Sameiet Langgata 2
ESEKActiveOrg 976747003Langgata 2A, 0566 OsloActivities of households as employers of domestic personnel· NACE 9700Est. 1976 · 50 years old0 employees
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Riskpilot← Back to searchSign inGet full accessSameiet Langgata 2 is a Norwegian ESEK based in Oslo, operating in the Activities of households as employers of domestic personnel sector. Incorporated in 1976, the company has 0 employees and reported revenue of NOK 2.4m in its latest annual filing.
| Revenue | 2.4M NOK | +12% |
| EBITDA | -0.1M NOK | +98% |
| Net profit | -0.6M NOK | +84% |
| Total assets | 0.1M NOK | -90% |
| Equity | -8.1M NOK | -9% |
| Employees | 0 | — |
In its most recent annual report (2025), Sameiet Langgata 2 reported revenue of NOK 2.4m, an increase of 12% 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 640.6k, and the EBITDA margin stood at -3%.
At the end of 2025, current assets covered short-term debt 0.9 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Revenue | 2,407 | 2,143 | 2,131 | 1,881 | 1,886 |
| Staff expenses | -160 | -160 | -160 | -160 | -87 |
| EBITDA | -73 | -3,609 | -299 | 402 | -60 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | -73 | -3,609 | -299 | 402 | -60 |
| Net financials | -568 | -317 | -230 | -155 | -121 |
| Profit before tax | -641 | -3,926 | -529 | 247 | -182 |
| Tax | -0 | -0 | -0 | -0 | -0 |
| Net profit | -641 | -3,926 | -529 | 247 | -182 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 91 | 866 | 186 | 706 | 578 |
| Equity | -8,079 | -7,438 | -3,512 | -2,983 | -3,230 |
| Long-term debt | 8,065 | 8,229 | 3,521 | 3,604 | 3,711 |
| Short-term debt | 104 | 76 | 177 | 85 | 97 |
| Total debt | 8,169 | 8,304 | 3,698 | 3,689 | 3,807 |
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.
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.
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.
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 |
|---|
ST Deputy Member | Deputy Member | 2020 – 2023 |
PE Contact Person | Contact Person | 2025 – 2026 |
AF Contact Person | Contact Person | 2023 – 2025 |
CF Contact Person | Contact Person | 2020 – 2023 |
AW Deputy Member | Deputy Member | 2022 – 2025 |
JM Deputy Member | Deputy Member | 2020 – 2022 |
| Name | Role | Member since |
|---|---|---|
| Current (3) | ||
NH Board of Directors | Board of Directors | 2025 |
PE Chairman | Chairman | 2025 |
AG Board of Directors | Board of Directors | 2025 |
KL Board of Directors | Board of Directors | 2020 – 2023 |
LV Board of Directors | Board of Directors | 2022 – 2025 |
EA Board of Directors | Board of Directors | 2023 – 2025 |
AF Chairman | Chairman | 2023 – 2025 |
CF Chairman | Chairman | 2020 – 2023 |
CS Board of Directors | Board of Directors | 2020 – 2022 |
KB Board of Directors | Board of Directors | 2022 – 2025 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Jannicke Margrete Johansen | Deputy Member | 12 companiesMany roles |
| Carl Fredrik Frog Arntzen | Contact Person | 7 companiesMany roles |
| Nils Haga | Board of Directors | 6 companiesMany roles |
| Karianne Bakke Gjengedal | Board of Directors | 6 companiesMany roles |
| Adam Farstad Moutamassik | Contact Person | 3 companies |
| Linn Veronica Thomassen | Board of Directors | 3 companies |
| Anitra Guddal Figenschou | Board of Directors | 3 companies |
| Sigrun Thale Norderval | Deputy Member | 2 companies |
| Per Einar Watle | Contact Person | 2 companies |
| Kyrre Lien | Board of Directors | 2 companies |
| Aslaug Watten | Deputy Member | 1 company |
| Cornelia Sverdrup Monrad-Krohn | Board of Directors | 1 company |