Sameiet Aadnøygaarden
ESEKActiveOrg 986402683Somaveien 2, 4313 SandnesActivities of households as employers of domestic personnel· NACE 9700Est. 2003 · 23 years old0 employeeshttps://www.smalde.no
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Riskpilot← Back to searchSign inGet full accessSameiet Aadnøygaarden is a Norwegian ESEK based in Sandnes, operating in the Activities of households as employers of domestic personnel sector. Incorporated in 2003, the company has 0 employees and reported revenue of NOK 1.5m in its latest annual filing.
| Revenue | 1.5M NOK | +27% |
| EBITDA | 0.3M NOK | +6980% |
| Net profit | 0.2M NOK | +303% |
| Total assets | 0.5M NOK | -20% |
| Equity | -0.7M NOK | +22% |
| Employees | 0 | — |
In its most recent annual report (2025), Sameiet Aadnøygaarden reported revenue of NOK 1.5m, an increase of 27% 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 197.7k, and the EBITDA margin stood at 18.8%.
At the end of 2025, current assets covered short-term debt 2.8 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Revenue | 1,492 | 1,172 | 1,133 | 1,001 | 976 |
| Staff expenses | -0 | -0 | -0 | -0 | -26 |
| EBITDA | 281 | 4 | -1,268 | -106 | -427 |
| Depreciation & amort. | -9 | -9 | -9 | -9 | -9 |
| EBIT | 272 | -5 | -1,277 | -115 | -435 |
| Net financials | -75 | -93 | 1 | 26 | 2 |
| Profit before tax | 198 | -97 | -1,275 | -89 | -434 |
| Tax | -0 | -0 | -0 | -0 | -0 |
| Net profit | 198 | -97 | -1,275 | -89 | -434 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 465 | 585 | 543 | 539 | 726 |
| Equity | -683 | -881 | -784 | 491 | 580 |
| Long-term debt | 1,023 | 1,116 | 1,150 | 0 | 0 |
| Short-term debt | 126 | 350 | 176 | 48 | 146 |
| Total debt | 1,149 | 1,466 | 1,326 | 48 | 146 |
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 (1) | ||
BJ Deputy Member | Deputy Member | 2026 |
EA Contact Person | Contact Person | 2023 – 2026 |
MH Deputy Member | Deputy Member | 2019 – 2023 |
MF Deputy Member | Deputy Member | 2023 – 2026 |
SM Contact Person | Contact Person | 2004 – 2023 |
| Name | Role | Member since |
|---|---|---|
| Current (3) | ||
KH Chairman | Chairman | 2026 |
MP Board of Directors | Board of Directors | 2026 |
SI Board of Directors | Board of Directors | 2026 |
TH Deputy Chairman | Deputy Chairman | 2019 – 2024 |
OE Board of Directors | Board of Directors | 2019 – 2026 |
PB Chairman | Chairman | 2019 – 2026 |
TH Board of Directors | Board of Directors | 2024 – 2025 |
KD Board of Directors | Board of Directors | 2025 – 2026 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Kleng Dale Helland | Board of Directors | 49 companiesMany roles |
| Peder Bru | Chairman | 28 companiesMany roles |
| Tone Hjetland | Deputy Chairman | 12 companiesMany roles |
| Stig Ivar Johannessen | Board of Directors | 12 companiesMany roles |
| Svein Malde | Contact Person | 10 companiesMany roles |
| Maren Fossaa Viga | Deputy Member | 8 companiesMany roles |
| Edel Alvestad | Contact Person | 5 companies |
| Terje Hetland | Board of Directors | 4 companies |
| Odd Endre Aadnøy | Board of Directors | 3 companies |
| Malene Hassel Sørensen | Deputy Member | 1 company |
| Mandana Pourmomen Jorshari | Board of Directors | 1 company |