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Annual Report

2025

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4 | Atea Annual Report 2025

#1

Market leader in IT infrastructure in the Nordic and Baltic regions

#92

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

YES

UN Global Compact Signatory (Since 2010)

88

Cities across 7 European countries Atea located in

-69%

Emission reduction in Scope 1&2 (Since 2019)

-44%

Emission reduction in Scope 3 (Since 2019)

721,494

Units recovered using Atea’s take-back services in 2025

certified

Across all locations with ISO 9001, ISO 14001, ISO 27001 and ISO 37001 standards

Introduction | Key Figures

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

6 | Atea Annual Report 2025

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 pres- ence 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 information technology. We have around 4,500 service personnel to advise and support your organization through the entire lifecycle of 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 certification across its key technology partners and is frequently recognized with awards for its performance.

Based on Atea’s unique combination of deep expertise and strong technology partnerships, customers rely on us for profes- sional insight into how to get more value from IT. We are at the forefront of emerging technologies, including cloud computing, cybersecurity, and AI. As a result, we help customers solve complex challenges and maximize 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 2025, Atea reported gross sales of NOK 60.2 billion: up 11.7 percent compared to last year, and the highest in our company’s history.

Corporate responsibility and good stewardship of our planet are also at the core of what we do. Atea has received numerous awards and recognitions for its leadership within sustainability during 2025:

Atea was ranked as one of the most sustainable corporations in the world, by Corporate Knights as part of their annual ranking called “Global 100”. Atea placed 92 nd overall, securing 1 st place in its industry (IT Services)

Atea achieved the highest rating in environmental and social performance by EcoVadis for the sixth consecutive year. This platinum-level ranking placed Atea among the top 1% of more than 150,000 companies evaluated globally

Introduction | This is Atea

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

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7 | Atea Annual Report 2025

Atea received an A rating in CDP’s annual climate change questionnaire for the third year in a row

Atea was also recognized for being included in CDP’s Supplier Engagement Assessment (SEA) A-list, which evaluates compa- nies based on their performance in governance, target setting, Scope 3 emissions and value chain engagement

Atea again earned a prestigious recognition as one of the “World’s Most Sustainable Companies 2025” based on a ranking by global media brand TIME and Statista.

Atea is transforming its long-standing sustainability commitment into a new milestone initiative called ONE for Good, reflecting the company’s responsibility as the leading IT provider in the Nordics and Baltics. For more details on progress on ONE for Good and its outcomes, see atea.com/one-for-good .

Introduction | This is Atea

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

9 | Atea Annual Report 2025

Our role as a trusted IT partner

Information technology is transforming the way we live and work. Our customers are investing ever larger sums in IT solu- tions to enhance productivity and accelerate innovation - and, as a result, they are becoming increasingly reliant on their IT operations. At the same time, many organizations struggle to manage the expanding size and complexity of their IT environ- ments. Technology is evolving rapidly, and customers often lack the resources and competence to keep pace with the growth and change.

Atea’s purpose is to guide customers in their digital journey and help them realize the full value of their IT investments. We advise our customers on how to design IT environments that best meet their specific needs, and we support them in building their IT infrastructure and managing their IT operations to ensure optimal performance and stability. We play a critical role in the IT value chain, as our technology vendors do not have a local presence to support customers.

From a business perspective, this means that demand for Atea’s products and services has experienced almost continuous growth over many years. Within our geographies, we hold a unique competitive position as the largest provider of IT infra- structure, offering the broadest range of competencies to deliver value for our customers. But to remain successful, we need to adapt and stay ahead of a changing market. We must continu- ously earn our place as a trusted IT partner to the largest public and private organizations.

Adapting to opportunities

The need to continuously adapt to change is built into how we operate. Every three years, we bring together a diverse team of experts from across our business and run a comprehensive market and business strategy review. The goal is to challenge established ways of thinking and ensure that we stay on the forefront of a changing market. We then update our business strategy annually with new action plans for how we can create value for customers.

In last year’s CEO letter, I mentioned several key trends that would drive customer requirements in 2025. This is how we adapted to these changes.

