Sameiet Waldemar Thranesgate 66
ESEKActiveOrg 975502430Standardveien 1, 0581 OsloActivities of households as employers of domestic personnel· NACE 9700Est. 1995 · 31 years old0 employees
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Riskpilot← Back to searchSign inGet full accessSameiet Waldemar Thranesgate 66 is a Norwegian ESEK based in Oslo, operating in the Activities of households as employers of domestic personnel sector. Incorporated in 1995, the company has 0 employees and reported revenue of NOK 1.5m in its latest annual filing.
| Revenue | 1.5M NOK | +2% |
| EBITDA | 0.3M NOK | +3693% |
| Net profit | 0.2M NOK | +239% |
| Total assets | 0.7M NOK | +73% |
| Equity | -1.7M NOK | +10% |
| Employees | 0 | — |
In its most recent annual report (2025), Sameiet Waldemar Thranesgate 66 reported revenue of NOK 1.5m, an increase of 2% 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 192.3k, and the EBITDA margin stood at 22.1%.
At the end of 2025, current assets covered short-term debt 2.9 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Revenue | 1,531 | 1,502 | 1,386 | 1,302 | 1,203 |
| Staff expenses | -147 | -113 | -158 | -179 | -221 |
| EBITDA | 339 | 9 | 15 | 225 | 154 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | 339 | 9 | 15 | 225 | 154 |
| Net financials | -147 | -148 | -126 | -84 | -66 |
| Profit before tax | 192 | -139 | -111 | 141 | 87 |
| Tax | -0 | -0 | -0 | -0 | -0 |
| Net profit | 192 | -139 | -111 | 141 | 87 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 733 | 423 | 316 | 522 | 465 |
| Equity | -1,720 | -1,912 | -1,774 | -1,662 | -1,803 |
| Long-term debt | 2,202 | 2,304 | 2,021 | 2,092 | 2,175 |
| Short-term debt | 251 | 31 | 69 | 93 | 94 |
| Total debt | 2,453 | 2,335 | 2,090 | 2,184 | 2,269 |
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) | ||
JM Deputy Member | Deputy Member | 2026 |
GF Deputy Member | Deputy Member | 2026 |
AL Contact Person | Contact Person | 2014 – 2023 |
KB Contact Person | Contact Person | 2023 – 2026 |
| Name | Role | Member since |
|---|---|---|
| Current (5) | ||
AP Chairman | Chairman | 2026 |
AS Board of Directors | Board of Directors | 2026 |
TA Board of Directors | Board of Directors | 2026 |
MI Board of Directors | Board of Directors | 2023 |
MB Board of Directors | Board of Directors | 2021 |
AL Chairman | Chairman | 2021 – 2023 |
KB Chairman | Chairman | 2023 – 2026 |
EF Board of Directors | Board of Directors | 2021 – 2022 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Andreas Ljøstad | Contact Person | 60 companiesMany roles |
| Eivind Fredheim Johnsen | Board of Directors | 14 companiesMany roles |
| Kjartan Brundtland Berge | Contact Person | 10 companiesMany roles |
| Anders Pedersen | Chairman | 6 companiesMany roles |
| Martha Benan Vethe | Board of Directors | 6 companiesMany roles |
| Adrian Sekkelsten Dale | Board of Directors | 4 companies |
| Torodd Aastorp | Board of Directors | 3 companies |
| Mari Indregard | Board of Directors | 2 companies |
| Jan Martin Kvile | Deputy Member | 1 company |