Annual Report

- ---

2023

2019:

747

2020:

854

2021:

1,046

2022:

1,196

2023:

1,244

Key Figures

2019:

26,376

2020:

27,399

2021:

28,491

2022:

32,397

2023:

34,704

Operating profit

2019–2023 (NOK in million)

Revenue

2019–2023 (NOK in million)

NOK in million (unless stated otherwise)

2019

2020

2021

2022

2023

Gross sales‌ 1

36,655

39,503

41,316

46,664

51,938

Revenue‌ 1

26,376

27,399

28,491

32,397

34,704

Gross profit

7,758

8,236

8,446

9,002

10,249

Operating profit (EBIT)

747

854

1,046

1,196

1,244

EBIT-margin (%)

2.8

3.1

3.7

3.7

3.6

Earnings per share (NOK)

4.84

5.37

6.84

7.62

7.22

Diluted earnings per share (NOK)

4.78

5.32

6.67

7.55

7.14

Net financial position

657

1,067

822

304

961

Cash flow from operations

1,897

1,388

1,096

1,030

1,878

Liquidity reserve

3,995

4,808

4,969

4,835

5,791

Adjusted equity ratio (%)

22.4

22.4

24.0

22.6

24.4

Number of full-time employees at the year end

7,585

7,337

7,658

8,073

8,152

1 Atea has implemented a change in accounting policy due to an Agenda Decision approved by the IFRS® Accounting Standards Interpretations Committee on April 20, 2022. Under the Agenda Decision, revenue from the resale of software and vendor services is recognized on a net basis - see Note 5 for more information. Gross Sales is an Alternative Performance Measure which reflects gross invoiced revenue to customers, and is comparable to previous years’ revenue reporting. Revenue is Gross Sales, following the change in accounting policy to apply net accounting treatment to the resale of software and vendor services.

1,244 million NOK

in EBIT

10.2 billion NOK

in gross profit

34.7 billion NOK

in revenue

8,152 employees

(FTE)

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#1

market leader in IT infrastructure in the Nordic and Baltic regions

#41

Overall ranking among the world’s most sustainable companies (Global 100)

88

Cities across 7 European countries Atea located in

YES

UN Global Compact

Signatory (since 2010)

-37%

Emission reduction in

Scope 3 (Since 2019)

-53%

Emission reduction in

Scope 1&2 (Since 2019)

760,900

Units recovered using Atea’s

take-back services in 2023

99.5 %

Completion rate of the Code of Conduct training

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We are Atea

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One IT partner for your digital transformation

Atea is the market leader in IT infrastructure and related services for businesses and public sector organizations in the Nordic and Baltic regions.

Strength in our markets

With over 8,000 employees located in 88 cities, in seven European countries — Norway, Sweden, Denmark, Finland, Lithuania, Latvia and Estonia — Atea has a powerful local presence across all of the markets we serve.

We offer a complete range of IT infrastructure products and services to make sure our customers succeed with the use of informa- tion technology. We have over 4,000 service personnel to advise and support your organ- ization through the entire lifecycle of their IT purchases. Through the breadth and depth of our competence, we help customers to design, implement and manage the IT infrastructure upon which their organization depends.

Making a difference with technology

Equally important, we are among the top channel partners in Europe for many of the world’s leading technology companies, including: Microsoft, Apple, Cisco, HP Inc,

Hewlett Packard Enterprise, IBM, Lenovo, VMware and Dell Technologies.

Atea has the highest level of vendor certifi- cation across its key technology partners and is frequently recognized with awards for its performance.

Based on Atea’s unique mix of competence and technology partnerships, our customers count on us for professional insight on how to do more with IT. To that end, Atea is at the forefront of the latest technologies for mobility, collaboration and big data, as well as IT-as-a-service and cloud computing.

As a result, we help customers solve prob- lems and get maximum productivity from their IT investments.

Built for growth and sustainability

As a publicly traded company listed on the Oslo Stock Exchange, Atea takes pride in its

long-term record of delivering above-market revenue growth and in providing a healthy, consistent dividend payout to investors. For 2023, Atea reported gross sales of NOK 51.9 billion: up 11.3 percent compared to last year, and the highest in our company’s history.

Corporate responsibility and good steward- ship of our planet are also at the core of what we do. Atea has received numerous awards and recognitions for its efforts in corporate sustainability throughout 2023:

Atea was awarded the highest rating in environmental and social performance by EcoVadis in 2023. This achievement ranks Atea in the top 1% of 100,000 organ- izations evaluated globally for the fourth consecutive year.

Atea was ranked as the world’s most sustainable company in the IT Services Industry, by Corporate Knights (Global 100 Index 2024) for the third consecutive year.

Atea achieved an A rating in CDP’s annual climate change questionnaire, marking a new personal best for our company since first reporting to CDP over ten years ago.

Atea was recognized as one of Europe’s Diversity Leaders in 2024, clinching the 50 th spot among IT companies in the fifth edition of the annual Financial Times Europe’s Diversity Leaders ranking. This distinction underscores Atea’s commit- ment to fostering inclusion and diversity within an IT industry. Notably, this marks the first time Atea has received such recognition.

Atea’s long-term sustainability goals are stated in its Vision 2030: a 10-year plan for building a better, more sustainable future with IT. For more information, please refer to the Vision 2030 section of the report.

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Steinar Sønsteby

CEO of Atea ASA

Steinar Sønsteby joined Atea in 1997 and was managing director of Atea in Norway in 1997- 2000 and for Atea in Sweden in 2000 - 2002. After moving back to Norway Sønsteby was CEO of Atea in Norway until 2012 when he became Executive Senior Vice President of Atea ASA. In January of 2014 Sønsteby was appointed CEO of Atea ASA. Before joining Atea he was the CEO of Skrivervik Data AS.

Steinar Sønsteby holds a degree in Mechanical Design from Oslo College of Engineering and a Bachelor of Science in Mechanical Engineering from University of Utah (USA). He also has a finance degree from Norwegian School of Management (BI) and for Training in Management and Human relations from Dale Carnegie Institute.

Letter from the CEO

2023 was another solid financial year for Atea - with record high revenue and EBIT, and with very strong cash flow. However, from an industry perspective, the past year will be best remem- bered for the acceleration of market development in the field of Artificial Intelligence (AI).

AI-powered IT solutions are not a new trend. Rather, AI tech- nology has been developed and implemented across a broad range of applications over many years. What has fundamentally changed over the past year is the explosive growth of gener- ative AI solutions such as ChatGPT. This has taken AI to the forefront of public awareness and to the digital transformation agenda of major public and private sector organizations.

In a time of rapid technological change, Atea is ideally posi- tioned as a bridge between our vendors and customers. Our technology partners - including leaders in Artificial Intelligence such as Microsoft, NVIDIA, Google, and IBM - have invested billions of dollars to develop new products but rely on Atea’s account relationships and local service teams to reach new customers and drive adoption of new technologies.

Our customers - including the largest organizations in the Nordic and Baltic region - need expert assistance to understand the potential of new technologies and to implement and operate these solutions. With the largest team of IT consultants in our geographies and the highest level of certification across key technology vendors, Atea has unique capabilities to support customers in achieving success with their digital transformation.

The next generation of AI is just the latest development in a continuous cycle of innovation which has driven long-term growth in the IT infrastructure market over decades. New IT solutions create value for customers but also place ever- growing demands on their IT environments. The additional complexity strengthens Atea’s competitive position as a full-service provider of IT infrastructure solutions.

The rapid development in the field of AI creates many new market opportunities for Atea. In the short term, some of the market opportunities for Atea are:

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Copilot for Microsoft 365: Microsoft Copilot is a produc- tivity solution which uses AI to enhance the functionality and user experience of popular Microsoft 365 applications such as Word, Excel, PowerPoint, Outlook, Teams, and more. The product has been sold as an add-on to Microsoft 365 since November 2023.

At its launch, Microsoft Copilot was only sold to large enter- prises which could commit to purchasing a large volume of user subscriptions. These restrictions were removed in January this year, and we have since seen an acceleration in customer demand for the product. As Copilot runs in the Microsoft cloud, the use of Copilot also generates consump- tion of Microsoft Azure, which creates an added revenue stream for Atea.

In addition to Copilot for Microsoft 365, many other software products are being enhanced with AI. This will drive new demand and higher pricing for other software applications which Atea sells.

Next generation Windows: Microsoft has embedded AI functionality to enhance the user experience in the latest versions of Windows 11. Due to the increased functionality, the Windows 11 operating system has significantly stricter PC hardware compatibility requirements than Windows 10.

This means that many existing PCs will not be able to upgrade to the new version of Windows.

At the same time, Microsoft has announced that Windows 10 will go end-of life in October 2025. After this date, Microsoft has stated that it will not provide any further security updates, enhancements or support to Windows 10 users.

As the end-of-life date for Windows 10 approaches, we expect that many organizations will soon migrate users to Windows 11, and that this will result in a major PC refresh cycle as older PC hardware is replaced.

Hardware/data platforms for training AI models: Many organizations have begun innovating with AI to automate processes and gain greater insights from information which is gathered at a scale too large for traditional data processing. This requires training AI models with information from their own enterprise, combined with external data sources or foundational models.

Atea provides customers with data platforms for training AI models and deploying AI solutions from partners such as Microsoft (Azure AI) and IBM (Watsonx). In order to success- fully train AI models, organizations require huge amounts of processing power. While this processing power can be

procured through public cloud providers, the public cloud is not always a viable option for customers managing highly sensitive information.

An alternative approach is to expand the organization’s own data centers, with server clusters based on NVIDIA GPUs. Servers based on NVIDIA GPUs are significantly more powerful and more expensive than those in general use. Atea has seen a significant pickup in customer demand for servers with NVIDIA GPUs during the past year. Recently, an Atea customer interested in testing AI purchased servers with 96 NVIDIA GPUs for a total sum of NOK 60 million.

Consulting: As organizations deploy new software with AI functionality and begin the process of preparing data for AI models, they need extensive support from experienced consultants. Atea has had very high customer demand for workshops on new AI-based software releases and training on the requirements for driving innovation with AI.

Finally, AI tools are unfortunately being used by malicious actors to design more sophisticated attacks on computer systems. The growing threat landscape is driving increased demand for Atea’s IT security consultants and security monitoring services.

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Over the longer term, we expect to see more customers applying AI tools on their own data to drive innovation, gain new insights and automate processes. The use of AI will result in higher customer demand for IT infrastructure across Atea’s product and service portfolio.

Atea has many customers which are already innovating with AI models to enhance their operations. One such customer is the National Archive of Finland, which is using AI to accelerate the digitization, categorization and security clearance of archived information, including film, photos, books and other docu- ments.

The Norwegian Council for Road Safety is using AI to compile and enable access to global statistics and research about traffic risks and accidents. The Swedish Transport Administration is using AI to predict delays in train schedules following any disruption in the rail network and to communi- cate these delays to users. Finally, Atea has begun using AI to

compile and distribute information from many sources on its sustainability and ESG performance.

However - widespread customer adoption of AI technology will be a journey, not a sprint. Most organizations do not presently have a high level of data readiness to apply AI tools to their own data lakes. Any training of AI models would necessarily start with smaller data sets and narrow use cases. Finally, there is a question of budgets and timing - when will customers see sufficient value potential to invest in the required platforms and capabilities.

We expect to see many new customers innovating with AI in the coming years, but we are probably at the peak of the hype curve where public attention on a new technology is ahead of actual adoption for most users. As the famed Stanford professor Roy Amara said many years ago, “We tend to overestimate the effect of a technology in the short run and underestimate the effect in the long run.” This statement has

been proven correct so many times that it is now known as “Amara’s Law”.

AI will have a transformational effect on the market for information technology, but the uptake will take time. As it happens, Atea is very well positioned to gain from the resulting growth in demand for IT infrastructure and services. Some areas of our business will already benefit from the adoption of AI during 2024, with much more to come in the following years.

As with any new technology, AI is one more reason to invest in Atea for the long-term. I wish everyone a happy and prosperous 2024.

Steinar Sønsteby CEO of Atea ASA

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Board of Directorsʼ Report 2023

The Nordic market for IT infrastructure was highly volatile during 2023, with a strong first half followed by a softer second half. During the first half of 2023, hardware spending grew rapidly following the COVID pandemic as customers upgraded their workplace IT environments after their employees returned to on-premise work. At the same time, global constraints in hardware manufacturing eased, enabling delivery of a high volume of customer orders which had been held up in backlog. During the second half of 2023, hardware deliveries returned to more normal volumes, resulting in slowing growth in gross sales compared with last year.

Despite a turbulent market, Atea finished the year with record high gross sales, revenue and EBIT, and with a very healthy cash flow and balance sheet. Revenue grew by 7.1% to NOK 34,704 million, and EBIT increased to NOK 1,244 million. Cash flow from operations was NOK 1,878 million, up from NOK 1,030 million last year. Atea finished the year with a net cash balance of NOK 961 million, as defined by Atea’s loan covenants.

Atea continued to gain recognition for its industry leadership in corporate social responsibility. Atea was recognized as one of the most sustainable corporations in the world (41 st overall, and 1 st in the IT services industry) by Corporate Knights as

part of their annual “Global 100” ranking. Atea was awarded the highest rating in environmental and social performance by EcoVadis for the fourth consecutive year, ranking Atea in the top 1% of 100,000 organizations evaluated globally. Atea also earned an A rating in CDP’s annual climate change question- naire, widely recognized as the gold standard of corporate environmental transparency.

The Board of Atea ASA would like to thank all Atea employees for their contribution to the Group’s solid performance during the past year.

Company overview

Atea is the leading provider of IT infrastructure and related services to organizations within the Nordic and Baltic regions. The Group has over 8,000 employees and is located in 88 cities across Norway, Sweden, Denmark, Finland, Lithuania, Latvia and Estonia. Approximately 65% of Atea’s sales are to the public sector, with the remainder of sales to private companies. The Group is headquartered in Oslo, Norway.

Atea is the largest provider of IT infrastructure within each of its local markets and is the third largest provider in Europe. The company’s sales in the Nordic and Baltic regions are approxi- mately three times higher than its largest competitor, with an

estimated market share of approximately 23%. Atea’s business strategy is to strengthen and consolidate its market leadership position through organic growth and selective acquisitions, and to continuously focus on improving operating efficiency.

Through its scale of operations, Atea has critical advantages over smaller competitors in purchasing power, local market presence, breadth of product and service offering, system integration competence, and cost-efficient support and logistics functions. This is reflected in the long-term financial performance of the Group. Atea’s leading market position and competence in IT infrastructure have enabled the company to grow organically at a rate higher than that of the market. Since 2020, Atea’s annual rate of organic sales growth in constant currency has been 9% in a market that has grown by about 8% per year, according to preliminary estimates from IDC‌ 1 .

In addition to organic growth, Atea has pursued an M&A strategy to further strengthen and consolidate its market posi- tion. Atea’s current organizational structure is the result of the merger of the leading IT infrastructure companies in Denmark, Norway, Sweden, Finland and the Baltic region in 2006 – 2007. Since these mergers, Atea has acquired more than 50 compa- nies to enhance its offering and expand its customer reach. The acquired companies have been purchased at valuation

1 International IT research company, International Data Corporation.

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Sweden is Atea’s largest market, representing 37% of Group revenue in 2023. In 2023, revenue in Atea Sweden decreased by 3.2% to SEK 12,896 million, due to lower hardware sales. EBIT for the full year increased by 3.9% to SEK 652 million.

Norway is Atea’s second-largest market, representing 24% of Group revenue in 2023. In 2023, revenue in Atea Norway increased by 2.9% to NOK 8,288 million, driven by strong growth in sales of services. EBIT in Norway was NOK 332 million, compared with NOK 387 million in 2022.

Denmark is Atea’s third-largest market, representing 23% of Group revenue in 2023. In 2023, revenue in Atea Denmark fell by 0.8% to DKK 5,287 million, due to lower hardware sales. EBIT was DKK 80 million, an increase of 13.9% from 2022.

Finland represented 11% of Group revenue in 2023. In 2023, revenue in Atea Finland increased by 9.5% to EUR 331.6 million, driven by strong demand for hardware from public sector customers. Atea Finland also showed strong growth in its consultancy business, supported by its acquisition of Gambit Group in April 2022. Based on high growth in sales, EBIT increased by 14.0% from last year to EUR 12.3 million.

The Baltics (Lithuania, Latvia and Estonia) represented 5% of Group revenue in 2023. In 2023, revenue in Atea Baltics increased by 4.1% to EUR 149.6 million based on high growth in consulting and managed services. EBIT increased by 13.8% to EUR 7.2 million.

Balance Sheet and Cash Flow

As of 31 December 2023, Atea had total assets of NOK 18,636 million. Current assets such as cash, receivables and inventory represented NOK 11,509 million of this total. Non-current assets represented NOK 7,127 million of this total, and primarily consisted of goodwill (NOK 4,336 million), right-of-use leased assets (NOK 1,314 million) property, plant and equipment (NOK 514 million), and deferred tax assets (NOK 209 million).

Atea had total liabilities of NOK 14,437 million, and share- holders’ equity of NOK 4,199 million as of 31 December 2023. In order to reduce the volatility of its working capital and debt balances throughout the year, Atea sells specified accounts receivable through a securitization program organized by

its bank. At the end of 2023, Atea had sold receivables of NOK 1,872 million under the securitization program.

The Group’s cash flow from operations was an inflow of NOK 1,878 million in 2023, based on solid cash earnings and lower working capital balances. Atea’s inventory levels fell sharply from the elevated levels of 2021 and 2022, when Atea held surplus inventory to ensure timely customer deliv- eries during a period of supply constraints in the electronics industry.

Cash flow from investments was an outflow of NOK 320 million in 2023, primarily driven by capital expenditure in IT systems and data center equipment. Cash flow from financing was an outflow of NOK 1,082 million in 2023. The negative cash flow from financing was primarily due to dividend payments of NOK 693 million and lease payments of NOK 362 million.

The Group’s net cash flow was an inflow of NOK 476 million in 2023. Currency fluctuations increased the cash balance by NOK 190 million during the year. The Group’s cash balance was NOK 1,587 million on 31 December 2023, compared with NOK 922 million on 31 December 2022. At the end of 2023, Atea had a positive net financial position as defined by Atea’s loan covenants (total cash balance, less interest-bearing debt excluding right-of-use leases) of NOK 961 million.

Atea’s long-term interest-bearing debt primarily consists of a project finance loan of NOK 588 million from the European

Revenue per country

2023

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Investment Bank, due to mature in May 2029. The Group has additional short-term credit facilities to manage fluctuations in liquidity throughout the year, as well as leases related to spec- ified assets. Further information on debts and credit facilities can be found in the Group financial statements.

The Group does not have any research and development activities.

Risk factors

Market risk

The market for IT infrastructure has historically maintained a relatively stable growth rate throughout the economic cycle. According to data from IDC, the Nordic market for IT infra- structure has grown at an annual rate of approximately 7% during the last 10 years.

Atea’s share of the IT infrastructure market has grown steadily over time, both through organic growth and through acquisitions. The company benefits from a unique compet- itive position, in which it is the largest player in the Nordic and Baltic markets, with the widest office network, and the broadest offering of products, services and system integration competence.

Due to its market share and competitive advantages, the company develops stable long-term relations with its customers. Approximately 65% of Atea’s revenue comes from the public sector, in which demand is less sensitive to changes

in the economic cycle. Many of Atea’s customer contracts, especially in the public sector, are frame agreements in which the customer selects Atea as an IT partner for a term of roughly 3 – 5 years. In addition, a large and growing propor- tion of the company’s service revenue comes from managed service contracts of one year or more.

The company is exposed to pricing and performance risk from its key vendors. Due to Atea’s position as the third largest IT infrastructure provider in Europe, the company has the highest level of partner certification and significant negotiating power with its key vendors. When possible, the company works closely with at least two primary vendors in each product category to boost competition and avoid vendor risk.

Financial risk

Financial risk management for the Group is the responsibility of the central finance department, in compliance with guide- lines approved by the Board of Directors. The Group’s finance department identifies and evaluates financial risk and ensures that the necessary measures to mitigate this risk are imple- mented in close cooperation with the respective operating units.

In order to ensure financial stability in the event of adverse market conditions, the Group maintains a healthy balance of debt, equity and working capital. The Group’s goal is to maintain an adjusted equity ratio (shareholder’s equity divided by total assets excluding IFRS 16 right-of-use assets and sublease receivables) in excess of 20%. In addition, the Group

maintains a maximum operational gearing (net debt divided by pro forma EBITDA) of 2.5.

Atea is exposed to foreign currency fluctuations, especially from the Swedish krona (SEK), the Danish krone (DKK), US dollars (USD) and the Euro (EUR), since part of the company’s revenues and purchases of goods are in foreign currencies. It is company policy that all significant, committed goods or loan transactions with foreign currency exposure are to be hedged with forward contracts. The company is also exposed to fluctuations in interest rates, since nearly all of the company’s debt facilities have floating interest rates.

Credit risk

Historically, the Group has had very few losses on receivables. The Group has not experienced materially greater losses on receivables in 2023 than in previous years. No agreements relating to offsetting claims or other financial instruments that would minimize the company’s credit risk have been estab- lished, however, the Group continues to have a high focus on credit assessment and collections.

Liquidity risk

The company considers its liquidity risk to be limited. Atea has significant liquidity reserves available through credit facilities with its primary bank.

Atea’s loan covenants require that the company’s net debt balance remain below 2.5 times its pro forma EBITDA for the last twelve months (including acquired companies) at each

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quarter-end. The covenants exclude incremental net lease liabilities due to the adoption of IFRS 16 from the definition of net debt. As defined by the covenants, Atea had a positive net financial position of NOK 961 million on 31 December 2023, resulting in an available liquidity reserve of NOK 5,791 million before the debt covenant is reached.

Other risk factors

Supply chain constraints

Disruption in the electronics supply chain can be considered a potential risk factor for Atea’s business, although the risk does not appear material at this time.

During the COVID pandemic, rapid shifts in demand for elec- tronic devices resulted in severe supply constraints in the electronics industry. These constraints were particularly chal- lenging during late-2021 but were mostly resolved in 2022.

The electronics industry has historically concentrated production of major components in China but has diversified its supply chain in recent years due to geopolitical tensions. During the last few months, missile attacks on cargo ships in the Red Sea have disrupted shipping lanes for some hardware deliveries. This has resulted in longer delivery times for some products but has not had a material effect on Atea’s business.

Inflation

Price inflation had a major impact on the global economy in 2022 but has eased in 2023. In most cases, Atea can quickly

adjust its prices to compensate for cost inflation and maintain a stable margin. In some cases, there will be temporary delays in Atea’s ability to pass on higher costs to its customers, based on the structure of customer agreements. These temporary delays were a factor behind the high sales growth but decline in Atea’s product and service margins in 2022.