Increased public spending on defense: European countries have approved large increases in public defense spending, leading to high growth in IT investment from our defense sector customers. To meet their specific requirements, Atea established a dedicated defense sector team to ensure we bring our deepest industry expertise to every customer engagement. This strategy has proven effec- tive, as our defense business grew rapidly last year. We also secured two major new contracts with NATO in 2025 for the delivery of IT products and services to military installations across all 32 member countries. This represents a landmark customer engagement for Atea and strengthens our position as a trusted supplier to the defense sector.

Artificial intelligence adoption: Artificial intelligence is a transformative technology still at the very beginning of its adoption curve. To remain a trusted IT advisor now and in the future, Atea must itself be at the forefront of AI adoption. In 2025, we launched three major AI initiatives to accelerate the use of AI across the Atea Group. The first initiative focused on training employees to become effective users of AI tools such as Microsoft Copilot in their daily work. This program has been highly successful, and we now have more than 4,000 Copilot licenses in active use. The second initiative involved establishing a developer community within Atea tasked with building AI agents to auto- mate business processes. Today, we have dozens of inter- nally developed AI agents performing large-scale processes and reducing manual workloads. The third initiative created a center of competence through which we share our AI capa- bilities with customers. We have significantly expanded our customer footprint in AI, using solutions developed internally as well as those co-developed with our strategic partners.

IT security / NIS 2 regulation: IT security has become a top investment priority for organ- izations as the threats of cyberattacks and data breaches continue to grow. The EU’s NIS2 directive has established a new regulatory baseline for cybersecurity, which affects a large share of our customer base.

Introduction | Letter from the CEO

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

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10 | Atea Annual Report 2025

Cybersecurity is a complex field, and many organizations need a trusted partner who can advise on preparedness and ensure that security is managed effectively across their IT environ- ments. To strengthen our position in this critical segment, we established a core cybersecurity practice within the Atea Group in 2025, including a global incident response team. We also launched a cyberattack simulation training program for customers, which is now booked months in advance. These initiatives have delivered strong results: over the past year, a rapidly growing share of our customers have chosen Atea as their dedicated security partner.

Windows 10 end-of-life: Microsoft officially ended support for Windows 10 on October 14, 2025. From that date, users stopped receiving security updates, feature enhancements, and assisted support under their Microsoft OS license agreements. Throughout the past year, Atea ran a major communication campaign to emphasize the importance of migrating to Windows 11 and to proactively support customers in this transition. Many of Atea’s customers chose to replace their PC hardware to simplify the migration to Windows 11 and to future-proof their investments by upgrading to higher-end AI PCs. As a result, PCs were Atea’s fastest-growing hardware category last year. We are continuing to support customers in their migration to Windows 11 in 2026.

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Introduction | Letter from the CEO

Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

11 | Atea Annual Report 2025

Adapting to challenges

While the IT infrastructure market has generally supported Atea’s growth, each year brings new challenges. Atea has consistently navigated these shifts by maintaining a sharp focus on how we create value for customers in a rapidly evolving environment.

Over the past five years, we have successfully managed the impacts of COVID-19, the subsequent supply constraints in the electronics industry, significant changes in vendor pricing, and broad inflationary pressures. In 2025, our largest software vendor revised its channel partner incentive programs, requiring partners to rapidly adapt to new strategic priorities.

Many in the industry responded with alarm to this change. Atea maintained a clear focus on how we could best create value for customers under the new incentive structure. We launched a comprehensive internal program to train employees on the revised priorities and to align customer engagements accord- ingly. Consequently, Atea once again demonstrated its ability to adapt to a changing market: last year, our software sales grew by 17% as we captured market share, and our software gross profit increased by 8% as we successfully transitioned our busi- ness to the new incentive model.

Looking ahead

2026 will bring new opportunities - as well as new challenges - for our company. Atea is exceptionally well positioned in our markets to address both. For many years, we have demon- strated our ability to navigate change while maintaining strong performance, driven by our unique competitive advantages and our commitment to delivering value to customers.

Demand for information technology will continue to grow, and customers will depend even more on Atea’s services to manage the growing scale and complexity of their IT environments. The opportunities emerging in the defense sector, in IT security, and in AI are still in the early stages of long-term growth cycles.

