Sameiet Torggården Sande
ESEKActiveOrg 986828036Stortingsgata 2, 0158 OsloActivities of households as employers of domestic personnel· NACE 9700Est. 2003 · 23 years old0 employeeshttps://norian.no
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Riskpilot← Back to searchSign inGet full accessSameiet Torggården Sande is a Norwegian ESEK based in Oslo, 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 1.4m in its latest annual filing.
| Revenue | 1.4M NOK | +20% |
| EBITDA | -0.1M NOK | +99% |
| Net profit | -0.4M NOK | +93% |
| Total assets | 0.2M NOK | -65% |
| Equity | -4.9M NOK | -8% |
| Employees | 0 | — |
In its most recent annual report (2025), Sameiet Torggården Sande reported revenue of NOK 1.4m, an increase of 20% 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 380.7k, and the EBITDA margin stood at -4.5%.
At the end of 2025, current assets covered short-term debt 1.4 times.
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Revenue | 1,399 | 1,168 | 1,003 | 991 | 872 |
| Staff expenses | -71 | -72 | -72 | -68 | -57 |
| EBITDA | -62 | -5,004 | 67 | 59 | -576 |
| Depreciation & amort. | -0 | -0 | -0 | -0 | -0 |
| EBIT | -62 | -5,004 | 67 | 59 | -576 |
| Net financials | -318 | -90 | 18 | 18 | 18 |
| Profit before tax | -381 | -5,094 | 85 | 77 | -558 |
| Tax | -0 | -0 | -0 | -0 | -0 |
| Net profit | -381 | -5,094 | 85 | 77 | -558 |
| Item | 2025 | 2024 | 2023 | 2022 | 2021 |
|---|---|---|---|---|---|
| Total assets | 208 | 586 | 728 | 600 | 536 |
| Equity | -4,870 | -4,489 | 605 | 520 | 443 |
| Long-term debt | 4,927 | 4,979 | 0 | 0 | 0 |
| Short-term debt | 150 | 97 | 123 | 80 | 93 |
| Total debt | 5,077 | 5,075 | 123 | 80 | 93 |
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) | ||
UO Deputy Member | Deputy Member | 2025 |
BR Deputy Member | Deputy Member | 2018 – 2025 |
BH Contact Person | Contact Person | 2014 – 2022 |
KT Contact Person | Contact Person | 2023 – 2026 |
ER Contact Person | Contact Person | 2022 – 2023 |
| Name | Role | Member since |
|---|---|---|
| Current (5) | ||
AJ Board of Directors | Board of Directors | 2022 |
KT Chairman | Chairman | 2023 |
EB Board of Directors | Board of Directors | 2026 |
TO Board of Directors | Board of Directors | 2018 |
HG Board of Directors | Board of Directors | 2018 |
NJ Board of Directors | Board of Directors | 2018 – 2023 |
OK Board of Directors | Board of Directors | 2018 – 2022 |
ER Chairman | Chairman | 2018 – 2023 |
No shareholder data available.
| Person | Role here | Other companies |
|---|---|---|
| Ole Kind | Board of Directors | 15 companiesMany roles |
| Tor Olav Rivelsrud | Board of Directors | 11 companiesMany roles |
| Unni Onsaker Berg | Deputy Member | 10 companiesMany roles |
| Erik Røland | Contact Person | 6 companiesMany roles |
| Arne Johan Daae Hagen | Board of Directors | 6 companiesMany roles |
| Edmund Breda | Board of Directors | 4 companies |
| Henriette Gautneb Jørgensen | Board of Directors | 4 companies |