 1,131 |
| Equity | -7,671 | -8,067 | -7,024 | -6,669 | -1,006 |
| Long-term debt | 8,748 | 8,066 | 8,096 | 8,258 | 2,079 |
| Short-term debt | 168 | 851 | 110 | 200 | 58 |
| Total debt | 8,916 | 8,917 | 8,206 | 8,457 | 2,137 |
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) | ||
TJ Deputy Member | Deputy Member | 2026 |
AS Deputy Member | Deputy Member | 2025 |
HL Deputy Member | Deputy Member | 2022 – 2025 |
JW Deputy Member | Deputy Member | 2025 – 2026 |
AS Contact Person | Contact Person | 2022 – 2023 |
MS Deputy Member | Deputy Member | 2022 – 2022 |
MH Deputy Member | Deputy Member | 2025 – 2025 |
SA Contact Person | Contact Person | 2025 – 2026 |
MO Deputy Member | Deputy Member | 2025 – 2025 |
HY Deputy Member | Deputy Member | 2020 – 2022 |
FM Deputy Member | Deputy Member | 2022 – 2025 |
CC Deputy Member | Deputy Member | 2020 – 2022 |
JF Business Manager | Business Manager | 2015 – 2022 |
| Name | Role | Member since |
|---|---|---|
| Current (3) | ||
MH Board of Directors | Board of Directors | 2025 |
SA Chairman | Chairman | 2025 |
CC Board of Directors | Board of Directors | 2022 |
HL Board of Directors | Board of Directors | 2023 – 2025 |
AS Chairman | Chairman | 2022 – 2023 |
ST Board of Directors | Board of Directors | 2022 – 2022 |
MS Board of Directors | Board of Directors | 2020 – 2022 |
IM Board of Directors | Board of Directors | 2025 – 2025 |
AS Board of Directors | Board of Directors | 2020 – 2022 |
OA Chairman | Chairman | 2020 – 2021 |
MO Chairman | Chairman | 2023 – 2025 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Håkon Ytteborg | Deputy Member | 17 companiesMany roles |
| Frode Mortensen | Deputy Member | 6 companiesMany roles |
| Sher-Afgan Thathal | Board of Directors | 3 companies |
| Jens Wabø Arnesen | Deputy Member | 2 companies |
| Are Smith-Meyer | Contact Person | 2 companies |
| Marius Helge Larsen | Deputy Member | 1 company |
| Anja Skjulstad | Deputy Member | 1 company |
| Cecile Campos | Deputy Member | 1 company |