Our industry will also face headwinds in the years ahead. In 2026, significant price increases are expected across key product categories, driven by the global surge in AI-related demand for hardware components. Atea will adapt by helping our customers navigate the new pricing landscape in order to maximize the value of their IT investments. And then we will take on the next set of opportunities and challenges - just as we have throughout the past decade.

This approach to customers is the foundation of our steady financial performance. We follow Atea’s mission: “We build the future with IT.” We maintain a clear focus on creating value as a full-service IT infrastructure partner. And we systematically monitor changes in our industry and adapt our business initia- tives accordingly.

By staying true to Atea’s mission and strategy in a growing IT market, we are confident in our ability to deliver strong financial results for years to come. We wish all our shareholders a happy and prosperous 2026.

Steinar Sønsteby CEO of Atea ASA

Introduction | Letter from the CEO

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

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Sustainability

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Directors’ Report

Introduction

14 | Atea Annual Report 2025

The resulting “digital transformation” is driving innovation in all sectors of the economy and in all public services, including health, welfare, education, defense, policing and infrastructure management. Collectively, this can result in major improvements in productivity and living standards.

At the same time, the “digital transformation” places even greater demands on organizations’ IT environments, as the amount of data that is being managed grows exponentially across a broadening range of devices. Furthermore, as digital informa- tion and processes become central to the definition of goods, services and of work itself, the capabilities and stability of the IT environment become essential for organizations to function. Consequently, the risk of security breaches becomes ever greater. All of this creates a level of complexity that IT depart- ments struggle to support.

This presents a significant opportunity for Atea, as the leading provider of IT infrastructure and system integration in the Nordic and Baltic regions. Through its breadth of competency and depth of expertise, Atea supports its customers in managing the continuous growth and increased complexity of their IT envi- ronments. Atea helps its customers to design, implement and operate the IT infrastructure upon which they are dependent as their operations become increasingly digital.

Business strategy

Atea’s business strategy is to act as a full-service IT infra- structure 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 earn a position as a trusted IT partner, Atea provides a complete range of IT infrastructure solutions, with a highly trained service team to support its customers in capturing maximum value from their IT investments.

Atea’s solution offering:

The range of solutions which Atea provides its customers can be categorized into three major areas: “Digital Workplace”, “Hybrid Platforms” and “Information Management”.

“Digital Workplace” consists of all the devices and software through which users conduct work, access data and appli- cations, and interact with each other. Examples include PCs, mobile phones and tablets, audio/video and conferencing solutions, smart displays, printers, and more.

“Hybrid Platforms” are the data center and network infrastruc- ture through which organizations process, store, and distribute information. The category includes both on-premise infra- structure and cloud solutions, as well as “hybrid” solutions that integrate the two.

“Information management” consists of tools and methods through which organizations collect and administer data, and then derive value from this information. This includes Atea’s practices within AI, data protection, analytics, and automation technologies.

Atea’s service portfolio:

Atea supports customers with the design, implementation and operation of their IT environments through a broad portfolio of services. The service portfolio can be broken into three cate- gories: “Lifecycle Management”, “Consulting”, and “Managed Services”.

“Lifecycle Management”: Atea’s service team assists customers in all aspects of managing their IT assets throughout the lifecycle of each product they acquire. This includes services to help customers deploy, install, finance, maintain, track and dispose of their IT assets.

“Consulting”: Atea’s consultants advise customers in the design and integration of their IT environments, the manage- ment of their information, and how specific IT solutions can best be used to fulfill their objectives.

“Managed services”: Atea is a managed service provider that helps customers operate their IT environments either on-premise or from the cloud. Atea’s managed services enable customers to dedicate less time and resources to IT operations and instead focus on their core objectives.

Financial summary

Income Statement

Atea’s gross sales in 2025 increased by 11.7% to NOK 60,167 million. Net revenue grew by 8.1% to NOK 37,376 million. Demand for IT infrastructure was strong throughout the whole of 2025, but growth slowed as the year progressed due to more challenging comparable periods. Currency fluctuations had a positive impact of 3.2% on revenue growth in the full year 2025.