Persistent inflation should be considered a potential short- term risk factor for Atea’s business. Over the long term, the profit impact is mostly neutral for Atea, as price inflation results both in higher costs and higher sales growth.

Climate change

Atea has assessed whether climate change or efforts to reduce carbon emissions will negatively impact its business as a provider of IT infrastructure. The Group does not consider this risk to be material, as both the supply chain and market demand for IT infrastructure will adapt to changes in the business environment from climate change. Atea supports customers in managing their IT in a manner which reduces its potential climate impact. See Note 27 and Note 28 for more information.

Personnel and Organization

The Group had 8,152 full-time employees on 31 December 2023, a net increase of 80 from 1 January 2023. During 2023, Atea hired additional resources to develop its services busi- ness within consulting and managed services. The average number of full-time equivalents employed by the Group was 8,160 in 2023, compared with 7,881 in 2022.

Atea’s long-term success is dependent on recruiting skilled IT professionals and providing its employees with a work envi- ronment in which they can develop and contribute with their talents. The work environment and culture are central to Atea’s vision of being “The Place to Be” for its employees, customers and vendors.

Common guidelines have been established for recruitment activities, to ensure that Atea is attracting and hiring skilled professionals across the organization. Extensive competence training is conducted in all parts of the organization. Employee surveys, as well as goal and development meetings with employees are held regularly.

An introduction program has been implemented in every country to quickly integrate new employees. This includes training in Atea’s business systems, values, ethical guidelines and corporate culture. All employees are required to success- fully complete an examination on Atea’s Code of Conduct and sign a confirmation that they will comply with the Code.

Health, safety and the work environment

Atea has worked systematically to promote health among employees and to improve safety and environmental standards at the workplace. The risk of occupational injury is very low. In 2023, the company reported a total of 250 days lost due to work-related injuries and 10 instances of work-related ill health. This underscores the company’s continuous efforts to improve workplace safety and enhance well-being of its employees.

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On July 1 2022, the Norwegian Transparency Act entered into force, establishing processes for the public to access information about how enterprises covered by the law address adverse impacts on human rights and working conditions.

Atea has been publishing an annual account by the end of June, with the next to be released on the website in the second quarter of 2024. This website, in addition to Atea's Annual report and the supplementary annual statement signed by the Board, constitutes Atea's account in accordance with the law.

Additional information regarding Atea’s initiatives in this field can be located within the Responsible Value Chain section of this report.

Environmental initiatives

Atea sells IT products that are developed and manufactured by international technology companies. The Group does not manufacture its own products, and distribution is mainly outsourced to logistics partners.

Atea supports its customers in implementing sustainability poli- cies regarding their use of information technology. Atea has formed a coalition with its customers called Atea Sustainability Focus (ASF), which uses the collective voice of Nordic IT buyers to influence the electronic industry towards more sustainable operations. Atea promotes “circular economy”

solutions relating to the use of IT. The circular economy is a concept that seeks to minimize resource consumption and the need to extract virgin materials through recycling and reuse.

In Växjö, Sweden, Atea operates one of the largest electronic recycling-and-reuse operations in the Nordic and Baltic regions. Electronic devices can be a major driver of carbon emissions and waste within organizations. Most of the carbon emissions from an electronic device occurs when the device is manufactured or disposed of. Therefore, extending the lifecycle of electronic equipment is a highly effective way of reducing carbon emissions and waste.

Through its innovative take-back program with customers, Atea processed over 760 thousand electronic devices for recycling and reuse during 2023, the vast majority of which are laptops, mobile phones and tablets. Atea receives older used equipment from its customers, fully cleanses the equip- ment of data, and refurbishes the equipment for reuse. This recycling operation has a major impact on the carbon footprint and electronic waste of Atea’s customers.

Finally, Atea’s cloud computing solutions help customers to reduce carbon emissions and resource use. Atea’s data center operations are scaled for energy efficiency by consolidating many customers on one multitenant platform. At the same time, customers benefit from higher and more stable utilization of server capacity when sharing resources in a multitenant

environment, reducing the need for managing the excess capacity of servers and storage units.

The company’s work in promoting sustainable IT solutions across the Nordic and Baltic regions is further described within the Sustainability section of this report.

Allocation of Net Profit

Atea ASA is the parent company of the Group. The parent company has a total of 10 employees, including the Group’s CEO, CFO and associated staff functions. The assets mainly consist of investment in subsidiaries and loan to subsidiaries. The improvement of cash flow from operational activities of NOK 512 million was mainly because renewal of a long-term loan. In 2023, the net profit of Atea ASA was NOK 746 million, down from 921 million in 2022. The decrease in net profit compared to 2022 is mainly due to reduced dividends from subsidiaries. The Board of Directors proposes to transfer the entire net profit of Atea ASA to retained earnings.

Based on the Atea Group’s financial performance in 2023, the Board will propose a dividend of NOK 7.00 per share, to be paid in two installments of NOK 3.50 per share in May and November 2024. Atea’s dividend policy is to distribute approx- imately 70 – 100 percent of the Group’s net profit after tax to shareholders in the form of a dividend. The proposed dividend payment represents 97 percent of Atea’s basic earnings per share during 2023.

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Oslo, 21 March 2024 Approved by The Board of Directors

Sven Madsen Chairman of the Board

Lone Schøtt Kunøe Member of the Board

Carl Espen Wollebekk Member of the Board

Saloume Djoudat Member of the Board

Lisbeth Toftkær Kvan Member of the Board

Morten Jurs Member of the Board

Nelly Flatland Member of the Board (employee elected)

Marius Hole Member of the Board (employee elected)

Leiv Jarle Larsen Member of the Board (employee elected)

Steinar Sønsteby CEO of Atea ASA

Furthermore, the Board will propose a renewal of its mandate to authorize a share buyback at the annual general meeting in April 2024.

Business Outlook

During the first quarter of 2024, Atea expects slower revenue development year-over-year from a very strong comparable quarter in Q1 2023. From mid-2024, Atea’s revenue growth is expected to return to a higher rate as there will no longer be a comparison with the exceptionally strong revenue levels of the “post-COVID pandemic” period. This growth expectation is also supported by the market forecasts of leading technology research companies and IT infrastructure vendors.

Over the longer term, the Nordic market for IT infrastructure is expected to show steady growth in line with its long-term trend, as organizations invest further in information technology to drive productivity and innovation.

One area of rapid innovation that will drive technology invest- ment in the coming years is artificial intelligence embedded in new and existing software applications, including Microsoft Windows 11 and M 365. As organizations adopt new soft- ware applications with AI, this will drive additional spending on a broad range of IT infrastructure and support services - including hardware, software, consultancy services and managed services.

Atea is by far the market leader in the Nordic and Baltic regions and has a unique competitive position as a full-service IT infrastructure partner for its customers – enabling its customers to successfully pursue their digital transformation initiatives and manage the increasing complexity of their IT environments.

In order to fully capture Atea’s scale advantages, Atea is implementing the “One Atea” program to align its operations and coordinate strategy across countries. The program has established specialist teams to drive strategy and best prac- tices across each of its business lines, including Hardware/ lifecycle management, Software/ cloud transformation, Professional services and Managed services.

The program is also accelerating the alignment of back-office functions and supply chain operations in order to drive effi- ciencies through scale and improved use of automation.

Based on its unique competitive advantages in an expanding market, Atea expects to continue to grow and increase its market share in the coming years. At the same time, the company expects to steadily increase its operating profit through a combination of revenue growth, expansion within higher margin products and services, and tight control of operating expenses.

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Statement of Corporate Governance

The Board of Directors and management of Atea ASA (the “company”) aim to execute their respective tasks in accord- ance with the highest standards for corporate governance. Atea’s standards for corporate governance provide a critical foundation for the company’s management. These principles must be viewed in conjunction with the company’s efforts to constantly promote a sound corporate culture throughout the organization. The company’s core values of respect, trust, accountability and equal treatment are central to the Board’s and management’s efforts to build confidence in the company, both internally and externally.

The company’s and its subsidiaries’ (“Atea” or the “Group”) policy on corporate governance are provided in the annual report and on the company’s website. Atea’s principles for corporate governance are based on Norwegian law, regula- tions by the Oslo Stock Exchange and the Norwegian Code of Practice for Corporate Governance (the “Code”) published by the Norwegian Corporate Governance Board on October 14, 2021. These principles are described in detail below.

1. Implementation and reporting on corporate governance

The Board of Directors is responsible for the implementation of sound corporate governance policies across the Group,

in accordance with the Norwegian Code of Practice for Corporate Governance. If Atea does not fully comply with this Code, the company provides an explanation of the reason for the deviation and what solution it has selected.

2. Business operations

The business objective of Atea as stated in the Articles of Association is as follows: “The objective of the company is the sale of IT services, equipment, systems and related products, hereunder to participate in other companies having financial purposes.” The Articles of Association are available on the company’s website.

Each year, the Board of Directors conducts a full-day meeting with Management to evaluate the Group’s business strategy. During the meeting, clear objectives, strategies and risk profiles for the Group’s business activities are defined in order to create value for shareholders. The business strategy provides Management with a basis for carrying out invest- ments and other structural measures.

Atea’s long-term sustainability goals and recurring impact assessments are essential components of the Group’s busi- ness strategy. The guidelines are included in the Sustainability section of this report.

3. Equity and dividends

Capital structure

The Board of Directors continuously assesses Atea’s capital structure, financial strength and capital requirements in light of Atea’s business objectives, strategy and risk profile.

Dividend

It is Atea’s objective to offer competitive returns to its share- holders through capital appreciation and a high dividend pay-out. The company’s dividend policy is to distribute approximately 70 – 100 percent of the Group’s net profit after tax to shareholders in the form of a dividend. Any dividends proposed by the Board to the General Meeting shall be justi- fied based on the company’s dividend policy and its capital requirements.

Powers of attorney to the Board of Directors

Powers of attorney granted by the shareholders to the Board of Directors at the General Meeting to increase the company’s share capital or to purchase own shares shall be limited to specific purposes, and each purpose shall be treated as a separate issue in the General Meeting. Powers of attorney to the Board of Directors are only provided with a term until the next Annual General Meeting.

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elected. Shareholders may provide their votes in writing or electronically, although no later than two days in advance of the General Meeting.

At a minimum, the Board Chairman, Chief Executive Officer, Chief Financial Officer, auditor, and a member of the Nominating Committee participate at the General Meeting. The General Meeting is chaired by an independent chairperson elected in the meeting. In addition to the Annual General Meeting, an Extraordinary General Meeting may be called by the Board. Shareholders who represent at least five percent of the shares may, pursuant to Section 5–7 of the Norwegian Public Limited Companies Act, demand an Extraordinary General Meeting to address a specific matter.

7. The Nominating Committee

The Nominating Committee shall, pursuant to Article 7 of the Articles of Association, consist of the Board Chairman and two members elected by the General Meeting. The members who are elected by the General Meeting have a term of office of two years. The Nominating Committee was re-elected by the Annual General Meeting in 2023.

The Nominating Committee’s duties should be to propose candidates for election to the Board of Directors and to propose the fees to be paid to the Board members. The Nominating Committee may also propose new members to the Nominating Committee. The nomination committee should justify its recommendations for each candidate separately.

The General Meeting has stipulated guidelines for the duties and composition of the Nominating Committee. The guidelines state that elected members of the Nominating Committee should a) be independent of the Board of Directors and the company’s main shareholders, b) have competence and experience with respect to the position as Board member, c) have good knowledge and competence within the area of the Group’s business and d) be well oriented within the Nordic industry and commerce. The guidelines further state that the Nominating Committee shall have contact with shareholders, Board members and the CEO as part of its work on proposing candidates for election to the Board of Directors.

Atea has made arrangements on its website www.atea.com/ compliance / whereby shareholders may submit proposals to the Nominating Committee for candidates for election as members of the Board of Directors.

The Code (article 7) states that; “No more than one member of the nomination committee should be a member of the board of directors, and any such member should not offer himself for re-election to the board.” The company deviates from the recommendation as the Board Chairman, pursuant to the Articles of Association, is a member of the Nominating Committee and may be re-elected as member of the Board of Directors. The Board is of the opinion that it is an advantage to have continuity in the Nominating Committee and Board of Directors and therefore the Board Chairman should be entitled to stand for re-election as a member of both bodies.

8. Board of directors: composition and independence

Corporate Assembly

An agreement has been entered into with the employees of the Norwegian part of the Group, whereby a Corporate Assembly shall not be established, but the employees shall instead increase their representation in the Board of Directors as provided by the Norwegian Public Limited Companies Act § 6-4 (3).

Election and composition of the Board of Directors

The General Meeting elects the shareholder’s representatives to the Board of Directors. The Nominating Committee prepares the nominations for shareholder-elected Board members prior to the election, as stated in Article 7 above. Resolutions concerning the composition of the Board of Directors are made on the basis of a simple majority. The Board of Directors elects the Board Chairman and deputy chairman. This deviates from the Code, which states that the Board Chairman should be elected by the General Meeting. The reason for such deviation is that it has been agreed with employees and shareholders that a Corporate Assembly shall not be established and then the Board Chairman shall, pursuant to the Norwegian Public Limited Companies Act § 6-1 (2), be elected by the Board of Directors.

Systemintegration ApS is the company’s largest shareholder and is represented by two Board members. The other Board members are independent of the company’s largest shareholders and the company’s management. The Board members are elected for a term of two years and may stand for re-election.

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Atea has established comprehensive policies and guidelines that outline our commitment to enhancing diversity and promoting inclusion across the entire organization. These principles apply to all work-related situations, including the composition of the Board of Directors. Relevant policies and guidelines can be found on Atea’s website: www.atea.com/ esg-overv iew .

Independence of the Board of Directors

The Board of Directors considers itself to be independent of the Group’s management, and free of any conflict of interest between the shareholders, Board of Directors, corporate management and the company’s other stakeholders. The annual report provides information on the Board member’s participation in Board meetings and their competence.

Members of the Board of Directors are encouraged to own shares in Atea.

9. The Board of Director's work

The Board of Director’s duties in general

The Board of Directors has primary responsibility for govern- ance of the Group. The function of the Board of Directors is primarily to safeguard the interests of the shareholders. However, the Board of Directors also bears responsibility for the company’s other stakeholders.

The Board of Directors shall hire the Chief Executive Officer, direct the Group’s strategy, and ensure proper control and

risk management of the company’s assets, business opera- tions and financial reporting. Matters of importance for these objectives shall be reviewed and, if necessary, approved by the Board of Directors. For example, the Board will formally approve the Group’s annual and quarterly reports, business strategy and M&A plans.

Rules of procedure

The work of the Board of Directors is described in guidelines which are approved by the Board. The guidelines relate to the Board’s responsibilities and authority, the administration of Board meetings, and the Board’s confidentiality and conflict of interest requirements.

The Board of Directors has routines in place to ensure that members of the Board and executive personnel make the company aware of any material interests that they may have in items to be considered by the Board of Directors. A member of the Board of Directors or executive team may not partic- ipate in the discussion or decision of any matter which is of such particular importance or financial interest to himself or any related party. If the chairman of the Board is or has been personally involved in matters of a material character, the Board’s consideration of such matters is chaired by another member of the Board of Directors.

Notice and structure of meetings

The Board of Directors schedules fixed meetings every year. Normally six to eight meetings are held annually. Additional meetings are called as required.

The Board of Directors’ discussions and minutes of meetings are kept confidential, unless the Board of Directors determines otherwise or if there is clearly no need for such treatment. In addition to the Board members, the Chief Executive Officer, Chief Financial Officer and the company secretary will regu- larly participate in the Board meetings. Other participants are invited as required.

Board members receive information on the Group’s operational and financial performance, including monthly financial reports. The Board members are free to consult the Group’s manage- ment if they feel a need to do so. The Board charter can be found in the Corporate Governance document at atea.com/ complian ce/ .

Audit Committee

The Company has an Audit Committee, that also serves as the Compliance Committee for the Group. The responsibili- ties of the Audit Committee are amongst other to: (i) conduct the Board of Director’s quality assurance of the financial and non-financial reporting, (ii) monitor the company’s internal control and risk management systems, (iii) have contact with the Group’s auditor regarding audit of the Group and company accounts, (iv) review and monitor the auditor’s independence, including services other than auditing that has been delivered by the auditor and (v) provide its recom- mendations to the Board of Directors with respect to election of auditor, (vi) establish and enforce procedures for receipt, storage and treatment of complaints regarding accounting,

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internal accounting controls or auditing matters. (vii) review and monitor the Group’s compliance function.

The Audit committee schedules fixed meetings every year. Normally six to eight meetings are held annually. Additional meetings are called as required. The Audit Committee charter can be found in the Corporate Governance document at atea.com/complian ce/ .

Use of Board Committees

The Group has a Nominating Committee pursuant to the Articles of Association. The Nominating Committee also serves as the Group’s Compensation Committee. The Compensation Committee’s responsibility is to prepare to the Board of Director’s guidelines for executive compensation and to monitor these compensation guidelines. Details of the compa- ny’s use of Board Committees are provided in the annual report. The Nomination committee charter can be found in the Corporate Governance document at atea.com/complian ce/ .

The Board of Director's self-evaluation

The Board of Directors performs an annual evaluation of how the Board members function individually and as a group.

10. Risk management and internal control

Guidelines for internal control

The Group has established guidelines for internal control which include routines for financial reporting, communication, authorization, risk management, ethics and social responsibility.

These guidelines are reviewed annually by the Board of Directors, in a full day meeting with Management to evaluate the Group’s business strategy. During the business strategy review, the Board performs an assessment of the Group’s most important areas of risk exposure, including its internal control arrangements.

Reporting Controls

In order to ensure internal control and manage risk, the Group conducts comprehensive financial reporting and reconciliation on a monthly basis, on both a consolidated, segment and subsidiary level.

Immediately after the completion of the monthly financial report, the Group’s financial administration holds a meeting with the financial management of each of the business segments. The purpose of the meeting is to follow up on the performance of each business segment and to identify potential errors and omissions in the financial statements. During the meetings, Management analyzes variances between each segment’s actual performance and forecast, as well as its performance in the previous year. External market data is also used to analyze business performance across the group. When the financial reporting and analysis is complete, Management reports the monthly financial statements together with a summary of busi- ness operations to the Board of Directors and executive team.

All financial reporting within the Group is in accordance with IFRS® Accounting Standards. All relevant changes to IFRS® Accounting Standards and their impact on the Group is disclosed in Note 2 to the Group financial statements.

When the Group acquires companies, the reporting practices of the acquired company are reviewed and integrated with corporate practices within a month of the acquisition date so that the Group can consolidate the acquired company within the Group accounts by the next quarterly financial report.

All non-financial reporting within the Group is in accordance with the Global Reporting Initiative Standards. The Audit Committee performs ongoing evaluations of risk and control related to financial and non-financial reporting. Accredited third parties provide verification services the company’s non- financial reporting. The Board review and oversees the Group’s ESG practices, including progress against set targets, compli- ance against regulations and the annual non-financial data.

Code of Conduct

The personal conduct of every Atea employee shapes the work culture and defines our reputation as a company. Atea employees are expected to demonstrate the highest standards of integrity and professionalism when fulfilling their job respon- sibilities.

The Atea Code of Conduct sets the principles with which Atea personnel work together and with outside stakeholders. It provides guidelines for our business practices which must be followed by all Atea personnel, and is a source of governance for decision making across Atea. The Code of Conduct Is published on the Atea website: atea.com/complian ce/ .

It is the personal responsibility of every Atea employee to review and follow the Code of Conduct. All employees must

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take an examination on the Code of Conduct and sign an agreement that they will abide by the Code and relevant laws and regulations when acting on behalf of Atea. Violations of the Code or of laws and regulations will not be tolerated.

11. Remuneration of the Board of Directors

The General Meeting determines the annual remuneration to the Board of Directors. The remuneration shall reflect the Board of Directors’ responsibility, expertise, time spent and the complexity of the operation. The remuneration is not dependent on results. No stock options have been granted to the Board members.

Members of the Board of Directors and/or companies with which they are associated, do in general not take on assign- ments for the company. If, however, such assignments are made, the matters are disclosed to the Board of Directors and the Board of Directors approves their remuneration.

If remuneration is provided to Board members in addition to the regular Board remuneration, this will be reported separately in the annual report. For a detailed account of the remuneration paid to Board members and their sharehold- ings in the company, see Note 7 and Remuneration report published on the Atea website: www.atea.com/ann ual - general-meeti ng /.

12. Remuneration of executive personnel

The CEO’s remuneration is set by the Board of Directors, based on recommendation from the Compensation Committee.

The remuneration of the CEO is specified in a separate Remuneration report published at atea.com/.The Board of Directors has established a Remuneration policy. The guide- lines must be considered and approved by the general meeting in the event of any material changes, and at least every fourth year. The guidelines set out the main principles applied in determining the salary and other remuneration to executives and the board of directors, are linked to value creation for shareholders and the company’s earnings performance over time and incentivises performance based on quantifiable factors of which the executives can influence.

Performance related remuneration in the form of share options, bonus programmes or similar, to executive personnel is subject to an absolute limit.

13. Information and communication

Annual and interim reporting

The Group’s financial calendar and presentations are published on the company’s website ( atea.com/financial-calendar/ ). The Group presents its interim accounts on a quarterly basis and its annual accounts during the month of February. The complete financial statements and Board of Directors' report are published on the company’s website at least twenty-one days prior to the General Meeting.

Other market information

The Group aims to increase investor awareness of Atea through an open, transparent and reliable information policy. In this

manner, the Group seeks also to promote the liquidity of its shares and ensure that its share price reflects the fair value of Atea.

Open investor presentations are arranged in connection with the publication of the Group’s annual and quarterly results. The Chief Executive Officer and Chief Financial Officer present the financial results of the group and each business segment, and present additional information which is relevant to the compa- ny’s future prospects. When publishing the preliminary annual accounts and the interim reports, the Group is holding public presentations that are simultaneously broadcasted through webcasts. Investor-related information and presentations associated with the annual and quarterly results are available on the Group’s website, atea.com/financial-repor ts/ .

In addition to the publication of financial results, the Board of Directors has authorized the Chairman, CEO and CFO to conduct regular meetings with analysts and investors. This improves communication and increases the Group’s understanding of which matters are of particular concern to shareholders. During meetings, care is taken to ensure equal treatment of all investors. Caution with regard to distribution of non-public information is exercised in investor meetings outside of public presentations.

In the event of an emergency or serious incident at Atea, the Group has established a crisis management plan which provides additional governance and procedures on all commu- nications from the Group.

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14. Take-overs

The company’s Articles of Association do not contain any defence mechanisms against the acquisition of shares, nor has any measures been taken to restrict the opportunity to acquire shares in the company. In the event of a takeover offer, the Board of Directors will seek expert advice in order to comply with applicable rules and regulations and will otherwise act in a manner to ensure equal treatment of shareholders, seek to avoid that the company’s business activities are unnecessary disrupted and to ensure that the shareholders are given suffi- cient information and time to consider the offer.

