Sameiet Storgata 41
ESEKActiveOrg 985132801Zetlitzveien 2, 4017 StavangerActivities of households as employers of domestic personnel· NACE 9700Est. 1982 · 43 years old0 employeeshttps://www.bate.no
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Riskpilot← Back to searchSign inGet full accessSameiet Storgata 41 is a Norwegian ESEK based in Stavanger, operating in the Activities of households as employers of domestic personnel sector. Incorporated in 1982, the company has 0 employees and reported revenue of NOK 730.0k in its latest annual filing.
| Revenue | 0.7M NOK | +8% |
| EBITDA | 0.2M NOK | +131% |
| Net profit | 0M NOK | +103% |
| Total assets | 0.6M NOK | -21% |
| Equity | -1.9M NOK | +1% |
| Employees | 0 | — |
In its most recent annual report (2025), Sameiet Storgata 41 reported revenue of NOK 730.0k, an increase of 8% 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 17.8k, and the EBITDA margin stood at 21.4%.
At the end of 2025, current assets covered short-term debt 29 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Revenue | 730 | 677 | 677 | 677 | 609 |
| Staff expenses | -59 | -29 | -29 | -29 | -29 |
| EBITDA | 156 | -501 | 157 | 219 | -1,493 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | 156 | -501 | 157 | 219 | -1,493 |
| Net financials | 139 | 110 | 87 | 60 | 28 |
| Profit before tax | 295 | -501 | 157 | 219 | -1,493 |
| Tax | -0 | -0 | -0 | -0 | -0 |
| Net profit | 18 | -612 | 71 | 158 | -1,521 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 587 | 739 | 711 | 635 | 1,623 |
| Equity | -1,909 | -1,926 | -1,315 | -1,385 | -1,544 |
| Long-term debt | 2,475 | 2,625 | 1,864 | 2,013 | 2,162 |
| Short-term debt | 20 | 40 | 162 | 8 | 1,005 |
| Total debt | 2,495 | 2,665 | 2,026 | 2,021 | 3,167 |
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 |
|---|---|---|
| Current (2) | ||
KN Deputy Member | Deputy Member | 2021 |
ND Deputy Member | Deputy Member | 2024 |
JE Deputy Member | Deputy Member | 2021 – 2022 |
JE Contact Person | Contact Person | 2020 – 2022 |
SM Deputy Member | Deputy Member | 2022 – 2024 |
AE Contact Person | Contact Person | 2022 – 2026 |
| Name | Role | Member since |
|---|---|---|
| Current (4) | ||
FT Board of Directors | Board of Directors | 2024 |
HR Chairman | Chairman | 2021 |
WX Board of Directors | Board of Directors | 2021 |
SS Board of Directors | Board of Directors | 2021 |
ND Board of Directors | Board of Directors | 2022 – 2024 |
SM Board of Directors | Board of Directors | 2021 – 2022 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Frank Tornes Gjøse | Board of Directors | 26 companiesMany roles |
| Kåre Nygaard | Deputy Member | 18 companiesMany roles |
| Helge Rossebø | Chairman | 7 companiesMany roles |
| Jan Erik Lie | Contact Person | 3 companies |
| Wei Xiong Feng | Board of Directors | 3 companies |
| Nikola Dukic | Deputy Member | 2 companies |