Directors’ Report | Board of Directors’ Report

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

15 | Atea Annual Report 2025

Gross sales per country

2025 Hardware revenue grew by 9.1% from last year to NOK 25,974 million and software revenue grew by 7.8% from last year to NOK 1,498 million, with higher demand for IT infrastructure across the public and private sectors. Services revenue grew by 5.7% to NOK 9,904 million, driven by increased sales of consulting and vendor services.

Gross profit increased by 6.5% to NOK 11,059 million. Gross margin was 29.6%, down from 30.0% last year. Margins were lower due to a higher proportion of hardware and vendor services in the revenue mix.

Total operating expenses were NOK 9,681 million, up 4.9% from last year. The average number of full-time employees fell by 0.9% or 75 FTEs during 2025. Adjusted for currency fluctua- tions, total operating expenses grew by approximately 1.7% from last year.

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EBIT before restructuring costs was NOK 1,385 million, up from NOK 1,200 million last year. In Q4 2025, Atea Denmark recognized a one-time restructuring cost of NOK 8 million to reduce staff in its managed services business. In Q4 2024, Atea Sweden incurred NOK 39 million in restructuring expenses as part of a cost reduction initiative. EBIT after restructuring costs for the full year 2025 was NOK 1,377 million, up 18.6% from last year.

Net financial items were an expense of NOK 237 million for the year, compared with an expense of NOK 170 million in 2024. Net interest expenses were NOK 83 million, compared with NOK 100 million last year, due to lower interest rates and net debt balances. Interest costs on leases were NOK 82 million, in line with last year. Foreign currency effects and other items resulted in a loss of NOK 72 million, compared with a gain of NOK 9 million last year, due to the impact of currency movements on working capital items.

Profit before tax was NOK 1,140 million compared with NOK 992 million last year. Tax expenses were NOK 263 million in 2025, compared with NOK 224 million last year. Net profit after tax was NOK 878 million, up from NOK 767 million last year. This repre- sents a basic earnings per share of NOK 7.87 in 2025 compared with NOK 6.87 in 2024.

In accordance with section 2-2(8) of the Norwegian Accounting Act, the Board of Directors confirms that the prerequisites for going-concern have been met, and that the financial statements have been prepared on a going-concern basis.

Segmentation

Atea has commercial operations in Norway, Sweden, Denmark, Finland and the Baltics. These geographic regions have their own management and are reported as separate operating segments. There is also a Shared Services operating segment, which encompasses support functions such as Atea Logistics and Atea Global Services.

The financial performance of each business unit is presented in Note 4 of the Group financial statements.

A summary of business performance follows:

Sweden is Atea’s largest market, representing 41% of the Group’s gross sales. In 2025, revenue in Atea Sweden increased by 7.1% to SEK 13,439 million, driven by economic recovery and higher public sector spending. Growth was spread across all lines of business. EBIT before restructuring costs was SEK 669 million, up 16.2% from last year. In Q4 2024, Atea Sweden incurred restructuring expenses of SEK 39 million to reduce staff. After this restructuring cost, EBIT in 2025 increased by 24.5% or by SEK 132 million.

Denmark is Atea’s second-largest market, representing 24% of the Group’s gross sales. In 2025, revenue in Atea Denmark grew by 5.3% to DKK 5,303 million, driven by increased sales of hardware on new public sector frame agreements. EBIT before restructuring costs was DKK 67 million in 2025, up from DKK 40 million last year. In Q4 2025, Atea Denmark incurred severance costs of DKK 5 million as part of a restructuring of the business.

Directors’ Report | Board of Directors’ Report

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

16 | Atea Annual Report 2025

After this restructuring cost, EBIT in 2025 increased by 53.3% to DKK 62 million. Atea Denmark has undertaken management changes during 2025, with a new Managing Director due to begin in March 2026.

Norway is Atea’s third-largest market, representing 23% of the Group’s gross sales. In 2025, revenue in Atea Norway increased by 6.8% to NOK 9,396 million, driven by higher sales of hard- ware and services. With strong demand from both central government and private sector customers, EBIT increased by 12.2% to NOK 460 million in 2025.