The Board of Directors will not seek to hinder or obstruct take- over bids. In the event of a take-over bid for the company, the Board of Directors will seek to comply with the NUES recommendations, including obtaining a valuation from an independent expert and making a recommendation to Atea’s shareholders regarding acceptance of the bid. The Board of Directors will ensure that shareholders are given sufficient information and time to form an opinion on an offer.

15. The Auditor

The Auditor’s relationship with the Board of Directors

The auditor participates at the Board meeting where the annual accounts are discussed. At this meeting, the Board of Directors is briefed on the annual accounts and any matters of particular concern to the auditor, including matters where there has been disagreement between the auditor and the executive management of the company. In order to strengthen the board’s work on financial reporting and internal control, the auditor is required by the EU’s Audit Regulation to submit an annual additional report to the audit committee in which it declares its independence and explains the results of the statutory audit carried out by providing a range of information about the audit. The auditor has regular contact with the Audit Committee during the audit process so that the Audit Committee can fulfil its oversight responsibilities. At least once a year the auditor presents to the Audit Committee the main features of the audit carried out in respect of the previous accounting year, and a review of the company’s internal control procedures, including identified weaknesses, if any, and proposals for improvement.

The Board of Directors and the auditor meet at least once per year without management present.

The use of the external group auditor for advisory services, tax services and other services outside the ordinary audit scope shall be pre-approved by the Group Chief Accountant if the total fee for the legal or reporting unit exceeds EUR 10,000. The external Group auditor is responsible for reporting such services to the Audit Committee and to perform an ongoing assessment of independence. Furthermore, the independ- ence of the auditor is continuously monitored by the Audit Committee.

Auditor’s relationship to the corporate management

Deloitte has been the company’s auditor since 2006. In addition to ordinary auditing, the auditing firm has provided services related to accounting, tax and reporting. Reference is made to Note 7 to the annual accounts. The corporate management holds regular meetings with the auditor. In these meetings the auditor reports on the company’s accounting practices, risk areas and internal control routines. The auditor’s remuneration is approved by the company’s General Meeting, including a breakdown of remuneration between auditing and other services.

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Shareholder Information

Atea’s objective is to provide a competitive long-term return to shareholders, relative to the underlying risk of the Company’s opera- tions. The Company endeavours to achieve this objective through a high dividend payout and through capital appreciation on the value of the underlying business.

The company’s dividend policy is to distribute approximately 70-100 percent of net profit after tax to shareholders in the form of a dividend. During 2023, the Company paid dividends of NOK 6.25 per share to shareholders in two equal instal- ments of NOK 3.125 during May and November. This represented a total dividend of NOK 693 million, or 82% of net profit after tax in the prior year.

At the end of 2023, the Company’s net finan- cial position was cash positive of NOK 961 million, compared with NOK 304 million at the end of 2022. Atea ASA has entered into

an unsecured loan agreement for NOK 588 million with the European Investment Bank in May 2023, with a covenant that its net debt must remain below 2.5 times pro forma EBITDA for the prior twelve months (EBITDA includes any acquisitions made during this period). Atea was NOK 5,791 million below this debt covenant at the end of 2023.

Investor relations

Atea aims to increase investor awareness of the Company through an open, trans- parent and reliable information policy. In this manner, the Company seeks also to promote the liquidity of its shares and ensure that its share price reflects the fair value of the Company.

Presentations will be held for shareholders, brokers and analysts in connection with the quarterly and annual reporting dates. Furthermore, Atea keeps the financial markets informed of important developments

through stock exchange and press releases, and other market updates. Atea holds regular meetings with investors and analysts to enhance communication. More information can be found on Atea’s investor pages online at atea. com .

Share capital and shareholder structure

At 31 December 2023, the VPS regis- tered share capital in the company was NOK 112,384,093, divided into 112,384,093 shares with a nominal value of NOK 1 per share. Atea has one class of shares, with each share carrying one vote. Lone Schøtt Kunøe, Member of the Board, with asso- ciated companies and close associates, was the largest shareholder controlling 28.5 percent of the shares at the end of 2023. Otherwise, Atea ASA has a diversified shareholder structure, with a total of 9,091 shareholders at the end of the year.

Robert Giori

CFO of Atea ASA

Robert Giori joined Atea as Chief Financial Officer in 2014. He has extensive experience in financial management for public companies within the IT industry. Prior to joining Atea, Robert spent over five years as Chief Financial Officer of Nordic Semiconductor ASA. He has also worked as Chief Financial Officer of TeleComputing ASA and as Finance Director

for Dell’s operations in Norway. In addition, he has previously been a consultant with McKinsey & Company.

Robert Giori has an MBA from Harvard University and a Bachelor degree from Stanford University. He has completed

the Certified Public Accountant (CPA), Certified Management Accountant (CMA) and Chartered Financial Analyst (CFA) examinations in the United States.

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Share performance

At the end of 2023, Atea’s share price was NOK 129.2 compared with NOK 114.0 end of 2022.

During 2023, a dividend payout of NOK 6.25 per share was made to shareholders, yielding a direct return of 5.5 percent compared to the share price at the end of 2022.

The total return on the Company’s shares during 2023 was 18.8 percent, including the divi- dend yield and share price increase from NOK 114.0 to NOK 129.2.

The share’s highest close price during 2023 was NOK 166.2 on 20 June and its lowest close price was NOK 111.2 on 25 October.

At the end of 2023, the number of shareholders was 9,091, up from 8,251 at the start of the year.

Financial calendar 2024

Atea ASA will publish quarterly interim accounts and provisional annual accounts on the following dates:

1 st quarter 2024: Thursday, 25 April 2024

2 nd quarter 2024: Friday, 12 July 2024

3 rd quarter 2024: Wednesday, 30 October 2024

4 th quarter 2024 and provisional accounts for 2024: Thursday, 6 February 2025

Annual General Meeting: Thursday, 25 April 2024

Visit www.atea.com for more shareholder information.

Atea - Total return

OSEBX - Total return

Share value development (%):

2 January 2023 - 29 December 2023

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Main Shareholders 1

at 31 December 2023

Main Shareholders 1

Shares

%

Systemintegration APS 2

31,391,063

27.9%

Folketrygdfondet

8,210,886

7.3%

State Street Bank and Trust Co. 3

5,927,724

5.3%

State Street Bank and Trust Co. 3

3,984,978

3.5%

Verdipapirfond Odin Norden

3,656,029

3.3%

State Street Bank and Trust Co. 3

2,739,448

2.4%

RBC Investor Services Trust 3

2,657,864

2.4%

State Street Bank and Trust Co. 3

2,611,742

2.3%

Verdipapirfond Odin Norge

2,287,192

2.0%

Danske Capital

1,769,982

1.6%

Other

47,147,185

42.0%

Total number of shares

112,384,093

100.0%

1 Source: Verdipapirsentralen

2 Includes shares held by Lone Schøtt Kunøe

3 Includes client nominee accounts

Ownership structure by number of shares

Number of shares held

Number of shareholders

Proportion of share capital

Total shares held

1 - 100

6,005

0.2%

214,944

101 - 1,000

2,207

0.7%

823,393

1001 - 10,000

569

1.6%

1,776,238

10,001 - 100,000

205

6.2%

6,950,919

100,001 - 500,000

70

13.9%

15,598,543

500,001 -

35

77.4%

87,020,056

9,091

100.0%

112,384,093

Analysts following Atea

Company

Name

Telephone

ABG Sundal Collier

Øystein Elton Lodg aard

+47 90 50 11 60

Arctic Securities

Kristian Spet alen

+47 22 93 72 28

Carnegie

Oliver Schüler Pi sani

+47 22 00 94 25

DnB

Christoffer Wang Bjør nsen

+47 24 16 91 43

Handelsbanken

Daniel Djur berg

+46 72 544 55 75

SB1

Petter Kong slie

+47 98 41 10 80

Danske Bank

Mads Ek S trøm

+47 97 09 41 75

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Members of the Board

Sven Madsen (born 1964)

Chairman of the Board

Sven Madsen is Chief Financial Officer in Consolidated Holdings A/S. He has extensive experience from working with corporate reporting, financing, corporate management and M&A activities in compa- nies such as Codan Insurance, FLS Industries, SystemForum and Consolidated Holdings. Madsen provides special competence within financial reporting, and is a member of the Atea’s audit committee. He holds Board positions with Consolidated Holdings A/S, Columbus A/S, ‌X-Yachts A/S, ‌X-Yachts Marina A/S, core:workers AB, Ejendomsaktieselskabet af 1920 A/S, MonTa Biosciences ApS, Dansk Emballage A/S and DAN-Palletiser Finans A/S. Madsen holds a Graduate Diploma in Financial and Management Accounting as well as an MSc in Business Economics and Auditing.

Sven Madsen has participated in 8 of 8 board meetings in 2023.

Sven Madsen is a member of the audit committee.

Lone Schøtt Kunøe (born 1966)

Member of the Board

Lone Schøtt Kunøe is an active owner of several companies and has been Managing Director of Consolidated Holdings A/S since 2006. She has many years of experience as Chairman or Board member for a broad portfolio of companies, including several companies in the technology industry. Kunøe has extensive experience with M&A, strategic development, and financial investments. Prior to Consolidated Holdings, she worked as a senior consultant for Mercuri Urval. A consultancy focused on management and organi- zational development. She has also worked with the National Bank of Denmark and the European Monetary Institute - the predecessor of the European Central Bank. Kunøe has a Master of Science in Economics from The University of Copenhagen.

Lone Schøtt Kunøe has participated in 5 of 5 board meetings since she joined the board in April 2023.

Carl Espen Wollebekk (born 1961)

Member of the Board

Carl Espen Wollebekk is presently working as advisor and interim leader. He is also a board member in the investment company Foinco AS, a family office with a long tradition of investing in tech- nology companies. He has extensive experience as a CEO, CFO, Board Member and as a Corporate Finance advisor to companies in the technology industry, including a position as Chief Financial Officer of Atea ASA (then called Merkantildata ASA) from 1994 – 2000 and as COO of all non-strategic operations in Atea Group from 2000 to 2002. Wollebekk has been a member of the Atea board in a one previous period, from 2005 until 2007. Wollebekk has held a position with the Nomination Committee of Atea ASA from 2008- 2023. Wollebekk holds an MBA degree with honours from Schiller International University in London, and Master studies in Economics at Copenhagen Business School where he also holds a BsC degree.

Carl Espen Wollebekk has participated in 5 of 5 board meetings since he joined the board in April 2023.

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Nelly Flatland (born 1991)

Member of the Board (employee elected)

Nelly Flatland joined Atea in 2020 and holds the position as Head of Sustainability in Atea Norway. Flatland has broad experience from the field of corporate social responsibility and sustainability, both on a strategic and operational level. Flatland currently works on developing and managing the sustainability work in Atea Norway proving how sustainability and profitability is a synergy and not a trade-off. Doing so by focusing on delivering shared value within the field of sustain- ability, and how we as a company can harvest business value for our customers. At the same time Flatland continuously strives for Atea to improve our sustainability measurements. Flatland received her degree from BI Norwegian Business School.

Nelly Flatland has participated in 6 of 8 board meetings in 2023.

Leiv Jarle Larsen (born 1973)

Member of the Board (employee elected)

Leiv Jarle Larsen joined Atea in 1998. Larsen has a broad experience in IT infrastructure, both as an engineer and infrastructure architect. He has worked both as an infrastructure consultant and presales engineer focusing on hybrid platforms. He now holds the position as Enterprise Architect, helping customers to align technology with busi- ness goals. His main focus is to use technology to find and harvest business values for the customers. Larsen has studied media science and information science at the University of Bergen.

Leiv Jarle Larsen has participated in 8 of 8 board meetings in 2023.

Marius Hole (born 1981)

Member of the Board (employee elected)

Marius Hole joined Atea in 2007. Hole has a broad experience in IT infrastructure and security, as both an engineer and infrastructure architect. Hole has achieved several high level expert certifications in technology and architecture that are only held by a select few specialists in the world. He is currently working as infrastructure architect and strategic advisor, helping customers to develop and implement digital strategies and solutions. His focus is to solve challenges with technology and to secure the value chain for all stakeholders.

Marius Hole has participated in in 8 of 8 board meetings in 2023.

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Sustainability at Atea

- ---

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1M+

We will accelerate on the journey toward sustainable IT by leveraging the purchasing power of 1 million IT users. We will achieve this by increasing the commitment of entire organizations, including ourselves, through our collaboration platforms.

We continue to move ahead in our goal to advance sustainable IT by leveraging the purchasing power of 1 million IT users.

All organizations buy goods and services from others, which means they can choose what matters in their purchasing decisions. Empowering IT buyers to use and direct their procurement power in line with their sustainability ambitions is at the core of this goal. Over many years, we’ve created tools to support this work, engaging Nordic IT buyers and the IT industry in meaningful dialogue. This includes Atea Sustainability Focus (our main platform) and the Leadership for Change network, which supports peer-to-peer learning among buyers.

Case studies in 2023 and plans for 2024:

Delivered on Leadership for Change commitment

Atea delivered on last year’s commitment to expand the Leadership for Change network and strengthen its role— particularly in Norway, where new members joined from

both the private and public sectors. Meetings resulted in the publishing of best practices on how to extend the lifespan of IT products. A second set of best practices will be published in 2024, and a self-assessment tool will be launched to help advance and monitor progress.

Sustainability Forum success

Atea’s Sustainability Forum was successfully organized as a Nordic event with hubs in Sweden, Norway, Denmark and Finland. The event was well attended with over 500 partic- ipants onsite and online. The theme of the event, “Climate Accountability”, was based on the results of 2022 customer and IT industry dialogue. Insights were shared from various perspectives at the roundtable discussion.

ASF Academy success

An online seminar, the ASF Academy, was held in 2023. It provided insights to Atea customers, supporting their efforts to accelerate toward more sustainable IT. External

experts offered valuable insights on upcoming legislation on sustainability and how it will affect transparency.

Atea Sustainability Focus Roadmap finalized

Last year, as promised, we finalized the Atea Sustainability Focus Roadmap. Through multiple roundtables involving representatives from the IT industry and IT buyers, we collaboratively identified and agreed upon actionable steps to achieve circularity and reach net zero emissions by 2050. A reporting framework was developed to track progress toward this goal, ready for implementation by committed IT buyers. Materials from this framework were shared within the Leadership for Change network, and all agreed-upon actions are now incorporated into the main guidance documents published within the ASF ecosystem.

Updated guide to sustainable procurement of IT

This valuable guide was updated in 2023 with a new section on data centers and energy efficiency. Based on thorough knowledge compiled over a number of years, this guide inspires and engages IT buyers to use their purchasing power in pursuing more sustainable IT. In 2023, the guide was downloaded more than 200 times from Atea’s website.

Looking ahead

Having fine tuned Atea’s theory of change methodology, we will—in 2024—look at impact: fine tuning the core KPIs that enable us to measure progress at the different stages to reach our full potential.

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100:1

Make our carbon handprint 100 times larger than our carbon footprint, by leveraging the power of IT solutions.

In 2023, we broadened the scope of our reporting to include more categories within our Scope 3 emissions. By doing so, we enhanced our understanding of the sources of emissions throughout our value chain. This expanded perspective facil- itated the identification of activities aimed at mitigating these emissions. It empowers us to communicate the advantages of extending product lifecycles, promoting equipment or parts reuse, and practicing responsible recycling to reduce reliance on virgin materials. Additionally, it enables us to promote energy efficiency within our own value chain.

This complements our ongoing efforts to unlock the full poten- tial of IT and digitalization for sustainability. We're refining our methodology to integrate bottom-up and top-down analyses, leveraging insights from Scope 3 expansion to enhance the 100:1 methodology to account for the positive impact our services have on society.

Avoided emissions are defined as the positive impact on society when comparing the GHG impact of a solution to an

alternative reference scenario where the solution would not be used. Currently, our avoided emissions calculations cover Atea’s take-back services and remote meeting solutions (Webex and Teams licenses). To calculate the environmental benefits resulting from the reuse of IT equipment, we teamed up with IVL Swedish Environmental Research Institute to develop a tool that calculates avoided emissions from reuse. The methodology for accounting for the emissions saved from remote meetings has been developed collaboratively with CEMAsys, relying on assumptions regarding travel patterns in the Nordic region.

Case studies in 2023 and plans for 2024:

Remote meetings and extended lifespan of IT products generate savings

Atea continues supporting remote business meetings, thus avoiding emissions from commuting and business travel. In 2023, this saved up to 1,158,320 tCO 2 e. Furthermore, our take-back services—providing extended lifespan of IT devices and sustainable recycling of materials of devices no longer in

use—resulted in up to 88,812 tCO 2 e in saved emissions. The progress towards our target for this year is approximately 1:1.

Better, smarter buildings

Smart building technology, such as improving the air quality in classrooms and libraries using data integrations between IoT sensors, heating, air conditioners and lightning, reduced the energy use of Danish customers, Aarhus Universitet (AU) and Danmarks Tekniske Universitet (DTU). In 2024, we will assess how this project contributes to our 100:1 goal.

Blockchain solution in the food sector

Since 2021, Atea’s blockchain solution has been used by Helsingborg municipality to track fish transports from Norway. Not only has this increased the transparency of the supply chain, it also reduces emissions and food waste by carefully monitoring the temperature in the trucks. In 2023, Atea devel- oped a methodology as a part of the European Green Digital Coalition with Carbon Trust to account for the avoided emis- sions of this blockchain. The results will be published in 2024.

AI and the net-zero future

Accounting for the exact amount of avoided emissions can be challenging in the pursuit of a net-zero future. One example is an innovative AI tool used by Swedish energy company Halmstads Energi och Miljö (HEM). It was developed to reduce working hours needed for repetitive tasks and finding false energy metering values. By predicting electricity consumption and simulating the load on the electricity grid, the solution can be used to ensure that the electricity grid can handle the loads that the transition to renewable energy entails.

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Customer Privacy and Information Security

Customer privacy and data security are paramount in the digital age: essential for maintaining trust and integrity. In the IT services industry, safeguarding customer information is not just a legal requirement but also an ethical obligation, crucial to prevent data breaches, reputational damage, and legal liabilities. Prioritizing customer privacy and information security fosters strong relationships, positioning Atea as a reliable partner.

Security is fundamental in a digitized world. Atea continually monitors its infrastructure for potential breaches and stays updated on the global online threat landscape. Educating employees and running anti-phishing awareness campaigns minimizes incidents. Atea also takes a leadership role in explaining how cybersecurity applies to its work, supporting national cyber security through participation in governmental advisory boards.

In 2023, Atea focused on implementing a program to increase security posture through user-centric awareness. We also focused on further reducing Atea’s digital footprint posture and set the foundation for future Zero-Trust architecture and best-practice user access. These actions increase security, simplify steps, and improve usability. 2023 was also the year

where we have taken the first step for an ISO 27001 certificate for all Atea and have started the certification for our customer facing services.

Going forward, this modern risk-management approach entails:

Including all Atea in one certification for ISO 27001 that will increase quality on delivery.

Continuing the Zero-Trust journey following our long-term roadmap.

Implementing NIS2 for all services in scope within Atea.

Continuing to improve on digital footprint posture from an outsider’s perspective with the goal to be on a healthier level than our competitors.

Continuing the development and implementation of data privacy measures according to GDPR, Schrems II and EDPB guidelines.

Atea’s Code of Conduct

At Atea, our work is guided by a foundational Code of Conduct, summarizing our values, ethical guidelines, and basic rules that shape our conduct and decision making. It sets the principles for how Atea employees interact with each other and external stakeholders. Every employee, including those of

subsidiaries and contracted consultants, bears the personal responsibility to review, sign, and adhere to the Code.

In 2023, Atea introduced a Business Ethics policy applicable to all employees, offering specific guidelines to prevent corruption and bribery in various areas like gifts, travel, enter- tainment, events, sponsorship, and similar activities. Aligned with our overall Code of Conduct, Atea strongly opposes corruption within its business areas. This commitment is upheld through an integrated management system based on the ISO 37001 anti-bribery standard, with annual reinforce- ment via mandatory Code of Conduct training.

In Q3 2023, a total of 7,385 employees, including permanent employees, fixed-term employees, and external hires who were employed by the organization before January 1, 2023, and remain actively employed by the company, were enrolled in the mandatory training. The completion rate for this training reached 99.5%.

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Climate Transition Plan

Atea recognizes the need for greater transparency and accountability in its climate actions and commitments. Therefore, Atea will publish a Climate Transition Plan aligned with the Task Force on Climate-related Financial Disclosures reporting framework by Q2 2024 and update it annually. The Climate Transition Plan will outline Atea’s strategic approach to managing climate risks and opportunities, as well as its governance, targets, metrics, and scenario analysis. This plan will help Atea communicate its climate performance and progress to its stakeholders and support its long- term vision of being a net-zero emissions company.

As part of this commitment, we will be assessing our nature-related dependencies, impacts, risks, and opportunities according to the Taskforce on Nature-related Financial Disclosures framework. We will report on our progress and findings in our annual report starting from financial year 2025.

Short-term (by 2025):

Achieve a transition to 100% renewable electricity, compared to the 39% level in 2019.

Medium-term (by 2030):

Continue the annual consumption of electricity with a 100% renewable origin.

Attain an 80% reduction in Scope 1 and 2 emissions while making the transition to 100% renewable energy sources, compared to the 30% level in 2019.

Achieve a 50% reduction in Scope 3 emissions compared to 2019.

Long-term (by 2040):

Continue the annual consumption of energy with a 100% renewable origin.

Achieve a 90% reduction across all Scopes compared to 2019.

Address the remaining 10% balance through investments in actions to mitigate emissions beyond the value chain.

Metrics and Targets

In 2023, Atea's Scope 1 emissions increased by 11%, while Scope 2 (market-based) emissions decreased by 86% compared to 2019. The rise in Scope 1 emissions is attributable to increased fossil fuel consumption. The notable decline in Scope 2 emissions is attributed to the purchase of GO certificates and the incorporation of district heating from renewable sources. These actions led to an increase in the share of renewable electricity, which rose to 89%, and renewable energy, which increased to 62% compared to 2019. The combined operational emissions dropped by 53%. Additionally, emissions from the value chain (Scope 3) decreased by 37% in 2023 compared to 2019. The reduction in Scope 3 emissions is primarily influenced by decreased sales in data center solutions, which represent the two largest categories (purchased goods and services and use of sold products) within Scope 3.

Performance

2022

2023

Short-term

Transition to 100% renewable electricity , compared to the 39% level in 2019.

86.9%

88.9%

Medium-term

80% reduction in Scope 1 and 2 emissions.

46.1%

52.8%

Transition to 100% renewable energy sources , compared to the 30% level in 2019.

57.7%

62.2%

Achieve a 50% reduction in Scope 3 emissions compared to 2019.

7.5%

36.6%

Long-term

Achieve a 90% reduction across all Scopes compared to 2019.

7.7%

36.7%

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Energy

Our energy consumption data is meticulously collected based on operational control, allowing us to analyze and optimize our usage effectively. In our assessment of renewable energy, we consider contributions from both self-generated sources and purchased Guarantee of Origin (GO) certificates. A slight increase in the share of renewable electricity is attributed to the purchase of GO certificates that meet the criteria, along with the incorporation of heating from renewable sources.

In 2024, we will analyze insights derived from audits of GO certificates provided by our energy suppliers that fail to meet compliance criteria, and implement necessary changes to align with our set targets.

2019

2020

2021

2022

2023

Energy consumption, MWh

56,886.9

51,388.1

48,903.5

53,565.7

55,425.4

Fossil fuels (natural gas)

133.9

156.9

150.6

132.1

186.1

Solar (self-generated)

-

241.4

244.7

279.4

307.2

Electricity

33,108.3

29,502.4

26,808.0

30,007.9

31,135.2

Cooling

-

-

-

411.2

487.9

Heating

8,025.3

7,163.2

7,550.1

6,581.4

6,716.0

Fuel (diesel, petrol, LPG)

15,619.4

14,324.1

14,149.9

16,153.7

16,593.0

Renewable electricity, %

39.0%

48.1%

78.0%

86.9%

88.9%

Renewable electricity, MWh

12,846.3

14,119.9

20,781.6

26,064.9

27,665.8

Renewable energy, %

30.1%

34.6%

50.9%

57.7%

62.2%

Scope 1 renewable energy, MWh

684.3

886.2

868.6

1,254.5

1,274.7

Scope 1 renewable energy, %

4.3%

6.1%

6.1%

7.7%

7.6%

Scope 2 renewable energy, MWh

16,449.2

16,905.3

23,999.4

29,632.8

33,178.0

Scope 2 renewable energy, %

40.0%

45.8%

69.4%

79.5%

85.9%

Waste

The comprehensive management of waste within Atea encompasses sorting activities conducted at all our locations. Additionally, the treatment of waste is outsourced to third-party entities, underscoring our commitment to responsible and efficient waste handling practices. Throughout our operations, ensuring the safe transport of hazardous waste remains a paramount concern, with strict adherence to global and local regulations and a steadfast dedication to upholding the highest safety standards in transportation procedures.

kilograms

2019

2020

2021

2022

2023

Waste disposed by the type

2,257,221.8

2,041,476.9

1,734,082.2

1,713,719.3

1,833,019.0

Non-hazardous

2,248,171.8

2,022,310.9

1,724,838.2

1,711,425.9

1,753,857.3

Hazardous

9,050.0

19,166.0

9,244.0

2,293.4

79,161.8

Waste disposal method

Recycled

1,375,611.1

1,597,018.9

1,285,727.7

1,166,062.1

1,235,130.4

Incinerated

628,553.7

414,898.0

425,801.0

529,026.2

565,084.9

Landfill

-

25.0

-

-

10,652.8

Treated

253,057.0

29,535.0

22,553.5

18,631.0

22,151.0

Recycled: EE waste

634,145.0

684,365.0

547,962.0

517,812.1

560,558.4

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Building the Future with IT across Northern Europe

Every year in service to sustainability, Atea and its partners across Northern Europe find bold new ways to apply the IT knowledge they have gained… sometimes even in unexpected ways. Here are six examples showcasing how that practice continued in 2023.

In Sweden

Consistent care for elderly citizens

In Sweden today, the number of elderly citizens continues to grow. So too does the need to provide for their care, including reliable administration of daily/weekly medications. To help address this gap, Atea and its technology partners work with the municipality of Uddevalla in developing Evondos: an automated system that administers correct dosages while significantly reducing the number of required home visits by staff. The outcome: reduced stress on staff, increased security and a more independent life for elderly citizens.

Using generative AI in the public sector

Lidingö, Sweden is a small city (population 50,672) with big ambitions. Working with Atea and its technology partners, the municipality has launched an AI chatbot that streamlines the handling of public documents for residents, predicts the cost of planning and contracting, and provides citizens with quick answers to a range of questions related to city services, including healthcare.

In Denmark

Smart library and better, smarter buildings

Atea and its partners are finding innovative ways to apply smart building technology to cities. At DTU, Denmark’s largest technical university, the world’s largest smart library has been built. This technology-infused tool is packed with data generating sensors that record environmental conditions at the university’s facilities. In addition, Aarhus University, also working with Atea, developed an ambitious facility manage- ment project, creating “intelligent buildings” on its campus.

In Norway

An insect habitat becomes a learning environment

Tøyen Bee & Bee is an innovative insect hotel, created by the Natural History Museum at the University of Oslo, working with Atea and its technology partners. Equipped with sophis- ticated sensors and cameras, the facility is designed to create a sustainable habitat where the secret life of bees can be observed while the hive can continue to thrive under optimal conditions. It’s also created a powerful learning opportunity:

the ongoing activity of this “bee & bee hotel” is publicly live- streamed and insect-related data is collected and shared with researchers.

Giving customers control via smart power consumption

Norwegian power company Fjordkraft, working with Atea, designed and implemented a smart meter device that can be conveniently plugged into a fuse box. With mobile connectivity and cloud computing, this powerful tool captures electricity- consumption data for Fjordkraft customers, giving them greater control over how they consume electricity and when it was used.

New thinking - sustainable construction

Today, the largest Norwegian cities are committed to having emissions-free municipal construction by 2025. That will extend to all construction in Norway by 2030. To help reach these important goals, Risa—one of Norway’s leading construc- tion companies—partnered with Atea to adopt new thinking to create more sustainable construction methods. This ongoing work includes the development of a CO 2 reporting platform, contributing to more environmentally friendly operations.

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Substantial Contribution

Climate Change Mitigation

Atea assessed whether taxonomy-eligible activities fulfil the substantial contribution criteria for climate change mitigation. For activity CCM 7.4, the substantial contribution criteria are fulfilled by performing the activity installing, maintenance and repair of charging stations for electric vehicles. For activity CCM 8.1 the substantial contribution criteria are not fulfilled, partly because we have not yet implemented all relevant practices from the European Code of Conduct on Data Centre Energy Efficiency.

Do No Significant Harm

Atea has not reached full alignment with the Do No Significant Harm criteria for the eligible activities in 2023.

Read more about our efforts regarding climate change mitiga- tion and circular economy in the Sustainability section of this report.

Minimum Safeguards

To be considered taxonomy-aligned, economic activities should be carried out in compliance with the minimum safe- guards laid down in Article 18 of the Taxonomy Regulation. Atea’s long established due diligence process is based on the OECD Due Diligence Guidance for Responsible Business Conduct and the UN Guiding Principles on Business and Human Rights, and we are committed to continuous improve- ment based on our learnings and new regulations. Therefore,

in 2023 we restructured our process descriptions for clarity and aligned language. Read more about our work in the Responible Value Chain section of this report.

Atea has a long-standing and robust approach to Responsible business conduct and the recommendations in the OECD Guidelines for Multinational Enterprises on Responsible Business Conduct. Atea will work during 2024 to ensure alignment with the updated guidelines published in mid-2023, across all activities.

Reporting Principles

Financial data in this report is based on IFRS® Accounting Standards and refers to Atea’s 2023 consolidated financial statements. The information is prepared on a Group consol- idated level and presented in Norwegian kroner (NOK), as in the consolidated financial statements.

Turnover

Turnover comprises the fair value of the consideration for the sale of goods and services, net of value-added tax, rebates, and discounts. More information how different type of reve- nues is recognized in Atea can be found in Note 5 to the Financial Statements. Atea’s eligible turnover refers to IFRS® Accounting Standards 15 revenues from data processing, hosting and related activities ( Note 5.1 .3.5 ), sale of spare parts for IT equipment ( Note 5.1 .2 ), sale of second-hand goods ( Note 5.1 .2 ), installation, maintenance and repair of charging stations for electric vehicles in buildings and parking

spaces attached to buildings ( Note 5.1 .3.3 ), as well as collec- tion and transport of non-hazardous and hazardous waste ( Note 5.1 .3 .3 ).

Last year Atea reported the activity of computer programming, consultancy and related activities as taxonomy-eligible which is not included this year based on additional guidance from the EU regulation. If the activity had not been included, Atea’s taxonomy-eligible turnover would be 3.0% in 2022 (instead of reported 25.1%). Taxonomy-eligible turnover in 2023 is 5.9%.

Operating Expenditure

Operating expenditure as defined in the Disclosures Delegated Act cover direct non-capitalized costs that relate to building renovation measures, short-term lease, maintenance and repair, and any other direct expenditures relating to the day-to-day servicing of assets of property, plant and equip- ment that are necessary to ensure the continued and effective functioning of such assets. More information can be found in Note 7 to the Financial Statements.

Operating expenditure refers to licensing costs and other direct expenditures relating to the servicing of assets for two taxonomy-eligible activities: sale of second hand goods and installation for EV charging stations. Specification of other direct expenditures is provided in Note 7 and mostly comprises of communication and IT costs, car and travel and premises costs.

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Turnover

Substantial contribution criteria

DNSH criteria (‘Does Not Significantly Harm’)

Economic activities

Code(s)

Absolute turnover

Proportion of turnover

Climate change mitigation

Climate change adaptation

Water and marine resources

Circular economy

Pollution

Biodiversity and ecosystems

Climate change mitigation

Climate change adaptation

Water and marine resources

Circular economy

Pollution

Biodiversity and ecosystems

Minimum safeguards

Taxonomy aligned proportion of turnover, year 2023

Taxonomy aligned proportion of turnover, year 2022

Category (enabling activity)

Category (transitional activity)

NOK in million

%

%

%

%

%

%

%

Y/N

Y/N

Y/N

Y/N

Y/N

Y/N

Y/N

%

%

E

T

A. TAXONOMY-ELIGIBLE ACTIVITIES

A.1. Environmentally sustainable activities (Taxonomy-aligned)

Turnover of environmentally sustainable activities (Taxonomy-aligned) (A.1)

N/A

0

0

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

0

0

N/A

N/A

A.2 Taxonomy-Eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)

Data processing, hosting and related activities

CCM 8.1

1,310

3.8%

N

N

N

N

N

N

N

-

-

N ‌1

0

0

-

T

Sale of spare parts

CE 5.2

448

1.3%

Sale of second-hand goods

CE 5.4

220

0.6%

Installation, maintenance and repair of charging stations for electric vehicles in buildings and parking stations attached to buildings

CCM 7.4

63

0.2%

Y

N

N

N

N

N

N

N

N

N 1

0

0

E

-

Collection and transport of non- hazardous and hazardous waste

CE 2.3

1

0.0%

Turnover of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2)

2,042

5.9%

Total (A.1 + A.2)

2,042

5.9%

B. TAXONOMY-NON-ELIGIBLE ACTIVITIES

Turnover of Taxonomy-non-eligible activities (B)

32,662

94.1%

Total (A + B)

34,704

100%

1 Atea has a long-standing and robust approach to Responsible business conduct and the recommendations in the OECD Guidelines for Multinational Enterprises on Responsible Business Conduct. Atea will work during 2024 to ensure alignment with the updated guidelines published in mid-2023, across all activities.

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Capital Expenditure

Substantial contribution criteria

DNSH criteria (‘Does Not Significantly Harm’)

Economic activities

Code(s)

Absolute CAPEX

Proportion of CAPEX

Climate change mitigation

Climate change adaptation

Water and marine resources

Circular economy

Pollution

Biodiversity and ecosystems

Climate change mitigation

Climate change adaptation

Water and marine resources

Circular economy

Pollution

Biodiversity and ecosystems

Minimum safeguards

Taxonomy aligned proportion of CAPEX, year 2023

Taxonomy aligned proportion of CAPEX, year 2022

Category (enabling activity)

Category (transitional activity)

NOK in million

%

%

%

%

%

%

%

Y/N

Y/N

Y/N

Y/N

Y/N

Y/N

Y/N

%

%

E

T

A. TAXONOMY-ELIGIBLE ACTIVITIES

A.1. Environmentally sustainable activities (Taxonomy-aligned)

CAPEX of environmentally sustainable activities (Taxonomy-aligned) (A.1)

N/A

0

0

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

0

0

N/A

N/A

A.2 Taxonomy-Eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)

Data processing, hosting and related activities

CCM 8.1

90

27.5%

N

N

N

N

N

N

N

-

-

N 1

0

0

-

T

Sale of spare parts

CE 5.2

0

0.0%

Sale of second-hand goods

CE 5.4

5

1.6%

Installation, maintenance and repair of charging stations for electric vehicles in buildings and parking stations attached to buildings

CCM 7.4

0

0.1%

Y

N

N

N

N

N

N

N

N

N 1

0

0

E

-

Collection and transport of non- hazardous and hazardous waste

CE 2.3

0

0.0%

CAPEX of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2)

95

29.2%

Total (A.1 + A.2)

95

29.2%

B. TAXONOMY-NON-ELIGIBLE ACTIVITIES

CAPEX of Taxonomy-non-eligible activities (B)

230

70.8%

Total (A + B)

325

100%

1 Atea has a long-standing and robust approach to Responsible business conduct and the recommendations in the OECD Guidelines for Multinational Enterprises on Responsible Business Conduct. Atea will work during 2024 to ensure alignment with the updated guidelines published in mid-2023, across all activities.

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Responsible Value Chain

Ensuring a responsible value chain is a material priority for Atea. From the extraction of raw materials and component manufacturing, to how technology solutions are used, we want to do our part in minimizing adverse impacts on people and on our planet. Atea is not engaged in manufacturing, but our position in the value chain means we can make positive change happen in this area. Our influence extends beyond our daily business activities.

We advocate for ethical labor practices, sustainable sourcing, and use of natural resources, as well as responsible business conduct across the supply chain. By championing these efforts in collaboration with other industry actors, we contribute to lasting change, fostering a more responsible and sustainable IT industry that respects human and labor rights, reduces its environmental footprint, and aligns with ethical and govern- ance standards.

Supplier Assessment Program

Atea’s process begins with gaining in-depth knowledge about our suppliers’ sustainability efforts. This includes a holistic understanding of the work they conduct in their value chains and the opportunities and risks for people and the planet that may arise from it. With this knowledge, we engage ourselves, our customers, and other stakeholders in taking positive action on relevant matters and jointly addressing systemic issues that cannot be solved by a single actor.

Atea’s Supplier Assessment Program is an important compo- nent of our company’s sustainable business practices. It aims to verify the extent to which our suppliers live up to expecta- tions set by international guidelines, industry standards, our Supplier Code of Conduct, as well as by customer require- ments.

Atea’s long established due diligence process is based on the OECD Due Diligence Guidance for Responsible Business Conduct and the UN Guiding Principles on Business and Human Rights, and we are committed to continuous improve- ment based on our learnings and new regulations. Therefore, in 2023, we restructured our process descriptions for clarity and aligned language.

Powerful New Data-Driven Tool

The major achievement within the Assessment Program in 2023 was the development of our Tool for Sustainability Mapping. It has over 50 parameters, giving us clarity on our suppliers’ sustainability policy commitments and management system maturity. It also provides transparency on matters including the Paris Agreement-aligned climate action plan, as well as progress on labor rights and anti-corruption efforts. With the help of third-party solutions such as EcoVadis Sustainability Intelligence Suite and RBA-Online, manual analysis of publicly available sustainability information and intelligence from our supplier dialogues we’re able to assess

our suppliers based on both qualitative and quantitative data. The objective: ensure up-to-date, applicable, supplier-specific information available for all relevant co-workers within Atea and in the future, on an aggregated level without compro- mising confidentiality, also for customers.

On top of this, an annual evaluation of our parameters ensures this data-driven tool stays relevant. The tool is also used in dialogue with suppliers, helping them identify next steps or improvement areas in their sustainability journey, and to hold them accountable to such progress in line with our Supplier Code of Conduct and our deviation management process.

In 2023, we assessed 71 suppliers according to our improved methodology, representing 87% of our direct spend on hardware and software. Atea prioritized suppliers for the assessment based on specific criteria, including procurement spend, risk, and leverage both through individual initiatives and industry-wide efforts.

To give some examples of the assessment results, suppliers who represent over 83% of our direct spend have a publicly available conflict minerals policy, and suppliers who repre- sent over 74% of our direct spend are committed to or have adopted a Science Based Target. Many of these assessed suppliers are among the most advanced IT companies in the world when it comes to sustainability. Nevertheless, our work

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Atea Group

Financial Statements

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Consolidated statement of Comprehensive Income

NOK in million

Note

2023

2022

Revenue

5

34,704

32,397

Cost of sales

13

(24,455)

(23,395)

Gross profit

10,249

9,002

Payroll and related costs

6 , 15

(7,396)

(6,540)

Other operating costs

7

(921)

(651)

EBITDA

1,932

1,811

Depreciation and amortisation

11 , 12 , 18

(688)

(615)

Operating profit (EBIT)

1,244

1,196

Financial income

8 , 18

24

8

Financial expenses

8 , 18

(247)

(121)

Net financial items

8 , 18

(223)

(112)

Profit before tax

1,021

1,084

Tax

9

(221)

(235)

Profit for the period

800

848

NOK in million

Note

2023

2022

Profit for the period attributable to:

Shareholders of Atea ASA

800

848

Earnings per share

- earnings per share (NOK)

10

7.22

7.62

- diluted earnings per share (NOK)

10

7.14

7.55

Profit for the period

800

848

Currency translation differences

289

73

Items that may be reclassified subsequently to profit or loss

289

73

Other comprehensive income

289

73

Total comprehensive income for the period

1,090

922

Total comprehensive income for the period attributable to:

Shareholders of Atea ASA

1,090

922

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Consolidated statement of Financial Position

NOK in million

Note

31 Dec 2023

31 Dec 2022

ASSETS

Property, plant and equipment

11

514

541

Right-of-use assets

18

1,314

1,253

Deferred tax assets

9

209

207

Goodwill

12

4,336

4,132

Other intangible assets

12

572

452

Other long-term receivables

14 , 18 , 21

182

135

Non-current assets

7,127

6,719

Inventories

13

785

1,198

Trade receivables

5 , 14 , 21

6,946

6,701

Other receivables

5 , 14 , 18 , 21

2,191

2,318

Cash and cash equivalents

21

1,587

922

Current assets

11,509

11,138

Total assets

18,636

17,858

NOK in million

Note

31 Dec 2023

31 Dec 2022

EQUITY AND LIABILITIES

Share capital and premium

15

680

680

Other reserves

1,806

1,518

Retained earnings

1,712

1,531

Equity

4,199

3,728

Interest-bearing long-term liabilities

17 , 19 , 21

588

-

Long-term leasing liabilities

18 , 19 , 21 , 25

1,093

1,055

Other long-term liabilities

18 , 21

168

116

Deferred tax liabilities

9

151

145

Non-current liabilities

2,000

1,316

Trade payables

16 , 21

8,045

7,878

Interest-bearing current liabilities

17 , 1 9 , 21

5

586

Current leasing liabilities

18 , 19 , 21 , 25

418

363

Tax payable

200

265

Provisions

20

55

50

Other current liabilities

5 , 16 , 21

3,715

3,672

Current liabilities

12,437

12,813

Total liabilities

14,437

14,129

Total equity and liabilities

18,636

17,858

Oslo, 21 March 2024 Approved by The Board of Directors

Sven Madsen Chairman of the Board

Lone Schøtt Kunøe Member of the Board

Carl Espen Wollebekk Member of the Board

Saloume Djoudat Member of the Board

Lisbeth Toftkær Kvan Member of the Board

Morten Jurs Member of the Board

Nelly Flatland Member of the Board (employee elected)

Marius Hole Member of the Board (employee elected)

Leiv Jarle Larsen Member of the Board (employee elected)

Steinar Sønsteby CEO of Atea ASA

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Consolidated statement of changes in Equity

Share capital and premiums‌ 1

Other reserves

Retained earnings

NOK in million

Share capital

Share premium

Other paid-in capital

Currency translation differences

Option programmes

Retained earnings

Total equity

Balances at 1 January 2022

111

546

879

565

381

1,025

3,507

Other comprehensive income

-

-

-

73

-

-

73

Profit for the period

-

-

-

-

-

848

848

Issue of share capital

0

23

-

-

-

-

23

Shared based compensation

-

-

-

-

54

-

54

Dividend

-

-

-

-

-

(612)

(612)

Changes related to own shares‌ 2

(1)

-

-

-

-

(164)

(166)

Balance at 31 December 2022

111

569

879

638

435

1,097

3,728

Balances at 1 January 2023

111

569

879

638

435

1,097

3,728

Other comprehensive income

-

-

-

289

-

-

289

Profit for the period

-

-

-

-

-

800

800

Shared based compensation

-

-

-

-

33

-

33

Dividend

-

-

-

-

-

(693)

(693)

Changes related to own shares‌ 2

1

-

-

-

-

41

42

Balance at 31 December 2023

111

569

879

927

467

1,245

4,199

1 See Note 15 .

2 Own shares has been used to fulfill the Group's obligation related to the Share based compensation. The amount is net of tax. In 2023 the tax effect is NOK 14 million in reduced tax (NOK 5 million in 2022).

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Consolidated statement of Cash Flow

NOK in million

Note

2023

2022

Profit before tax

1,021

1,084

Adjusted for:

Net interest expenses

196

133

Depreciation and amortisation

11 , 12 , 18

688

615

Share based compensation

6

64

53

Gains on sale of property, plant and equipment and intangible assets

0

(72)

Change in inventories

487

(10)

Change in trade receivables

193

(1,537)

Change in trade payables

(567)

1,288

Change in other accruals

243

(149)

Taxes paid

(251)

(240)

Interest paid

(220)

(140)

Interest received

24

7

Net cash flow from operational activities

1,878

1,030

NOK in million

Note

2023

2022

Acquisition of subsidiaries/businesses

23

-

(119)

Purchase of property, plant and equipment and intangible assets

11 , 12

(322)

(397)

Sale of property, plant and equipment and intangible assets

11 , 12

2

76

Net cash flow from investment activities

(320)

(441)

Proceeds(+)/Payments (-) from changes in treasury shares

27

(170)

Proceeds from new shares issue

-

23

Dividend paid

(693)

(612)

Payments of lease liabilities

18 , 19

(362)

(315)

Proceeds from raising loans

19

3,224

4,923

Repayment of loans

19

(3,278)

(4,838)

Cash flow from financing activities

(1,082)

(989)

Net change in cash and cash equivalents for the year

476

(400)

Cash and cash equivalents at the start of the year

21

922

1,353

Foreign exchange effect on cash held in a foreign currency

190

(31)

Cash and cash equivalents at the end of the year

1,587

922

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Note 01 General information

The Atea Group (“Atea”) is the leading supplier of IT infrastructure solutions in the Nordic and Baltic countries. Atea is present in seven countries – including Norway, Denmark, Sweden, Finland, Lithuania, Latvia, and Estonia.

The principal activities for the Group’s various business areas are described in more details in Note 4– Segment information.

Atea ASA is a public limited company that is registered and domiciled in Norway. The office address is Karvesvingen 5, Oslo. Atea ASA is listed on Oslo Stock Exchange and had 9,091 shareholders as of 31 December 2023, compared with 8,251 shareholders at the start of the year.

These consolidated accounts were approved by the Board of Directors on the 21 March 2024.

The financial year for Atea started on January 1, 2023, and concluded on December 31, 2023.

Note that there may be figures and percentages that do not always add up correctly due to rounding differences.

Note 02 Basis of preparation

02.1 Basis of the consolidated financial statements

The consolidated financial statements of Atea have been prepared in accordance with IFRS® Accounting Standards as adopted by the EU, and include Atea ASA and subsidiaries in which Atea ASA, directly or indirectly, has a controlling interest through ownership interests or agreements. The consolidated financial statements have been prepared under the historical cost basis and modified by any revaluation of assets and liabilities at fair value through profit or loss according to the policies for the relevant areas. All the figures are presented in NOK and rounded to the closest million. Notice is given of any exceptions.

Going concern

The directors have, at the time of approving the financial statements, a reasonable expectation that the group have adequate resources to continue in operational existence for the foreseeable future. Thus, they continue to adopt the going concern basis of accounting in preparing the financial statements.

02.1.1 Foreign currency translation

02.1.1.1 Functional and presentation currencies

Items included in the financial statements of each of the Atea Group’s entities are measured primarily using the currency of the primary economic environment in which the entity operates (the functional currency). The consolidated financial statements are presented in Norwegian kroner (NOK), which is the functional and presentation currency of Atea ASA.

02.1.2 Transactions and balance sheet items

Foreign currency transactions are translated into the functional currency using the exchange rates prevailing at the dates of the transactions. Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation at year-end exchange rates of monetary assets and liabilities denominated in foreign currencies are recognized in the income statement.

Goodwill and fair value adjustments arising from the acquisition of a foreign entity are treated as assets and liabilities of the foreign entity and translated at the closing rate.

The Group has reclassified Trade payables and Other current liabil-ities for 2022. Trade payables is decreased by NOK 222 million and Other current liabilities is increased by the same amount.

02.2 Adoption of new and revised International Financial Reporting Standards (IFRS® Accounting Standards)

Changes in accounting policy and disclosures

a) New and amended standards adopted by the Group

Amendments to IAS 1 – Disclosure of Accounting Policies:

The amendments are effective for annual periods beginning on or after 1 January 2023. They provide guidance and examples to help entities apply materiality judgments to accounting policy disclosures. With reference to the complete set of financial statements, informa-tion is considered material if omitting, misstating, or obscuring it could

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Note 03 Financial risk and capital management

03.1 Financial risk factors

The Group’s activities cause different financial risks: market risk (including currency risk and price risk), credit risk, liquidity risk and floating interest rate risk. The Group’s overall risk management plan focuses on the unpredictability of the capital markets and attempts to minimise the potential negative effects on the Group’s financial results.

03.1.1 Hedging

The Group has elected not to adopt to the hedge accounting, and the requirements for documentation regarding the approach to hedge effectiveness in IFRS® Accounting Standards 9.   

The Group is only using Cash flow hedges. The hedging instruments are recognized in the statement of financial position and measured at fair value through the income statement.

The Group seeks to minimise the effects of these risks in the daily operations by using derivative financial instruments to hedge these risk exposures. The use of financial derivatives is governed by the Treasury policy approved by the board of directors, which provide written principles on foreign exchange risk, interest rate risk, credit risk, the use of financial derivatives and non-derivative financial instruments, and the investment of excess liquidity. The Group does not enter into or trade financial instruments, including derivative financial instruments, for speculative purposes.

03.1.2 Market risk

The Group’s activities expose it primarily to the financial risks of changes in foreign currency exchange rates and interest rates (see below). The Group enters forward foreign exchange contracts to hedge the exchange rate risk arising mainly from purchase of goods.

Market risk exposures are measured using sensitivity analysis. There has been no change to the Group’s exposure to market risks or the manner in which these risks are managed and measured.

03.1.3 Foreign exchange risk

The company has investments in foreign subsidiaries, whose net assets are exposed to foreign currency translation risk.

The Group operates internationally and is exposed to foreign exchange risk in multiple foreign currencies. This risk is particularly relevant with respect to the Swedish krone (SEK), Danish krone (DKK), Euro (EUR), and US dollar (USD). Foreign exchange risk arises from future commercial transactions, recognised assets and liabilities and net investments in foreign operations.

Foreign exchange risk arises when future commercial transactions or recognised assets or liabilities are denominated in a currency that is not the entity’s functional currency. Atea main foreign currency expo-sure is from purchases of goods denominated in foreign currency. Parent company Atea ASA is exposed to foreign currency risk due to dividends from its subsidiaries.

There is a transactional risk that a company will suffer a loss due to change in currency rate in the period between accepted order and

payment to supplier, or from approving dividends and dividends being paid. Moreover, conversion risk arises in the company’s balance sheet due to the translation of assets or liabilities in foreign currency.

Sensitivity analysis for currency translation risk is prepared at least once a year. Latest sensitivity analysis of balance sheet (equity) for -10 / + 10% fluctuations in foreign currency rates where the company has a net asset (or liability) exposure shows that possible effect is NOK 5 million in 2023 (NOK 155 million in 2022).

Translation risk is arising mainly from cash/overdraft, trade payables, trade receivables balances in foreign currencies.

Exchange rate exposures are managed within approved policy param-eters utilising forward foreign exchange contracts.

Outstanding committed forward foreign exchange contracts at 31 December

NOK in million

2023

2022

Forward exchange contracts, notional amount

2,248

2,267

Forward exchange contracts, fair value

171

229

All outstanding forward foreign exchange contracts at 31 December 2023 have maturity in 2024.

The positions are mainly buy positions against US dollars.

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03.1.6 Credit risk management

Atea has for years had modest losses on trade debtors. New customers must be approved before they are granted credit. The responsibility for granting credit is decentralised to each operating unit. The Group has no significant concentrations of credit risk, since the customer base is large and unrelated. A major part of the customers are within the public sector.

Provisions for losses are accounted for when there are indicators of expected losses. These indicators include:

•In-active accounts

•Bankruptcy

•Hand over accounts to debt collectors or lawyers

•Formal arrangements on arrear debt

•Debt ageing more than 180 days (flat rate valuation adjustment)

In addition, provision for credit losses are accounted for based on flat-rate valuation adjustments (general provision) by using a provision matrix. The amount is examined as of every closing date. The matrix is supported by historical credit loss experience of trade receivables, adjusted as appropriate to reflect current conditions and estimates of future economic conditions.

The flat-rate reduction in value for Atea Group is following:

•Public sector: No provision

•Top 50 customers: Individual (based on outstanding amount).

Flat rate valuation adjustment:

180-270 days overdue: 25%

270-360 days overdue: 50%

More than 360 days overdue: 100%

Derivative counterparties and bank deposits are limited to high-credit-quality financial institutions.

The Group has entered into a securitization contract organized by a bank. The facility enables Atea to sell specified receivables of up to NOK 1,900 million, and customers credit risk is transferred when receivable is sold. See Note 17for more information.

Atea’s concentration of credit risk is limited due to the fact that the customer base is large and unrelated.

The credit risk on liquid funds and derivative financial instruments is limited because the counterparties are banks with high credit-ratings assigned by international credit-rating agencies.

03.1.7 Liquidity risk management

Prudent liquidity risk management implies maintaining sufficient cash, the availability of funding through an adequate amount of committed credit facilities and the ability to close out market positions. Group Treasury aims to maintain flexibility in funding by keeping committed credit lines available.

Group’s remaining contractual maturity for its non-derivative financial liabilities is disclosed in Note17.

Details of additional undrawn facilities that the Group has at its disposal to further reduce liquidity risk are set in Note 17and the APM Note.

03.2 Capital management

The Group manages its capital to secure the ongoing operations of the companies in the Group and to maximise the shareholders’ return. This is accomplished through a healthy balance between liabilities, equity and earnings. Atea assesses its operational gearing (net

interest-bearing liabilities/operating profit before depreciation) and the Group’s equity ratio on an ongoing basis.

The Group’s target is to have an adjusted equity ratio‌1of 20% or more and maximum operational gearing of 2.5. At the end of 2023 the Group had an adjusted equity ratio of 24.4% (22.6% in 2022).

1Atea’s adjusted equity ratio is defined as its equity as a percentage of its adjusted total assets. See APMfor more information.

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Note 05 Revenue recognition, cost of sales and contract balances

Accounting policies

05.1 Revenue recognition

Revenue comprises the fair value of the consideration for the sale of goods and services, net of value-added tax, rebates, and discounts. Intercompany sales are eliminated. Revenues are not recognized unless the customer has accepted the delivery and collectability of the related receivables is reasonably assured.

05.1.1 Practical expedients

The Group has used following practical expedients:

•The Group has not disclosed information about remaining performance obligations that have original expected durations of one year or less.

•The Group does not disclose the amount of the transaction price allocated to the remaining performance obligations and an explanation of when the Group expects to recognise that amount as revenue for the year ended 31 December 2023.

•The Group has recognized the incremental costs of obtaining contracts as an expense when incurred, if the amortization period of the assets that the Group other-wise would have recognised is one year or less.

•The Group does not disclose the effects of a significant financing component if the entity expects, at contract inception, that the period between when the entity transfers a prom-ised good or service to a customer and when the customer pays for that good or service will be one year or less. 

Revenue is recognized as follows for Atea’s different types of revenues:

05.1.2 Sale of products

The sale of products consists of hardware and software deliveries to an end customer. Atea recognizes revenue on a gross basis on product sales in which Atea purchases a product from a vendor and resells it to the end customer. In these contracts, Atea has primary responsibility for ensuring delivery of the specified product to the end customer and has discretion in establishing the price for the product sale.

Under the guidance from the IFRS® Accounting Standards inter-pretations committee in 2022, Atea has determined that it acts as an agent in the resale of standard software and vendor services under the principal/agent criteria in IFRS® Accounting Standards 15 “Revenue from Contracts with Customers”. For this reason, Atea is recognizing revenue from these products and services on a net basis (with gross invoiced sales, less costs of the resold products reported as revenue).

When reselling products, Atea recognizes revenue when a customer obtains control of the products. In a hardware sale or traditional software license sale, the customer obtains control of the products when the products are delivered. Normally, products are delivered directly from the distributor to the customer, or from our centrally located warehouse in Sweden. The products delivered are at Atea’s own risk and expense, and therefore presented as gross sales in the income statement.

In a Software-as-a-service agreement, software is provided over time to an end customer from a Data Center managed or contracted by the software vendor. The customer will purchase and obtain

control of the software-as-a-service on a subscription or consump-tion basis. Revenue is therefore recognized periodically over the life of the software as a service contract. The price may contain both subscription and consumption-based offers from multiple vendors and a variety of offerings. Subscription based offers have fixed price and are billed in different models, including monthly in arrears, upfront, quarterly, and yearly. Billing cycles depend upon the type of subscription and the agreement with vendors.

Software as a service offer is sold in different pricing models, including fixed license prices locked for 36 or 12 months upon purchase, monetary commitments (upfront payment), consumption pricing/pay-as-you-go. The offers can be bundled into a single offer which may include application of different pricing models simultaneously, e.g., customer purchases a fixed fee license and consumption-based offer. As a result, such a customer would receive a single invoice for fixed license fee and the consumption amount. The transaction price is based on the desired profitability level, competition within the market and customer size. The Software as a service agreement contracts are entered for indefinite term, unless terminated by either party. The customer contracts are usually entered for the initial term of 3-year or 1-year. Nevertheless, if the subscriptions are not migrated to another provider, the contracts and corresponding billing relationship remain in force until such subscrip-tions are transferred to another provider.

Whenever the sub-contractors are used to deliver any part of the service, sub-contractors are bound by the same or similar terms of termination. The rights and responsibilities pertaining to the Software as a service agreement with the customers, are corresponding with

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Contract balances:

The following table provides information about receivables, contract assets and contract liabilities from contracts with customers.

NOK in million

2023

2022

Receivables, which are included in Trade receivables‌1

6,946

6,701

Contract assets‌2

291

329

Contract liabilities‌3

1,359

1,156

1See Note 14for an ageing analysis of receivables and description of the changes in receivables.

2The contract assets primarily relates to revenues accrued, but not invoiced. Contract assets are recognised for performance obligations satisfied over time, mainly from services and projects where progress is measured over time. The contract assets are transferred to Trade receivables when the rights to receive payment become uncon-ditional. The contract assets are assessed for impairment in accordance with IFRS® Accounting Standards 9.

3The contract liabilities primarily consists of advance considerations received from customers. See Note16.

Changes in the contract assets and the contract liabilities balances during the period are as follows:

NOK in million

Contract assets

Contract liabilities

At 1 January 2023

329

1,156

Recognised during the year:

Revenue recognised that was included in the contract liability balance at the beginning of the period

-

-966

Invoiced in advance

-

1,106

Transfers from contract assets recognized at the beginning of the period to receivables

-84

-

Increases as a result of changes in the measure of progress

31

3

Currency translation differences

15

61

At 31 December 2023

291

1,359

NOK in million

Contract assets

Contract liabilities

At 1 January 2022

225

1,296

Recognised during the year:

Merge (+/-) internal

-1

5

Revenue recognised that was included in the contract liability balance at the beginning of the period

-

-972

Invoiced in advance

-

819

Transfers from contract assets recognized at the beginning of the period to receivables

73

-

Increases as a result of changes in the measure of progress

29

10

Currency translation differences

3

-1

At 31 December 2022

329

1,156

Remaining performance obligations at year-end

The remaining performance obligations expected to be recognised in more than one year after the year end 2023, is estimated to NOK 1,400 million (NOK 1,187 million in 2022). This is mainly related to Data Center outsourcing agreements that normally can not be cancelled before the contract period of 3-years, without a significant penalty. All the other remaining performance obligations are expected to be recognised within one year.

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Note 06 Payroll and related costs

Accounting policies

06.1 Pension obligations

Group companies operate various pension schemes. The schemes are generally funded through payments to insurance companies. The Group companies does not have any defined benefit plans, only contribution plans. Atea has no further payment obligations once the contributions have been paid.

06.2 Share-based compensation

The group has two programs:

6.2.1 Share options

6.2.2 Employee Share Savings Program

A cost of totally NOK 64 million has been charged as an expense in the income statement in 2023 relating to shared based compensation (NOK 53 million in 2022). In addition, National Insurance contribution expenses of NOK 27 million have been charged in 2023 (NOK -19 million in 2022).

06.2.1 Share options:

Share options have been allotted to the management and selected employees. Each share option allows for the subscription of one share in Atea ASA. The fair value of the options is calculated when they are allotted and expensed over the vesting period. The maximum term of the options granted is normally 4 years. The company are using treasury shares to meet the contractual obligations of its share options. The company also retains the right to settle share options in cash based on the difference between the share price on the date of exercise and the strike price of the option contract. When employees are exercising options, Atea is settling the employees tax obligation

by withholding shares.There is no tax obligation to be settled in the balance on 31 December 2023.

Employee options at Atea represent rights for selectee employees and the management to subscribe to shares in the company at a future date at a predetermined subscription price (subscription right). To gain the rights to subscribe requires continued employment. Once the rights are gained (“vested”), there is no employment obligation at present.

06.2.2 Employee Share Savings Program:

Atea ASA has in 2023 established an Employee Share Savings Program which is open to all employees of the Atea Group. Under the terms of the Program, participating employees may allocate a fixed amount of their monthly after-tax salary to purchase shares in Atea ASA. As an additional incentive, participating employees will receive one “bonus” share for each two ordinary shares purchased under the Program after a vesting period in which the specified ordinary shares must be held. The outstanding instruments (RSU) at 31 December 2023 was 86,332 shares.

The fair value of the employee services received in exchange for the allotment of options and Employee Share Savings Program is recognized as an expense. The total amount to be expensed over the vesting period is determined by reference to the fair value of the options allotted or the Atea’s obligation to issue bonus shares. On each balance sheet date, the company revises its estimates of the number of options that are expected to become exercisable or the obligation to issue bonus shares. It recognizes the impact of the revision of original estimates, if any, in the income statement, and a corresponding adjustment to equity over the remaining vesting period.

Expenses recognised for payroll and related costs are analyzed below:

NOK in million

2023

2022

Wages and salaries to employees

-5,615

-4,949

Total social security costs‌1

-896

-833

Share based compensation

-90

-34

Pension costs

-491

-432

Other personnel costs

-304

-292

Total Payroll and related costs

-7,396

-6,540

Average number of full time employees

8,160

7,881

1Social security cost related to shared based compensation was NOK -27 million in 2023 (NOK 19 million in 2022).

Compensation to Executive Directors‌1

NOK in million

2023

2022

Fixed salary

-29

-24

One-year variable salary

-11

-11

Multi-year variable salary‌2

-27

-27

Pension costs

-3

-3

Total remuneration

-70

-65

1Wages and remuneration to the CEO, CFO, Board of Directors and the employees’ share option plans are described in a separate Remuneration report published at atea.com.

2Related to Share-based compensation and reflects IFRS® Accounting Standards 2 expense for outstanding stock options to the employee during period.

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Note 07 Other operating costs

NOK in million

2023

2022

Car and travel costs

-196

-168

Communication and IT costs

-504

-402

Premises costs

-154

-133

Marketing costs

-49

-45

Bad debts

-12

-5

Other income3

47

109

Other costs and cost reimbursement1, 2

-53

-7

Total other operating costs

-921

-651

1Audit fees

The table below shows Deloitte’s total charges for auditing and other services. All amounts are exclusive of VAT

NOK in million

2023

2022

Auditor's fees

-8.6

-8.3

Tax advisory services

-0.5

-0.2

Total

-9.1

-8.5

2Remuneration to the Board of Directors of Atea ASA

NOK 1.8 million was paid in fees to the Board of Directors of Atea ASA in 2023 (NOK 1.8 million in 2022). Fees to the Chairman of the Board amounted to NOK 500,000, fees to the employee representatives amounted to NOK 150,000 each and the rest of the Board of Directors received a fee of NOK 200,000 each.

NOK 350,000 was paid in fees to the Audit Committee of Atea ASA in 2023 (NOK 350,000 in 2022). Fees to the Chairman of the Audit Committee was NOK 150,000, and NOK 100,000 to each other two members.

3Other income

The amount includes a gain of NOK 72 million related to sale of Atea Mobile business in Norway in 2022. See Note23.

Other income of NOK 47 million in 2023 mainly consist of leasing of premises to companies controlled by Lone Schøtt Kunøe, who is member of the Booard of Directors (NOK 18 million), see Note 26. In adition, interest invoiced to customers for late payment, (NOK 24 million).

Note 08 Net financial items

Accounting policies

Individual financial statements of Atea ASA and its subsidiaries are prepared in the respective entities’ functional currency. Functional currency is the currency of the primary economic environment in which the entity operates. The functional currency of Atea ASA is Norwegian kroner (NOK). In the individual financial statements, transactions in currencies other than the entity’s functional currency are recognized by applying the exchange rate at the date of transaction. At the balance sheet date, monetary items denominated in foreign currencies are translated using the exchange rate at that date. The changes in value due to such foreign currency translations are recognized in the statement of income of the individual entity and reflected as “foreign currency exchnage gain/loss” in the consolidtaed statement of income for the Group.

NOK in million

2023

2022

Interest income

24

7

Other financial income

0

1

Total financial income

24

8

Interest costs on loans

-146

-78

Interest costs on leases

-74

-61

Foreign exchange effects

-21

30

Other financial expenses

-7

-11

Total financial expenses

-247

-121

Total net financial items

-223

-112

Foreign exchange effects included in operating loss total NOK 21 million in 2023 (operating profit of NOK 30 million in 2022).

89

89







 

 

Deferred tax assets (liabilities)

2022

NOK in million

Book value at 1 Jan 2022

Recognized in P/L

Recognized

in equity

Business combinations/

disposals

Currency translation differences

Book value at 31 Dec 2022

Temporary differences

Property, plant and equipment

26

-9

-

-

1

18

Intangible assets5

-173

0

-

-3

-3

-179

Inventories

5

0

-

-

0

5

Trade and other receivables

4

0

-

-

0

5

Provisions and accruals

10

0

-

-

0

10

Capital gain/loss accounts

-43

5

-

-

1

-37

Financial leases

14

1

-

-

0

16

Other financial liabilities

6

6

-

-

0

12

Other differences

-7

0

1

-

0

-6

Total

-158

3

1

-3

0

-156

Unused tax losses and credits

Tax loss carryforward

275

-51

-

-

2

226

Other temporary differences not recognized on the statement of financial position

-6

-2

-

-

-

-8

Deferred tax assets recognized on the statement of financial position

269

-53

-

-

2

218

Net deferred tax assets recognized on the statement of financial position

112

-51

1

-3

2

62

92

92







 

 

The Group’s tax losses expires as follows:

NOK in million

No expiration deadline

Total at 31 Dec 2023

Norway

680

680

Denmark

125

125

Finland

1

1

The Baltic

2

2

Atea Service Center

6

6

AppXite

51

51

Total

864

864

1Atea recognises deferred tax assets on the statement of financial position when it has been deemed adequately probable that the operations in the indvidual country will generate a taxable profit that the tax loss carry forward can be used to offset. Taking into account the historical losses and cyclical nature, future earnings are not deemed probable until the indi-vidual company has actually reported a taxable profit for a period of time. Tax loss carry forward related to interest limitation have 10 year expiration. Total amount of non-taxable interest expenses carry forward was NOK 107 million at 31 December 2023.

2The tax rate used for the 2023 reconciliations above is the corporate tax rate of 22% (2022: 22%) payable by corporate entities in Norway on taxable profits under the tax law in that jurisdiction.

3Non taxable income and non deductible expenses pursuant to the countries income tax laws.

4Nominal tax rates in 2023 by country: Norway - 22%, Sweden - 20.6%, Finland - 20%, Denmark - 22%, The Baltic - 0-15%.

Nominal tax rates in 2022 by country: Norway - 22%, Sweden - 20.6%, Finland - 20%, Denmark - 22%, The Baltic - 0-15%.

5Primarily related to depreciable excess values from business combinations.

93

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Note 10 Earnings per share

Basic

Basic earnings per share is calculated by dividing the profit attributable to shareholders of the Company by the weighted average number of ordinary shares in issue during the year.

NOK in million

2023

2022

Profit for the period

800

848

Weighted average number of outstanding shares (in million)

111

111

Basic earnings per share (NOK)

7.22

7.62

Diluted

Diluted earnings per share is calculated by adjusting the weighted average number of ordinary shares outstanding to assume conversion of all dilutive potential ordinary shares. The Company’s dilutive potential ordinary shares are share options issued. A calculation is done to determine the number of shares that could have been acquired at fair value (determined as the average annual market share price of the Company’s shares) based on the monetary value of the subscription rights attached to outstanding share options. The number of shares calculated as above is compared with the number of shares that would have been issued assuming the exercise of the share options.

NOK in million

2023

2022

Profit for the period

800

848

Weighted average number of outstanding shares (in million)

112

112

Diluted earnings per share (NOK)

7.14

7.55

Note 11 Property, plant and equipment

Accounting policies

Recognition

Property, plant, and equipment are stated at historical cost less depreciation. Historical cost includes expenses that are directly attributable to the acquisition of the items. Costs are included in the asset’s carrying amount or recognized as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will pass to Atea and the cost of the item can be measured reliably.

Depreciation is calculated using the straight-line method to allocate their cost over their estimated useful lives as follows:

(i) Buildings, 20-30 years

(ii) Land, No depreciation

(iii) Vehicles & office machines, 3-5 years

(iv) Furniture and fittings, 3-10 years

(v) Computer equipment, 3-5 years

The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at each balance sheet date. An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount is greater than its estimated recoverable amount.

Repair and maintenance costs are charged to the income statement during the financial period in which they are incurred. Gains and losses on disposals are determined by comparing the proceeds with the carrying amount.

94

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Note 12 Goodwill and intangible assets

Accounting policies

12.1 Goodwill

Atea’s goodwill is material. No impairment loss (or reversal) has been recognised during current and the previous year.

Goodwill represents the excess of the cost of acquisition over the fair value of Atea’s share of the net identifiable assets of the acquired business at the time of the acquisition. Goodwill is tested annually for impairment, or more frequently when there is an indication that the unit may be impaired and carried at cost less accumulated impairment losses. An impairment loss recognised for goodwill is not reversed in a subsequent period. Goodwill is allocated to the relevant cash-gen-erating units for the purpose of impairment testing. Each of those cash-generating units represents the lowest levels for which there are separately identifiable cash flows. Gains and losses on the sale of business interests include the carrying amount of goodwill relating to the entity sold.

Goodwill impairment test

Goodwill and other assets are allocated to the Group’s cash-gener-ating units. Atea allocates goodwill to the actual country of operation (segment) where the operations are located.

Goodwill has an indefinite useful life and is not amortised, but impair-ment losses are recognised if the recoverable amount is less than the book value.

Recoverable amounts for cash-generating units are estimated based on calculating the asset’s value in use. Cash flow forecasts are used based on the budget for revenues, product/service mix, profit margins, costs and capital employment. Revenue growth for 2024 is based on budget approved by the Board of Directors and growth estimates for 2025-2028 varies between 1.1% and 8.9%‌1based on management estimates and expected market growth in every country. Cash flows beyond these five years are based on an expected growth rate of 0.5% - 1.3% for an indefinite period (deter-mined primarily by external market analyses).

Discount rates represent the current market assessment of the risks specific to each cash-generating unit, taking into consideration the time value of money and individual risks of the underlying assets that have not been incorporated in the cash flow estimates. The discount rate calculation is based on the specific circumstances of the Group and its operating segments and is derived from its Weighted Average Cost of Capital (WACC). The WACC rates used in discounting the future cash flows are based on a 10-year government bond rate in the respective countries, adjusted for weighted average interest margin on external Group facilities. A market risk premium and a country risk premium is added. The discount rates also take into account the gearing, corporate tax rate, and asset beta.The cost of equity is derived from the expected return on investment by the Group’s inves-tors. The cost of debt is based on the interest-bearing borrowings the Group is obliged to service. Segment-specific risk is incorporated by applying beta factor. Adjustments to the discount rate are made

to factor in the specific amount and timing of the future tax flows in order to reflect a pre-tax discount rate.

The Group has assessed whether expected useful lives of non-cur-rent assets and estimated residual values are effected because of climate risks. The Group has not identified any indicator that exist that non-financial assets are impaired as a result of climate risk or Paris agreement measures. See Note 27for more information.

Sensitivity analysis:

In addition to impairment testing using the base case assumptions above, few separate sensitivity analyses were performed for each cash-generating units:

–a discount rate analysis where the discount rate was increased by 3% due to adjusted estimates on market premium and credit risk,

–revenue growth is 1- 5% below estimated growth in 2025-2028.

–EBITDA margin is 0.25% below estimated growth in 2025-2028.

The EBITDA margin is the most sensitive parameter in the impairment test. The goodwill related to the operations in Denmark is the most critical for possible impairment based on historical results.

Management believes that any other reasonably possible change in the key assumptions above, will not cause the aggregate carrying amount to exceed the aggregate recoverable amount of any of the cash generating units.

96

96







 

 

NOK in million

Goodwill

Contracts and customer relationships

Computer software and rights

Total other intangible assets

Acquisitions

1 January 2022

3,942

299

1,127

1,427

Additions

Ordinary additions

-

-

160

160

Business combinations

107

50

-

50

Disposals1

-

-2

-70

-72

Currency translation effects

83

8

32

40

31 December 2022

4,132

355

1,250

1,605

Changes from prior years

-

-26

-59

-86

Additions

Ordinary additions

-

-

190

190

Disposals1

-

-

-7

-7

Currency translation effects

204

14

77

91

31 December 2023

4,336

343

1,451

1,794

Accumulated amortisation

1 January 2022

-

-283

-816

-1,098

Amortisation

-11

-82

-93

Disposals1

-

0

70

70

Currency translation effects

-

-7

-25

-32

31 December 2022

-

-300

-853

-1,153

Changes from prior years

-

26

59

86

Amortisation

-15

-86

-101

Disposals1

-

-

7

7

Currency translation effects

-

-10

-50

-60

31 December 2023

-

-299

-924

-1,222

Acquisition cost

4,132

355

1,250

1,605

NOK in million

Goodwill

Contracts and customer relationships

Computer software and rights

Total other intangible assets

Accumulated amortisation and write-downs

-

-300

-853

-1,153

Book value at 31 December 2022

4,132

55

397

452

Acquisition cost

4,336

343

1,451

1,794

Accumulated amortisation and write downs

-

-299

-924

-1,222

Book value at 31 December 2023

4,336

44

528

572

1Gain/loss on the disposal of intangible assets accounted for insignificant amounts in 2023 and 2022.

Allocations of goodwill

NOK in million

2023

2022

Norway

1,148

1,148

Sweden

720

671

Denmark

1,792

1,680

Finland

284

265

The Baltics

274

256

The Group Shared Services

119

111

Total

4,336

4,132

The Group does not have any significant research expenses.

Development costs related to internal systems are capitalised in the balance sheet with NOK 112 million (NOK 66 million in 2022).

98

98







 

 

Note 13 Inventories

Accounting policies

Goods purchased for resale are valued at the lower of historical cost or net realizable value. The net realizable value is the estimated sales price under ordinary operations less the cost of sales. The historical cost is calculated by means of the first-in, first-out principle (FIFO).

Atea also keeps inventory to cover the spare parts needed in connection with service agreements. The spare parts inventory is recognized at lower of cost and net realisable value. Spare parts are written-down over the average length of the service contracts.

NOK in million

2023

2022

Cost of inventories

827

1,245

Accumulated provisions for write-downs

-42

-46

Book value at 31 December

785

1,198

Provision for write-downs at 1 January

-46

-40

Additional provisions

-11

-11

Used provisions

17

5

Foreign exchange effects on inventory write-downs

-2

0

Provision for write-downs at 31 December

-42

-46

Write-down of inventories recognised as an expense and included in Cost of sales

11

9

Inventories recognised as an expense during the period

-21,389

-20,219

99

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Note 15 Share capital and premium, options and shareholders

Accounting policies

Own Shares

Own shares represent the shares of the parent company Atea ASA that are held in treasury or by the employee benefit trust. Own shares are recorded at cost and deducted from equity. Atea ASA holds 1,233,053 own shares at 31 December 2023 (1,786,498 at 31 December 2022).

The company has used own shares in order to fullfill their obligation related to shared based compensation. See Note 6.

Shares and share capital

In 2023 the nominal value of shares was NOK 1 per share. All the shares issued by the company are fully paid.

Number of shares

Share capital

NOK in million, except number of shares

Issued

Treasury shares

Issued

Treasury shares

Share premium

Total paid-in equity

At 1 January 2022

112,130,609

-608,567

112

-1

546

657

Issue of Share capital

253,484

-

0

-

23

23

Changes related to own shares

-

-1,177,931

-

-1

-

-1

At 31 December 2022

112,384,093

-1,786,498

112

-2

569

680

At 1 January 2023

112,384,093

-1,786,498

112

-2

569

680

Changes related to own shares

-

553,445

-

1

-

1

At 31 December 2023

112,384,093

-1,233,053

112

-1

569

680

10 largest shareholders at 31 December 2023‌1

Shareholder

Shares

%

Systemintegration APS2

31,391,063

27.9%

Folketrygdfondet

8,210,886

7.3%

State Street Bank and Trust Co.3

5,927,724

5.3%

State Street Bank and Trust Co.3

3,984,978

3.5%

Verdipapirfond Odin Norden

3,656,029

3.3%

State Street Bank and Trust Co.3

2,739,448

2.4%

RBC Investor Services Trust3

2,657,864

2.4%

State Street Bank and Trust Co.3

2,611,742

2.3%

Verdipapirfond Odin Norge

2,287,192

2.0%

Danske Capital

1,769,982

1.6%

Other

47,147,185

42.0%

Total number of shares

112,384,093

100.0%

Number of shareholders:

9,091

Percentage of foreign shareholders:

67%

1Source: Verdipapirsentralen.

2Includes shares held by Lone Schøtt Kunøe.

3Includes client nominee accounts.

102

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Note 18 Leases

Accounting policies

Atea as a lessee

The Group recognises a right-of-use asset and a lease liability at the lease commencement date. The right-of-use asset is initially meas-ured at cost, which comprises the initial amount of the lease liability adjusted for any lease payments made at or before the commence-ment date, plus any initial direct costs incurred.

The right-of-use asset is subsequently depreciated using the straight-line method from the commencement date to the earlier of the end of the useful life of the right-of-use asset or the end of the lease term.

The lease liability is initially measured at the present value of the lease payments that are not paid at the commencement date, discounted using the interest rate implicit in the lease, or if that rate cannot be readily determined, the Groups incremental borrowing rate (IBR). The Group does not have any variable lease payments. The Group includes an extension of the contracts in the lease valuation if it is reasonably certain that the Group will extend the contracts. From practical perspective and to avoid mistakes single discount rate will be used to portfolio of leases. Different IBR were estimated for portfolios based on economic environment. IBR for the different portfolios is based on information about credit spreads which the Group believes are relevant to compare with an interest rate that would be achieved when financing similar assets. IBR will be calcu-lated separately on contact by contract basis for leases which do not fit to portfolios.

Short term leases and leases of low-value assets:

The Group has elected not to recognise the right-of-use assets and liabilities for short-term leases of equipment and low value assets with an underlying value of USD 5,000 or less when they are new. This is not related to Financial sub-leases.

The Group did not make any adjustments in lease terms or modi-fication of lease contracts during the periods presented that have significantly affected the lease liability and corresponding right-of-use assets.

The nature of the lessee’s leasing activities

The Group leases different kind of assets. The main amounts are related to leases of office buildings and cars. The lease of offices typically run for a period of 5-12 years. The lease of cars typically run for a period of 3-5 years. The Group does not have any leasing contracts with variable payment terms.

Practical expedients applied

Leases with a lease term of 12 months or shorter, except Financial subleases, will not be capitalised.

Low-value leases, meaning mainly office equipment with an under-lying value of USD 5,000 or less when they are new, will not be capitalised. This is not related to Financial subleases.

Contracts with extension options

Some leases of premises contain extension options exercisable by the Group. The extension options held are exercisable only by the Group, and not by the lessors. The Group includes an extension of

the contracts in the lease valuation if it is reasonably certain that the Group will extend the contracts.

Subleasing

The Group is subleasing products to the customers as part of the regular operations. In addition, some of its properties are subleased under operating and finance leases. As of 31 December 2023, the Group had a net present value of NOK 106 million recognised in the Financial position as sublease contracts (NOK 82 million as of 31 December 2022). The residual value obligation of leases is disclosed in Note 25Commitments.

Atea as a lessor 

The “Device as a service” contracts (see Note 5.1.3.4) include a financial lease with the customer who obtains a right to use the devices. The contracts are often supported by financing solutions from external finance institutions. Typically, the product elements in the contracts are financed by leasing from external leasing compa-nies. The leasing arrangement can either be a direct agreement between the customer and the leasing company, or an agreement between Atea and the customer, supported by a separate lease agreement between the leasing company and Atea. In the latter, Atea sells the devices to the leasing company and leases them back with an obligation or a right to buy back at the end of the lease term. This transaction is, for accounting purposes, classified as a financing transaction (secured borrowing) and the Group does not recognize revenue, cost, or sales profit. In the first case (leasing agreement directly between the leasing company and the customer), the Group is not a part of the agreement and does not recognize the lease. See Note 5for more information.

106

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NOK in million

ROU, Buildings and property

ROU, Computer equipment

ROU, Motor vehicles

ROU, Office machines

Total right-of-use assets

Acquisition cost

1,580

268

394

2

2,243

Accumulated depreciation and write downs

-542

-232

-215

-2

-990

Book value 31 December 2022

1,037

36

179

0

1,253

Acquisition cost

1,808

285

465

2

2,561

Accumulated depreciation and write downs

-764

-235

-246

-2

-1,247

Book value 31 December 2023

1,044

50

220

0

1,314

Lease liabilities

Maturity analysis - contractual undiscounted cash flows to be paid after reporting date.

NOK in million

2023

2022

Less than one year

-451

-416

One to five years

-942

-765

More than five years

-303

-437

Total undiscounted lease liabilities at 31 December

-1,697

-1,618

Lease liabilities included in the Consolidated statement of financial position at 31 December

-1,511

-1,418

Current

-418

-363

Non-current

-1,093

-1,055

108

108







 

 

Atea as a lessor - age distribution operational lease

Maturity analysis - contractual undiscounted lease payments to be received after reporting date‌1.

NOK in million

2023

2022

Less than one year

11

8

One to two years

-

0

Total

11

8

1Mainly related to operating subleasing of premises.

Atea as a lessor - age distribution financial lease

Maturity analysis - contractual undiscounted lease payments to be received after reporting date‌2.

NOK in million

2023

2022

Less than one year

61

46

One to two years

39

23

Two to three years

9

10

Three to four years

1

5

Total undiscounted lease receivable

111

84

Unearned finance income

-5

-2

Net investement in the lease

106

82

2Mainly related to financial subleasing of products to customers.

Amounts recognised in the Consolidated income statement

NOK in million

2023

2022

Profit on subleasing transactions‌3

2

1

Income from subleasing right-of-use assets‌4

10

8

Expenses relating to short-term leases‌5

-15

-19

Expenses relating to leases of low-value assets‌6

-15

-11

Interest expense, leasing‌7,‌8

-68

-58

Interest income, subleasing‌9

6

4

Interest expenses, subleasing‌9

-6

-4

3Atea is subleasing products to the costomers as part of the regular operations. The Group recognizes revenue and the Cost of sales when the underlying assets are available for use by the customer.

4Related to operating subleasing of premises.

5A lease that at the commencement date has a lease term of 12 months or less.

6Operating lease of assets with a value below USD 5,000 not included in 3) above.

7Interest expenses on Finance lease liabilities.

8Interest paid for lease liabilities is included in Interest paid in Net cash flow from operational activities in the Consolidated Statement of Cash flow.

9Mainly related to interest income and expenses related to subleasing of products to the customers.

Amounts recognized in the Consolidated statement of cash flow

NOK in million

2023

2022

Total cash outflow from leases

-362

-315

109

109







 

 

Note 19 Changes in financial liabilities

NOK in million

Other long term loans

Long-term interest-bearing liabilities

Current interest-bearing liabilities

Long term leasing liabilities

Current leasing liabilities

Total

Balance at 1 January 2023

17

-

-586

-1,055

-363

-1,987

Proceeds from overdraft/uncommitted securitization facility

-

-588

-2,636

-

-

-3,224

Repayments of overdraft/uncommitted securitization facility

-

-

3,275

-

-

3,275

Lease payments

-

-

-

-7

350

343

Other cash payments

-2

-

5

-

-

3

Deferred interest expenses

-

-

-

-

-

-

Lease contracts - non-cash items

-

-

-

-

-386

-386

Other non-cash items

-

-

-59

7

0

-52

Currency effect

1

-

-5

-38

-18

-61

Balance at 31 December 2023

15

-588

-5

-1,093

-418

-2,089

NOK in million

Other long term loans

Long-term interest-bearing liabilities

Current interest-bearing liabilities

Long term leasing liabilities

Current leasing liabilities

Total

Balance at 1 January 2022

29

-475

-8

-1,038

-355

-1,848

Proceeds from overdraft/uncommitted securitization facility

-

-

-4,923

-

-

-4,923

Repayments of overdraft/uncommitted securitization facility

-

-

4,847

-

-

4,847

Lease payments

-

-

-

17

341

358

Other cash payments

-13

-

5

-

-

-8

Deferred interest expenses

-

-

-1

-

-

-1

Lease contracts - non-cash items

-

-

-

-

-356

-356

Other non-cash items

-

475

-505

-27

11

-46

Currency effect

0

-

0

-7

-4

-10

Balance at 31 December 2022

17

-

-586

-1,055

-363

-1,987

110

110







 

 

Note 22 Corporate structure of the Atea Group

NOK in million

From date

Local currency

Voting rights/ownership (%)

Primary activity

Holding

Atea ASA

NOK

Listed

Holding

Norway

Atea AS

NOK

100%

IT infrastructure

Atea Finans AS

NOK

100%

Leasing

Sweden

Atea Holding AB

SEK

100%

Holding

Atea Sverige AB

SEK

100%

IT infrastructure

Atea Finans AB

SEK

100%

Leasing

Denmark

Atea Danmark Holding A/S

DKK

100%

Holding

Atea A/S

DKK

100%

IT infrastructure

Atea Inc

USD

100%

IT infrastructure

Atea Finans A/S

DKK

100%

Leasing

Finland

Atea Holding Oy

EUR

100%

Holding

Atea Oy

EUR

100%

IT infrastructure

BCC Finland Oy

EUR

100%

IT infrastructure

Atea Finance Finland Oy

EUR

100%

Leasing

Gambit Labs Oy

EUR

100%

Consulting

Gambit Fuser Oy

EUR

100%

Consulting

Gambit Quantic Oy

EUR

100%

Consulting

Topnordic Finland Oy

EUR

100%

IT infrastructure

NOK in million

From date

Local currency

Voting rights/ownership (%)

Primary activity

The Baltics

Atea Baltic UAB

EUR

100%

Holding

Atea UAB

EUR

100%

IT infrastructure

Atea AS

EUR

100%

IT infrastructure

Atea Finance OÜ

EUR

100%

Leasing

Atea Finance Lithuania UAB

EUR

100%

Leasing

Solver UAB

EUR

100%

IT infrastructure

EIT Sprendimai UAB

EUR

100%

IT infrastructure

BMK UAB

EUR

100%

IT infrastructure

Baltnetos Komunikacijos UAB

EUR

100%

IT infrastructure

CRC SIA

EUR

100%

IT infrastructure

Atea SIA

EUR

100%

IT infrastructure

AppXite

AppXite SIA

EUR

100%

Software distribution

AppXite AS

NOK

100%

Software distribution

AppXite AB

SEK

100%

Software distribution

AppXite B.V.

EUR

100%

Software distribution

AppXite S.R.L.

EUR

100%

Software distribution

AppXite ApS

DKK

100%

Software distribution

AppXite Oy

EUR

100%

Software distribution

Group Shared Services

Atea Logistics AB

SEK

100%

Group Shared Services

Atea Global Services AB

SEK

100%

Group Shared Services

Atea Global Services SIA

EUR

100%

Group Shared Services

Atea Service Center AB

SEK

100%

Securitization contract management

Atea Group Functions A/S

DKK

100%

Group Shared Services

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Note 24 Contingent liabilities and assets

Ordinary course of business

The Group has contingent liabilities in respect of bank and other guar-antees and other matters arising in the ordinary course of business. It is not anticipated that any material liabilities will arise from the contin-gent liabilities. The Group has given guarantees in the ordinary course of business amounting to NOK 9,521 million in 2023 (NOK 8,307 million in 2022) to external parties (see Note 25).

For contingent considerations regarding Business combinations, see Note23.

Legal disputes

Atea (the Group) is involved in lawsuits in various jurisdictions. The outcome for a number of these cases is uncertain. In management’s opinion these cases will be resolved without significantly weakening the Group’s financial standing. If the disputes nevertheless end with a negative outcome, Atea is insured in most cases.

Note 25 Commitments

NOK in million

2023

2022

Guarantees to financial institutions‌1

1,022

996

Guarantees to business associates‌2

8,133

6,963

Residual value obligations related to leasing activities‌3

365

348

Total guarantees

9,521

8,307

1In addition to facilities disclosed in Note 17, Atea ASA issued guarantees for sublease facilities of NOK 106 million in 2023 (NOK 82 million in 2022).

2As part of the ordinary operations, parent company guarantees are furnished to suppliers and partners on behalf of subsidiaries.

3The leasing companies have a residual value obligation of NOK 365 million in 2023 (NOK 348 million in 2022) on the outstanding leasing contracts. No losses have been incurred as result of this, and the risk of incurring losses is considered being low.

Pledged assets under securitization contract (see Note17)

As part of securitization contract, Atea has pledged the following asset to Nordea Denmark, Branch of Nordea Bank Abp:

•Shares and related rights of Atea Service Center AB (subsidiary, 100% owned by Atea ASA).

•Bank accounts of Atea Service Center AB. Cash balance including restricted cash in other companies amount NOK 643 million at the end of 2023 (NOK 823 million at the end of 2022).

•Trade receivables covering uncommitted revolving credit facility, but not exceeding the limit of NOK 1,100 million at the end of 2023 (limit of NOK 1,100 million at the end of 2022). Atea has no borrowings secured by receivables at the end of 2023 (facility utilised amounting of NOK 95 million at the end of 2022).

Note 26 Related parties

Atea has ongoing transactions with related parties. All the transactions are in accordance with the arm’s length principle and as part of the ordinary operations. The most important transactions are listed below.

The transactions have been carried out by companies controlled by Lone Schøtt Kunøe, who is the Board member and close associate to the largest shareholder, of Atea ASA, Ib Kunøe through the company Systemintegration ApS. Transactions have also been carried out with companies controlled by Managing Director of Atea Baltic UAB, Arūnas Bartusevicius. In addition, transactions with companies controlled by Elmera Group ASA. The CEO of Atea ASA, Steinar Sønsteby is Chairman of the Board in Elmera ASA.

Wages and remuneration to the CEO, CFO, Board of Directors are described in a separate Remuneration report published at atea.com. See also Note 6and Note 7.

Sales to(+)/from(-) related parties

Credit (+)/debit (-) balances with related parties

2023

2022

2023

2022

Leasing of property or equipment

5.0

4.4

-

-

Development of software

-0.2

-0.5

-

-

Other‌1

26.8

29.0

-0.2

0.2

1Includes transactions with companies controlled by Lone Schøtt Kunøe (NOK 18 million), and companies controlled by Elmera Group (NOK 9 million).

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Statement of Comprehensive Income Atea ASA

NOK in million

Note

2023

2022

Revenue

1

75

70

Payroll and related costs

3

-61

-49

Depreciation and amortisation

0

-1

Other operating costs

-57

-53

Operating profit (EBIT)

-43

-33

Financial income

4

1,131

1,114

Financial expenses

4

-309

-121

Net financial items

4

822

993

Profit before tax

779

960

Tax

5

-33

-39

Profit for the period

746

921

Profit for the period

746

921

Total comprehensive income for the period

746

921

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Statement of Financial Positions Atea ASA

NOK in million

Note

31 Dec 2023

31 Dec 2022

ASSETS

Deferred tax assets

5

176

189

Other long-term receivables

10 , 13

800

800

Investments in subsidiaries

6

3,862

3,841

Non-current assets

4,839

4,830

Trade receivables

13

78

139

Other receivables

7 , 13

1,666

1,758

Other financial assets

2

-

Cash and cash equivalents

11 , 13

823

-

Current assets

2,569

1,897

Total assets

7,408

6,727

NOK in million

Note

31 Dec 2023

31 Dec 2022

EQUITY AND LIABILITIES

Share capital and premium

8

682

680

Other reserves

879

879

Retained earnings

737

623

Equity

2,299

2,184

Interest-bearing long-term liabilities

11 , 13

588

0

Non-current liabilities

588

0

Trade payables

9

4

25

Interest-bearing current liabilities

11 , 13

5

477

Tax payable

5

16

7

Other current liabilities

9

153

194

Other financial liabilities

9 , 13

4,344

3,839

Current liabilities

4,522

4,543

Total liabilities

5,110

4,543

Total equity and liabilities

7,408

6,727

Oslo, 21 March 2024 Approved by The Board of Directors

Sven Madsen Chairman of the Board

Lone Schøtt Kunøe Member of the Board

Carl Espen Wollebekk Member of the Board

Saloume Djoudat Member of the Board

Lisbeth Toftkær Kvan Member of the Board

Morten Jurs Member of the Board

Nelly Flatland Member of the Board (employee elected)

Marius Hole Member of the Board (employee elected)

Leiv Jarle Larsen Member of the Board (employee elected)

Steinar Sønsteby CEO of Atea ASA

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Statement of Cash Flow Atea ASA

NOK in million

Note

2023

2022

Profit before tax

779

960

Adjustment for:

Net interest expenses

135

64

Depreciation and amortization

0

1

Share-based compensation

17

17

Interest received

187

72

Interest paid

-322

-136

Change in trade receivables

61

-73

Change in trade payables

-21

13

Taxes paid

-7

-

Other changes in working capital

47

-552

Cash flow from operational activities

876

364

Dividend paid

-693

-612

Payments from changes in treasury shares

8

27

-170

Proceeds from new share issue

8

-

23

Payments of lease liabilities

0

-1

Changes in debt

614

-64

Cash flow from financing activities

-52

-824

Net change in cash and cash equivalents at the start for the year

823

-460

Cash and cash equivalents at the start of the year

11

-

460

Cash and cash equivalents at the end of the year

11

823

-

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Statement of Changes in Equity Atea ASA

Share capital and premiums

Other reserves

Retained earnings

NOK in million

Share capital‌ 1

Share premium

Other paid-in capital

Option programmes

Retained earnings

Total equity

Balance at 1 January 2022

112

546

879

381

50

1,968

Profit for the year

-

-

-

-

921

921

Issue of share capital

0

23

-

-

-

23

Employee share option programmes, value of employee contributions

-

-

-

54

-

54

Dividend

-

-

-

-

-612

-612

Changes related to own shares

-

-

-

-

-170

-170

Equity at 31 December 2022

112

569

879

435

189

2,184

Balance at 1 January 2023

112

569

879

435

189

2,184

Profit for the year

-

-

-

-

746

746

Employee share option programmes, value of employee contributions

-

-

-

30

-

30

Dividend

-

-

-

-

-693

-693

Changes related to own shares

1

-

-

-

31

31

Equity at 31 December 2023

113

569

879

465

273

2,299

1 See also Not e 8 .

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General information and accounting principles

About Atea ASA

These are the financial statements of Atea ASA, which is the holding company for the Group and includes the Group’s top management and associated staff functions (10 employees). See also Note 1 in the Group’s consolidated financial statements.

Revenue

Atea ASA charges group costs to subsidiaries. As a holding company, Atea ASA is a purely administrative unit offering services for the subsidiaries in all the countres. All revenue is related to intercompany transactions and based on market prices.

Accounting principles

The accounts have been prepared in accordance with simpli- fied IFRS® Accounting Standards pursuant to section 3-9 of the Norwegian Accounting Act.

The explanation of the accounting policies for the group also apply to the parent company, and the notes to the consolidated financial statements will in some cases cover the parent company. See Notes in the explanation of the accounting policy in the Group’s consoli- dated financial statements.

Critical accounting estimates and assessments in applying the group’s accounting policies is mainly related to the valuation of assets (investment in subsidiaries with a book value of NOK 3,862 million, as well as deferred tax assets of NOK 176 million at 31 December 2023). See also Note 2 in the Group’s consolidated financial statements.

There may be figures and percentages that do not always add up correctly due to rounding differences.

Financial risk and capital management

The companys activities cause different financial risks: including currency risk, credit risk, liquidity risk and floating interest rate risk.

The companys overall risk management plan focuses on the unpre- dictability of the capital markets and attempts to minimise the potential negative effects on the companys’s financial results.

See Note 3 in the Group’s consolidated financial statements.

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Auditor’s Report

To the General Meeting of Atea ASA INDEPENDENT AUDITOR’S REPORT

Report on the Audit of the Financial Statements

Opinion

We have audited the financial statements of Atea ASA, which comprise:

The financial statements of the parent company Atea ASA (the Company), which comprise the statement of financial position as at 31 December 2023, statement of statement of comprehen- sive income, statement of changes in equity and statement of cash flows for the year then ended, and notes to the financial statements, including a summary of significant accounting policies.

The consolidated financial statements of Atea ASA and its subsidiaries (the Group), which comprise the statement of financial position as at 31 December 2023, statement of compre- hensive income, statement of changes in equity and statement of cash flows for the year then ended, and notes to the financial statements, including material accounting policy information.

In our opinion:

the financial statements comply with applicable statutory requirements,

the financial statements give a true and fair view of the financial position of the Company as at 31 December 2023, and its financial performance and its cash flows for the year then ended in accordance with simplified application of International Accounting Standards according to the Norwegian Accounting Act section 3-9, and

the consolidated financial statements give a true and fair view of the financial position of the Group as at 31 December 2023, and its financial performance and its cash flows for the year then ended in accordance with IFRS Accounting Standards as adopted by the EU.

Our opinion is consistent with our additional report to the Audit Committee.

Basis for Opinion

We conducted our audit in accordance with International Standards on Auditing (ISAs). Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are independent of the Company and the Group as required by relevant laws and regulations in Norway and the International Ethics Standards Board for Accountants’ International Code of Ethics for Professional Accountants (including International Independence Standards) (IESBA Code), and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

To the best of our knowledge and belief, no prohibited non-audit services referred to in the Audit Regulation (537/2014) Article 5.1 have been provided.

We have been the auditor of Atea ASA for 17 years from the election by the general meeting of the share- holders on 27 April 2006 for the accounting year 2006.

Key Audit Matters

Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the financial statements of 2023. These matters were addressed in the context of our audit of the financial statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters.

Deloitte AS

Dronning Eufemias gate 14

Postboks 221 Sentrum

NO-0103 Oslo, Norway

Tel: +47 23 27 90 00

www.deloitt e.no

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (DTTL), its global network of member firms, and their related entities (collectively, the “Deloitte organization”). DTTL (also referred to as “Deloitte Global”) and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. DTTL and each DTTL member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see www.deloitte.no to learn more.

Deloitte Norway conducts business through two legally separate and independent limited liability companies; Deloitte AS, providing audit, consulting, financial advisory and risk management services, and Deloitte Advokatfirma AS, providing tax and legal services.

© Deloitte AS

Registrert i Foretaksregisteret Medlemmer av Den norske Revisorforening

Organisasjonsnummer: 980 211 282

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Other Information

The Board of Directors and the Managing Director (management) are responsible for the information in the Board of Directors’ report and the other information accompanying the financial statements. The other information comprises information in the annual report, but does not include the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the information in the Board of Directors’ report nor the other information accompanying the financial statements.

In connection with our audit of the financial statements, our responsibility is to read the Board of Directors’ report and the other information accompanying the financial statements. The purpose is to consider if there is material inconsistency between the Board of Directors’ report and the other information accompanying the financial statements and the financial statements or our knowledge obtained in the audit, or whether the Board of Directors’ report and the other information accompanying the financial statements otherwise appear to be materially misstated. We are required to report if there is a material misstatement in the Board of Directors’ report or the other information accompanying the financial statements. We have nothing to report in this regard.

Based on our knowledge obtained in the audit, it is our opinion that the Board of Directors’ report

is consistent with the financial statements and

contains the information required by applicable statutory requirements.

Our opinion on the Board of Directors’ report applies correspondingly to the statements on Corporate Governance and Corporate Social Responsibility.

Responsibilities of Management for the Financial Statements

Management is responsible for the preparation of financial statements of the Company that give a true and fair view in accordance with simplified application of International Accounting Standards according to the Norwegian Accounting Act section 3-9, and for the preparation of the consolidated financial statements of the Group that give a true and fair view in accordance with IFRS Accounting Standards as adopted by the EU.

Management is responsible for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, management is responsible for assessing the Company’s and the Group’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless management either intends to liquidate the Company or the Group or to cease operations, or has no realistic alternative but to do so.

Auditor’s Responsibilities for the Audit of the Financial Statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

As part of an audit in accordance with ISAs, we exercise professional judgment and maintain professional scepticism throughout the audit. We also:

identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error. We design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Company’s and the Group's internal control.

evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.

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conclude on the appropriateness of management’s use of the going concern basis of accounting, and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Company’s and the Group's ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or condi- tions may cause the Company and the Group to cease to continue as a going concern.

evaluate the overall presentation, structure and content of the financial state- ments, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves a true and fair view.

obtain sufficient appropriate audit evidence regarding the financial information of the enti- ties or business activities within the Group to express an opinion on the consolidated financial statements. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit opinion.

We communicate with the Board of Directors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

We also provide the Audit Committee with a statement that we have complied with relevant ethical require- ments regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where applicable, related safeguards.

From the matters communicated with the Board of Directors, we determine those matters that were of most significance in the audit of the financial statements of the current period and are therefore the key audit matters. We describe these matters in our auditor’s report unless law or regulation precludes public disclo- sure about the matter or when, in extremely rare circumstances, we determine that a matter should not be communicated in our report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication.

Report on Other Legal and Regulatory Requirements

Report on Compliance with Requirement on European Single Electronic Format (ESEF)

Opinion

As part of the audit of the financial statements of Atea ASA, we have performed an assurance engagement to obtain reasonable assurance about whether the financial statements included in the annual report, with the file name 5967007LIEEXZXINVS13-2023-12-31-en.zip, have been prepared, in all material respects, in compliance with the requirements of the Commission Delegated Regulation (EU) 2019/815 on the European Single Electronic Format (ESEF Regulation) and regulation pursuant to Section 5-5 of the Norwegian Securities Trading Act, which includes requirements related to the preparation of the annual report in ‌XHTML format and iXBRL tagging of the consolidated financial statements.

In our opinion, the financial statements, included in the annual report, have been prepared, in all material respects, in compliance with the ESEF regulation.

Management’s Responsibilities

Management is responsible for the preparation of the annual report in compliance with the ESEF regulation. This responsibility comprises an adequate process and such internal control as management determines is necessary.

Auditor’s Responsibilities

Our responsibility, based on audit evidence obtained, is to express an opinion on whether, in all material respects, the financial statements included in the annual report have been prepared in compliance with ESEF. We conduct our work in compliance with the International Standard for Assurance Engagements (ISAE) 3000 – “Assurance engagements other than audits or reviews of historical financial information”. The standard requires us to plan and perform procedures to obtain reasonable assurance about whether the financial statements included in the annual report have been prepared in compliance with the ESEF Regulation.

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As part of our work, we have performed procedures to obtain an understanding of the Company’s processes for preparing the financial statements in compliance with the ESEF Regulation. We examine whether the financial statements are presented in ‌XHTML-format. We evaluate the completeness and accuracy of the iXBRL tagging of the consolidated financial statements and assess management’s use of judgement. Our procedures include reconciliation of the iXBRL tagged data with the audited financial statements in human-readable format. We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Oslo, 21 March 2024 Deloitte AS

Espen Johansen State Authorised Public Accountant

This document is signed electronically

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Deloitte AS

Dronning Eufemias gate 14

Postboks 221 Sentrum

NO-0103 Oslo, Norway

Tel: +47 23 27 90 00

www.deloitt e.no

Auditor’s Report on sustainability

To the Board of Directors of Atea ASA INDEPENDENT AUDITOR’S LIMITED ASSURANCE REPORT ON ATEA ASA’S SUSTAINABILITY REPORTING FOR 2023

We have performed a limited assurance engagement for the Board of Directors of Atea ASA on selected Environmental, Social and Governance (“ESG”) information (the “Selected Information”) within the Annual Report for the reporting period ended 31 December 2023.

Our limited assurance conclusion

Based on our procedures described in this report, and evidence we have obtained, nothing has come to our attention that causes us to believe that the Selected Information for the year ended 31 December 2023, as described below, has not been prepared, in all material respects, in accordance with the Applicable Criteria.

Scope of our work

Atea ASA has engaged us to provide independent Limited assurance in accordance with International Standard on Assurance Engagements 3000 (Revised) Assurance Engagements Other than Audits or Reviews of Historical Financial Information (“ISAE 3000 (Revised), issued by the International Auditing and Assurance Standards Board (“IAASB”) and our agreed terms of engagement.

The Selected Information in scope of our engagement, as presented in the Annual Report, for the year ended 31 December 2023. is as follows:

In relation to the Selected Information, as listed in the above table, the Selected Information needs to be read and understood together with the Applicable Criteria.

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (DTTL), its global network of member firms, and their related entities (collectively, the “Deloitte organization”). DTTL (also referred to as “Deloitte Global”) and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. DTTL and each DTTL member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see www.deloitte.no to learn more.

Deloitte Norway conducts business through two legally separate and independent limited liability companies; Deloitte AS, providing audit, consulting, financial advisory and risk management services, and Deloitte Advokatfirma AS, providing tax and legal services.

© Deloitte AS

Registrert i Foretaksregisteret Medlemmer av Den norske Revisorforening

Organisasjonsnummer: 980 211 282

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Key procedures

We are required to plan and perform our work to address the areas where we have identified that a material misstatement of the description of activities undertaken in respect of the Selected Information is likely to arise. The procedures we performed were based on our professional judgment and included, among others, an assessment of the appropriateness of the Applicable Criteria. In carrying out our Limited assurance engagement on the description of activities undertaken in respect of the Selected Information, we performed the following procedures:

Through inquiries of relevant personnel, we have obtained an understanding of the Company, its environment, processes and information systems relevant to the preparation of the Selected Information sufficient to identify areas where material misstatement in the Selected Information is likely to arise, providing a basis for designing and performing procedures to respond to address these areas and to obtain limited assurance to support a conclusion.

Through inquiries of relevant personnel, we have obtained an understanding of the internal processes relevant to the Selected Information and data used in preparing the Selected Information, the methodology for gathering qualitative information, and the process for preparing and reporting the Selected Information.

Performed procedures on a sample basis to assess whether the Selected Information has been collected and reported in accordance with the Applicable Criteria, including comparing to source documentation.

The procedures performed in a limited assurance engagement vary in nature and timing from, and are less in extent than for, a reasonable assurance engagement. Consequently, the level of assurance obtained in a limited assurance engagement is substantially lower than the assurance that would have been obtained had a reasonable assurance engagement been performed.

Oslo, 21 March 2024 Deloitte AS

Espen Johansen State Authorised Public Accountant

This document is signed electronically

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Independent Auditor’s Limited Assurance Report on Atea ASA’s Sustainability Reporting for 2023

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Alternative Performance Measures

The financial information is prepared in accordance with International Financial Reporting Standards (IFRS) as adopted by EU. Additionally, it is management’s intent to provide alternative performance meas- ures that are regularly reviewed by management to enhance the understanding of Atea’s performance. As defined in ESMAs guidelines on alternative performance measures (APM), an APM is defined as a financial measure of historical or future financial performance, financial position, or cash flows, other than a financial measure defined or specified in the International Financial Reporting Standards as adopted by EU.

Atea uses the following APMs:

Gross sales and revenue

Atea has implemented a change to its accounting policy to comply with a new guidance from the IFRS® Accounting Standards interpre- tations committee. In its financial reporting through 2021, Atea has recognized revenue from the resale of standard software and vendor services on a gross basis (with gross invoiced sales reported as revenue, and costs of the resold products reported as cost of sales).

Under the new guidance, Atea will recognize revenue from these products and services on a net basis (with gross invoiced sales, less costs of the resold products reported as revenue). Atea will continue to report Gross invoiced sales in its financial statements as an APM. More details are provided in Not e 2 .

The bridge from Gross sales to revenue is provided below. The change in accounting policy only affects revenue and cost of sales, and has no impact on Gross profit, operating profit, net profit after tax, balance sheet and cash flow statement.

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Full year 2022

NOK in million

Norway

Sweden

Denmark

Finland

The Baltics

Atea Group

Hardware

5,600

9,037

4,983

2,551

966

23,176

Software

3,501

7,094

2,971

986

138

14,782

Services

2,261

3,341

2,260

452

500

8,706

Gross sales

11,362

19,472

10,214

3,989

1,605

46,664

Hardware IFRS® Accounting Standards 15 adjustments

-

-

-

-

-

-

Software IFRS® Accounting Standards 15 adjustments

3,188

6,618

2,777

899

125

13,696

Services IFRS® Accounting Standards 15 adjustments

122

190

200

31

27

571

Total IFRS® Accounting Standards 15 adjustments

3,310

6,809

2,977

930

153

14,266

Hardware

5,600

9,037

4,983

2,551

966

23,176

Software

312

476

194

87

13

1,087

Services

2,140

3,150

2,060

421

473

8,135

Revenue

8,052

12,663

7,237

3,059

1,452

32,397

145

145







 

 

Full year 2023

Local currency in million

Norway NOK

Sweden SEK

Denmark DKK

Finland EUR

The Baltics EUR

Atea Group NOK

Hardware

5,643

8,842

3,526

276

93

24,130

Software

4,046

8,301

2,662

108

26

17,891

Services

2,472

3,778

1,645

52

58

9,917

Gross sales

12,162

20,921

7,833

436

177

51,938

Hardware IFRS® Accounting Standards 15 adjustments

-

-

-

-

-

-

Software IFRS® Accounting Standards 15 adjustments

3,711

7,760

2,479

99

24

16,605

Services IFRS® Accounting Standards 15 adjustments

163

265

67

5

4

629

Total IFRS® Accounting Standards 15 adjustments

3,874

8,024

2,546

104

28

17,235

Hardware

5,643

8,842

3,526

276

93

24,130

Software

336

541

183

8

3

1,286

Services

2,309

3,513

1,578

48

54

9,288

Revenue

8,288

12,896

5,287

332

150

34,704

146

146







 

 

Full year 2022

Local currency in million

Norway NOK

Sweden SEK

Denmark DKK

Finland EUR

The Baltics EUR

Atea Group NOK

Hardware

5,600

9,507

3,669

253

96

23,176

Software

3,501

7,463

2,188

98

14

14,782

Services

2,261

3,514

1,665

45

50

8,706

Gross sales

11,362

20,484

7,522

395

159

46,664

Hardware IFRS® Accounting Standards 15 adjustments

-

-

-

-

-

-

Software IFRS® Accounting Standards 15 adjustments

3,188

6,962

2,045

89

12

13,696

Services IFRS® Accounting Standards 15 adjustments

122

200

147

3

3

571

Total IFRS® Accounting Standards 15 adjustments

3,310

7,162

2,192

92

15

14,266

Hardware

5,600

9,507

3,669

253

96

23,176

Software

312

500

143

9

1

1,087

Services

2,140

3,314

1,517

42

47

8,135

Revenue

8,052

13,321

5,330

303

144

32,397

147

147







 

 

Pro forma accounts

Pro forma gross sales, revenue and EBITDA include gross sales, revenue and EBITDA from business combinations during 2023 and 2022 in both the current and prior full year. Pro forma financial results are used to calculate organic growth as well as loan covenant requirements (see below).

Pro forma gross sales and revenue in constant currency exclude the effect of foreign currency rate fluctuations. Growth in constant currency is translating gross sales and revenue recognized during the current period using exchange rates for the previous period.

NOK in million

Full year 2023

Full year 2022

Gross sales

51,938

46,664

Adjustment for acquisitions

-

46

Pro forma gross sales

51,938

46,709

Pro forma gross sales on last year currency

48,805

47,861

Pro forma growth in constant currency

4.5%

NOK in million

Full year 2023

Full year 2022

Revenue

34,704

32,397

Adjustment for acquisitions

-

46

Pro forma revenue

34,704

32,443

Pro forma revenue on last year currency

32,555

33,202

Pro forma growth in constant currency

0.3%

EBITDA

EBITDA is defined as Operating profit (EBIT) before depreciation and amortization. Pro forma EBITDA is used as the basis for loan covenant requirements.

NOK in million

Full year 2023

Full year 2022

EBITDA

1,932

1,811

Adjustment for acquisitions

0

1

Pro forma EBITDA

1,932

1,812

Gross profit

Gross profit is defined as revenue less cost of sales. The Group’s revenue is recognized either gross or net depending on sales streams. The cost of sales includes products and services bought from suppliers and resold to customers.

Cost of sales includes all direct expenses for goods and services directly connected to the sales. Direct costs related to services include leasing, outsourcing, and freight.

Gross margin % is defined as gross profit divided by revenue.

NOK in million

Full year 2023

Full year 2022

Revenue

34,704

32,397

Cost of sales

-24,455

-23,395

Gross profit

10,249

9,002

Gross margin%

29.5%

27.8%

Gross sales margin

Gross sales margin % is defined as gross profit divided by gross sales.

NOK in million

Full year 2023

Full year 2022

Gross sales – products

42,021

37,958

Gross sales – services

9,917

8,706

Total gross sales

51,938

46,664

Product gross profit

4,444

4,029

Services gross profit

5,805

4,973

Total products and services gross profit

10,249

9,002

Product margin

10.6%

10.6%

Services margin

58.5%

57.1%

Gross sales margin %

19.7%

19.3%

Operating expenses

Operating expenses include payroll and related costs, other operating expenses, depreciation and amortization costs.

NOK in million

Full year 2023

Full year 2022

Payroll and related costs

7,396

6,540

Other operationg costs

921

651

Depreciation and amortization

688

615

Total operating expenses

9,005

7,806

148

148







 

 

Free Cash Flow

Free cash flow is defined as cash flow from operations, less capital expenditures. Capital expenditure is a net of cash payments to acquire or develop property, plant and equipment, intangible assets and proceeds from sale of assets.

The company’s dividend policy is to distribute approximately 70-100 percent of net profit after tax to shareholders in the form of a dividend. Any dividends proposed by the Board of directors to the annual general meeting shall be justified based on the company’s dividend policy and its capital requirements.

NOK in million

Full year 2023

Full year 2022

Cash flow from operations

1,878

1,030

Purchase of PPE and intangible assets

-322

-397

Sale of PPE and intangible assets

2

76

Capital expenditures through cash

-320

-322

Free cash flow

1,558

709

Net financial position

Net financial position consists of both current and non-current interest-bearing liabilities, less cash and cash equivalents.

Net financial position is one of the key metrics used in Atea to assess both the cash position and its indebtedness. It is also used in Atea’s covenants on debt agreements.

Net financial position does not include incremental net lease liabilities due to the adoption of IFRS® Accounting Standards 16 from 1 January 2019. IFRS® Accounting Standards 16 requires lessees to recognize most lease contracts on their balance sheet, including subleases and lease liabilities for Right-of-Use (ROU) assets (such as facility rental contracts). Atea’s financial covenants specifically exclude incremental net lease liabilities due to the adoption of IFRS® Accounting Standards 16 from the definition of net financial position.

NOK in million

31 Dec 2023

31 Dec 2022

Interest-bearing long-term liabilities

-588

-

Interest-bearing long-term leasing liabilities

-25

-24

Interest-bearing current liabilities

-5

-586

Interest-bearing current leasing liabilities

-8

-7

Cash and cash equivalents

1,587

922

Net financial position

961

304

Long-term ROU assets leasing liabilities

-1,023

-994

Current ROU assets leasing liabilities

-350

-310

Incremental net lease liabilities due to IFRS® Accounting Standards 16 adoption

-1,372

-1,304

Liquidity reserve

Liquidity reserve is a metric used to assess maximum additional borrowing that is allowed by Atea’s debt covenants as of the balance sheet date. Liquidity reserve does not show committed loans reserve.

Liquidity reserve is calculated as the difference between Atea’s net debt limit according to its debt covenants and Atea’s net debt on the balance sheet date.

Atea’s debt covenants require that Atea limit its net debt on a Group level to 2.5x pro forma EBITDA for the last 12 months.

NOK in million

31 Dec 2023

31 Dec 2022

Last 12 months pro forma EBITDA

1,932

1,812

Debt covenant ratio

2.5

2.5

Net debt limit

4,830

4,531

Net financial position

961

304

Liquidity reserve

5,791

4,835

Liquidity reserve breakdown:‌ 1

NOK in million

31 Dec 2023

31 Dec 2022

Unutilised short-term overdraft facilities

2,000

1,905

Draft limitation, debt covenant

3,791

2,930

Liquidity reserve

5,791

4,835

1 See Note 17 for more information

149

149







 

 

Net Working Capital

Net working capital is defined as non-interest-bearing current assets net of cash and cash equivalents less non-interest-bearing current liabilities. The net working capital balance impacts how much funding is needed for business operations. Net working capital is positively affected by the securitization program, see Note 17 for more details.

NOK in million

31 Dec 2023

31 Dec 2022

Inventories

785

1,198

Trade receivables

6,946

6,701

Other receivables

2,115

2,268

Trade payables

-8,045

-7,878

Tax payable

-200

-265

Provisions

-55

-50

Other current liabilities

-3,715

-3,672

Working capital

-2,169

-1,697

Securitization effect

1,872

1,859

Working capital before securitization

-296

161

Year to date gross sales

51,938

46,664

Working capital in relation to last 12 months gross sales

-4.2%

-3.6%

Adjusted Equity ratio

Atea’s adjusted equity ratio is defined as its equity as a percentage of its adjusted total assets. Atea’s adjusted total assets are calculated by deducting incremental lease assets due to the adoption of IFRS® Accounting Standards 16 (such as right-of-use assets and sublease receivables) from the total asset balance.

In accordance with Atea’s risk management guidelines, Atea’s adjusted equity ratio should be above 20%.

NOK in million

31 Dec 2023

31 Dec 2022

Total assets

18,636

17,858

Deduct: incremental lease assets due to IFRS® Accounting Standards 16 adoption

Right-of-use assets

-1,314

-1,253

Long-term subleasing receivables

-46

-36

Short-term subleasing receivables

-60

-45

Adjusted total assets

17,216

16,523

Equity

4,199

3,728

Equity ratio

24.4%

22.6%

150

150







 

 

Global Reporting Initiative (GRI) Index

Atea has reported in accordance with the GRI Standards (GRI 1: Foundation 2021) for the period January 1 to December 31, 2023. We have sought to report fully on all possible dimensions of the disclosures, but where this is not possible, we have reported as comprehensively as possible, based on the data systems we have. The table refers to where information about each disclosure is presented in our 2023 Annual Report, 2023 Remuneration Report or company webs ite .

GRI Standard

Disclosure number

Disclosure name

Omissions

Page/ Location

Comments

General Disclosures

The organization and its reporting practices

GRI 2: General Disclosures 2021

2-1

Organizational details

No te 1

2-2

Entities included in the organization’s sustainability reporting

Not e 24

The sustainability reporting is based on consolidated entities in line with the financial statement. Geographical split is as follows: Latvia comprises (Atea Latvia, Atea Global Services, and AppXite); Sweden encompasses (Atea Sweden and Atea Logistics); Norway comprises (Atea Norway and Atea ASA); Finland comprises (Atea Finland); Denmark comprises (Atea Denmark); Lithuania comprises (Atea Lithuania); Estonia comprises (Atea Estonia). The Baltics are subdivided into the appropriate regions (Estonia, Latvia, Lithuania).

2-3

Reporting period, frequency and contact point

No te 1

Reporting period: January 1 to December 31, 2023.

Date of publishing: 21.03.2024.

Reporting frequency: Annually.

Contact point: Andreas Antonsen, [email protected] and Dace Bērziņa, dace.berzina@atea .com

2-4

Restatements of information

61 , 44

Last year Atea reported the activity of Computer programming, consultancy and related activities as taxonomy-eligible which is not included this year based on additional guidance from the EU regulation.

In 2023, Atea expanded its Scope 3 accounting by incorporating three additional categories, thereby concentrating on 11 out of 15 categories that hold significant impacts on its operations. To maintain comparability and consistency, historical data have been recalculated back to 2019.

2-5

External assurance

135

Reasonable assurance report from Deloitte on Financial reporting.

140

Limited assurance report from Deloitte on Sustainability reporting.

151

151







 

 

GRI Standard

Disclosure number

Disclosure name

Omissions

Page/ Location

Comments

Activities and workers

GRI 2: General Disclosures 2021

2-6

Activities, value chain and other business relationships

12 , 13 , 66 , 67 , 68

2-7

Employees

Information unavailable/ incomplete

48

2-7 b) Part of the required information was not of adequate quality to report.

2-8

Workers who are not employees

Information unavailable/ incomplete

Part of the required information was not of adequate quality to report.

Governance

GRI 2: General Disclosures 2021

2-9

Governance structure and composition

37 , Corporate Governan ce , Board mem bers

Corporate Govern ance Board mem bers

2-10

Nomination and selection of the highest governance body

Corporate Governan ce , Board mem bers

Corporate Govern ance Board mem bers

2-11

Chair of the highest governance body

Corporate Governan ce , Board mem bers

Corporate Govern ance Board mem bers

2-12

Role of the highest governance body in overseeing the management of impacts

37 , Corporate Govern ance

Corporate Govern ance

2-13

Delegation of responsibility for managing impacts

37 , Corporate Govern ance

Corporate Govern ance

2-14

Role of the highest governance body in sustainability reporting

37 , Corporate Govern ance

Corporate Govern ance

2-15

Conflicts of interest

Corporate Govern ance

Corporate Govern ance

2-16

Communication of critical concerns

37 , Corporate Govern ance

Corporate Govern ance

2-17

Collective knowledge of the highest governance body

37 , Corporate Govern ance

Timely, relevant sustainable development related topics are brought to the Steering Groups attention throughout the year by Sustainability Committee.

2-18

Evaluation of the performance of the highest governance body

Remuneration policy

Remuneration policy and Remuneration re port

2-19

Remuneration policies

Remuneration policy

Remuneration policy and Remuneration re port

2-20

Process to determine remuneration

Remuneration policy

Remuneration policy and Remuneration re port

2-21

Annual total compensation ratio

50

152

152







 

 

GRI Standard

Disclosure number

Disclosure name

Omissions

Page/ Location

Comments

Strategy, policies and practices

GRI 2: General Disclosures 2021

2-22

Statement on sustainable development strategy

37

Sustainable Development Goals and Atea

2-23

Policy commitments

Code of Condu ct , Supplier Code of Con duct

The Board of Directors is responsible for the implementation of sound corporate governance policies across the Group.

Code of Con duct

Supplier Code of Con duct

2-24

Embedding policy commitments

46 , 47 , 66 , 67

2-25

Processes to remediate negative impacts

Information unavailable/ incomplete

46 , 47 , 66 , 67 , 68

Part of the required information was not of adequate quality to report.

2-26

Mechanisms for seeking advice and raising concerns

46 , 47

Whistleblower Hot line

2-27

Compliance with laws and regulations

There were no significant instances of non-compliance with laws and regulations that resulted in fines or sanctions during the reporting period.

2-28

Membership associations

Atea’s memberships and allia nces

Stakeholder engagement

GRI 2: General Disclosures 2021

2-29

Approach to stakeholder engagement

38

2-30

Collective bargaining agreements

49

Material Topics

GRI 3: Material Topics 2021

3-1

Process to determine material topics

38

Sustainability Report 2020

3-2

List of material topics

38

153

153







 

 

GRI Standard

Disclosure number

Disclosure name

Omissions

Page/ Location

Comments

Business Ethics

GRI 3: Material Topics 2021

3-3

Management of material topics

38

GRI 205: Anti-corruption 2016

205-1

Operations assessed for risks related to corruption

37 , 46 , 47

Atea has integrated Enterprise Risk Management (ERM) across the entire Atea Group, encompassing all business areas. ERM serves as the risk management framework for operational risk management activities, including policies, procedures, tools, and provides an aggregated view of key risk exposure. During the annual review, the Audit Committee is informed of changes in risk exposure, including the identification of any significant risks related to corruption.

205-2

Communication and training about anti-corruption policies and procedures

46 , 47 , 66

We expect all suppliers to comply with applicable laws and regulations and to exercise good judgement consistent with the business ethics promoted in Atea's Supplier Code of Conduct. In 2023, we assessed 71 suppliers according to our improvement methodology, representing 87% of our direct spend on hardware and software.

205-3

Confirmed incidents of corruption and actions taken

47

Energy

GRI 3: Material Topics 2021

3-3

Management of material topics

38

GRI 302: Energy 2016

302-1

Energy consumption within the organization

56

Carbon Footprint Accoun ting

302-2

Energy consumption outside of the organization

Information unavailable/ incomplete

Atea does not have data on energy consumption outside the organization.

302-3

Energy intensity

Information unavailable/ incomplete

Atea does not calculate energy intensity.

302-4

Reduction of energy consumption

52 , 56

Carbon Footprint Accoun ting

302-5

Reductions in energy requirements of products and services

Information unavailable/ incomplete

Atea does not calculate reduction in energy requirements of sold products and services.

154

154







 

 

GRI Standard

Disclosure number

Disclosure name

Omissions

Page/ Location

Comments

Water use

GRI 3:

Material Topics 2021

3-3

Management of material topics

38

GRI 303:

Water and Effluents 2018

303-1

Interactions with water as a shared resource

Not applicable

Public water supply system in Nordic and Baltic countries

303-2

Management of water discharge-related impacts

Not applicable

Public water supply system in Nordic and Baltic countries

303-3

Water withdrawal

Not applicable

Public water supply system in Nordic and Baltic countries

303-4

Water discharge

Not applicable

Public water supply system in Nordic and Baltic countries

303-5

Water consumption

Carbon Footprint Accounting

Carbon Footprint Accoun ting

155

155







 

 

GRI Standard

Disclosure number

Disclosure name

Omissions

Page/ Location

Comments

Climate change

GRI 3: Material Topics 2021

3-3

Management of material topics

38

GRI 305:

Emissions 2016

305-1

Direct (Scope 1) GHG emissions

53

Atea has selected 2019 as the base year for calculating these reported emissions, as it represents the last year of business as usual before the COVID-19 pandemic and constraints in the supply chain emerged. Atea calculates these emissions in accordance with GHG Protocol, encompassing Scope 1, 2, and 3 emissions for all sites within its operational control. Emissions factors are reviewed annually, more details in Carbon Footprint Acounting document.

305-2

Energy indirect (Scope 2) GHG emissions

53

Atea has selected 2019 as the base year for calculating these reported emissions, as it represents the last year of business as usual before the COVID-19 pandemic and constraints in the supply chain emerged. Atea calculates these emissions in accordance with GHG Protocol, encompassing Scope 1, 2, and 3 emissions for all sites within its operational control. Emissions factors are reviewed annually, more details in Carbon Footprint Acounting document.

305-3

Other indirect (Scope 3) GHG emissions

54

Atea has selected 2019 as the base year for calculating these reported emissions, as it represents the last year of business as usual before the COVID-19 pandemic and constraints in the supply chain emerged. Atea calculates these emissions in accordance with GHG Protocol, encompassing Scope 1, 2, and 3 emissions for all sites within its operational control. Emissions factors are reviewed annually, more details in Carbon Footprint Acounting document.

305-4

GHG emissions intensity

54

Carbon Footprint Accoun ting

305-5

Reduction of GHG emissions

41 , 52

305-6

Emissions of ozone-depleting substances (ODS)

Not applicable

Atea does not calculate emissions of ozone-depleting substances.

305-7

Nitrogen oxides (NO ‌x), sulfur oxides (SO‌‌ ‌x), and other significant air emissions

Information unavailable/ incomplete

Atea has been monitoring gas pollutants (VOC, NO ‌x, SO ‌x, PM) on a voluntary basis, although it has not been material to its operations.

156

156







 

 

GRI Standard

Disclosure number

Disclosure name

Omissions

Page/ Location

Comments

Circularity

GRI 3: Material Topics 2021

3-3

Management of material topics

38

GRI 306: Waste 2020

306-1

Waste generation and significant waste-related impacts

40 , 56 , 57

306-2

Management of significant waste-related impacts

56 , 57

306-3

Waste generated

56

Carbon Footprint Accoun ting

306-4

Waste diverted from disposal

56 , 57

306-5

Waste directed to disposal

56 , 57

Carbon Footprint Accoun ting

Handprint

GRI 3: Material Topics 2021

3-3

Management of material topics

38 , 44 , 59

Responsible Sourcing

GRI 3: Material Topics 2021

3-3

Management of material topics

38

GRI 308: Supplier Environmental

308-1

New suppliers that were screened using environmental criteria

66 , 67 , 68

In 2023, we assessed 71 suppliers according to our improved method- ology, representing 87% of our direct spend on hardware and software. Atea prioritized suppliers for the assessment based on specific criteria, including procurement spend, risk, and leverage both through individual initiatives and industry-wide efforts.

308-2

Negative environmental impacts in the supply chain and actions taken

66 , 67 , 68

In 2023, as part of our allegation management process, we continued investigating one allegation from the previous year and looked into four new allegations with relevant stakeholders. None of the investigated alle- gations led to the termination of our business relationships with suppliers. Due to the sensitive nature of the information, we are not disclosing the number of suppliers affected by the allegations.

GRI 414: Supplier Social Assessment 2016

414-1

New suppliers that were screened using social criteria

66 , 67 , 68

In 2023, we assessed 71 suppliers according to our improvedmethod- ology, representing 87% of our direct spend on hardware and software. Atea prioritized suppliers for the assessment based on specific criteria, including procurement spend, risk, and leverage both through individual initiatives and industry-wide efforts.

414-2

Negative social impacts in the supply chain and actions taken

Information unavailable/ incomplete

66 , 67 , 68

In 2023, as part of our allegation management process, we continued investigating one allegation from the previous year and looked into four new allegations with relevant stakeholders. None of the investigated alle- gations led to the termination of our business relationships with suppliers. Due to the sensitive nature of the information, we are not disclosing the number of suppliers affected by the allegations.

157

157







 

 

GRI Standard

Disclosure number

Disclosure name

Omissions

Page/ Location

Comments

Health & safety/ Employee wellbeing

GRI 3: Material Topics 2021

3-3

Management of material topics

38

GRI 403: Occupational Health and Safety 2018

403-1

Occupational health and safety management system

49

Occupational Health and Safety requirements in the Nordic and Baltic regions, mandated by law, emphasize worker safety through compre- hensive legislation. These laws encompass risk assessment, worker participation, health surveillance, emergency preparedness, ergonomic standards, training, and record-keeping. Employers must adhere to these legal obligations to ensure safe working conditions and protect employees from hazards.

403-2

Hazard identification, risk assessment, and incident investigation

49

403-3

Occupational health services

49

403-4

Worker participation, consultation, and communication on occupational health and safety

Information unavailable/ incomplete

49

Part of the required information was not of adequate quality to report.

403-5

Worker training on occupational health and safety

Information unavailable/ incomplete

49

Part of the required information was not of adequate quality to report.

403-6

Promotion of worker health

Information unavailable/ incomplete

49

Part of the required information was not of adequate quality to report.

403-7

Prevention and mitigation of occupational health and safety impacts directly linked by business relationships

49

403-8

Workers covered by an occupational health and safety management system

49

403-9

Work-related injuries

49

No serious injuries, accidents or fatalities among employees were recorded in 2023.

403-10

Work-related ill health

49

No serious injuries, accidents or fatalities among employees were recorded in 2023.

158

158







 

 

GRI Standard

Disclosure number

Disclosure name

Omissions

Page/ Location

Comments

Training & education

GRI 3: Material Topics 2021

3-3

Management of material topics

38

GRI 404: Training and Education 2016

404-1

Average hours of training per year per employee

Information unavailable/ incomplete

6 , 17 , 50

Atea invests in employee development through diverse training programs and certifications, enhancing competencies in relevant areas. However, the process of data collection for tracking progress and effectiveness is not yet implemented.

404-2

Programs for upgrading employee skills and transition assistance programs

6 , 48 , 50

404-3

Percentage of employees receiving regular performance and career development reviews

50

Diversity, inclusion & equal opportunity

GRI 3: Material Topics 2021

3-3

Management of material topics

38

GRI 405: Diversity and Equal Opportunity 2016

405-1

Diversity of governance bodies and employees

48 , 49

405-2

Ratio of basic salary and remuneration of women to men

Information unavailable/ incomplete

50

In 2024, a common approach will be implemented following the compre- hensive review of local requirements and adjustments made in 2023.

Customer privacy & data security

GRI 3: Material Topics 2021

3-3

Management of material topics

38

GRI 418: Customer Privacy 2016

418-1

Substantiated complaints concerning breaches of customer privacy and losses of customer data

In 2023, Atea recorded no sanctioned complaints, incidents, or breaches related to customer privacy, data leaks, or the theft or loss of customer data across all regions where we operate. Furthermore, there were no instances of non-compliance with laws and regulations that resulted in significant fines during the same period.

Technology in society

GRI 3: Material Topics 2021

3-3

Management of material topics

38 , 44 , 46 , 59

159

159







 

 

Holding

Atea ASA

Karvesvingen 5

Box 6472 Etterstad

NO-0605 Oslo

Tel: +47 22 09 50 00

Org.no 920 237 126

[email protected]

atea.com

Norway

Atea AS

Karvesvingen 5

Box 6472 Etterstad

NO-0605 Oslo

Tel: +47 22 09 50 00

Org.no 976 239 997

[email protected]

atea.no

Sweden

Atea Sverige AB

Kronborgsgränd 1

Box 18

SE-164 93 Kista

Tel: +46 (0)8 477 47 00

Org.no 556448-0282

[email protected]

atea.se

Denmark

Atea A/S

Lautrupvang Street 6

DK-2750 Ballerup

Tel: +45 70 25 25 50

Org.no 25511484

[email protected]

atea.dk

Finland

Atea Finland Oy

Rajatorpantie 8

FI-01600 Vantaa

Tel: +358 (0)10 613 611

Org.no 091 9156-0

[email protected]

atea.fi

Lithuania

Atea UAB

J. Rutkausko Street 6

LT-05132 Vilnius

Tel: +370 5 239 7899

Org.no 122 588 443

[email protected]

atea.lt

Latvia

Atea SIA

Unijas Street 15

LV-1039 Riga

Tel: +371 67 819050

Org.no 40003312822

[email protected]

atea.lv

Estonia

Atea AS

Järvevana tee 7b

EE-10112 Tallinn

Tel: +372 610 5920

Org.no 10088390

[email protected]

atea.ee

Group Logistics

Atea Logistics AB

Nylandavägen 8A

Box 159

SE-351 04 Växjö

Tel: +46 (0)470 77 16 00

Org.no 556354-4690

[email protected]

Group Shared Services

Atea Global Services SIA

Mukusalas Street 15

LV-1004 Riga

Org.no 50203101431

[email protected]

ateaglobal.com

Group Functions

Atea Group Functions A/S

Lautrupvang Street 6

DK-2750 Ballerup

Org.no 39097060

[email protected]

AppXite

AppXite SIA

Matrozu Street 15

LV-1048 Riga

Org.no 40003843899

[email protected]

appxite.com

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