Finland represents 8% of the Group’s gross sales. In 2025, revenue in Atea Finland decreased by 2.0% to EUR 302.1 million, mainly due to lower sales of hardware and services. Demand in Finland remained slow for much of 2025 but picked up at the end of the year as the economy began to recover. In the fourth quarter, Atea Finland reported solid revenue growth based on improved market conditions and new customer agreements. For the full year 2025, EBIT was EUR 8.8 million, down from EUR 10.0 million last year.

The Baltics (Lithuania, Latvia, and Estonia) represented 4% of the Group’s gross sales. In 2025, revenue in Atea Baltics increased by 21.7% to EUR 180.3 million due to a growing economy and to exceptionally high product deliveries on public sector contracts. EBIT increased by 18.4% to EUR 9.6 million compared with last year.

Balance Sheet and Cash Flow

As of 31 December 2025, Atea had total assets of NOK 21,341 million. Current assets such as cash, receivables and inven- tory represented NOK 13,804 million of this total. Non-current assets represented NOK 7,537 million of this total, and primarily consisted of goodwill (NOK 4,526 million), right-of-use leased assets (NOK 1,396 million), property, plant and equipment (NOK 563 million), deferred tax assets (NOK 126 million), and other intangible assets (NOK 753).

Atea had total liabilities of NOK 16,800 million, and shareholders’ equity of NOK 4,541 million as of 31 December 2025. 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 2025, Atea had sold receivables of NOK 1,598 million under the securitization program.

The Group’s cash flow from operations was an inflow of NOK 1,204 million in 2025 compared with an inflow of NOK 2,028 million in 2024. While cash earnings increased from last year, the cash effect of seasonal working capital movements was less pronounced than in 2024.

Cash flow from investments was an outflow of NOK 418 million in 2025, primarily driven by capital expenditure in IT systems and data center equipment. Cash flow from financing was an outflow of NOK 1,288 million in 2025. The negative cash flow from financing was primarily due to dividend payments of NOK 780 million and lease payments of NOK 424 million.

The Group’s net cash flow was an outflow of NOK 502 million in 2025. Currency fluctuations increased the cash balance by NOK 92 million during the year. The Group’s cash balance was NOK 1,594 million on 31 December 2025, compared with NOK 2,004 million on 31 December 2024. At the end of 2025, Atea had a positive net financial position as defined by Atea’s loan cove- nants (total cash balance, less interest-bearing debt excluding right-of-use leases) of NOK 975 million.

Atea’s long-term interest-bearing debt primarily consists of a project finance loan of NOK 588 million from the European 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 speci- fied assets. Further information on debts and credit facilities can be found in Note 17 of the Group financial statements.

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 infrastruc- ture has grown at an annual rate of approximately 7% during the last 10 years. During the last 5 years, the market has experi- enced higher volatility due to the impact of the COVID pandemic on IT industry supply and demand.

Directors’ Report | Board of Directors’ Report

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Sustainability

The Board

Directors’ Report

Introduction

17 | Atea Annual Report 2025

Atea has a unique competitive position as the largest player in the Nordic and Baltic markets, with the widest office network, and the broadest offering of products, services and system inte- gration competence. Based on these competitive advantages, Atea has developed stable long-term relations with a large base of public sector and corporate customers. Approximately 70% 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 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 proportion 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 guidelines approved by the Board of Directors. The Group’s finance depart- ment identifies and evaluates financial risk and ensures that the necessary measures to mitigate this risk are implemented 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® Accounting Standards 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 2025 than in previous years. No agreements relating to offsetting claims or other financial instruments that would minimize the company’s credit risk have been established, 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 quarter-end. The covenants exclude incremental net lease liabilities due to the adoption of IFRS® Accounting Standards 16 from the definition of net debt. As defined by the covenants, Atea had a positive net financial position of NOK 975 million on 31 December 2025, resulting in an available liquidity reserve of NOK 6,366 million before the debt covenant is reached.

Other risk factors

Supply chain risks

IT hardware production depends on the availability of semicon- ductor components, which are manufactured in highly advanced fabrication plants requiring extremely large capital investments. Most fabrication capacity for IT hardware components remains concentrated in Taiwan, South Korea, and China, although there is an ongoing effort to diversify and expand semiconductor production across additional geographies.

Directors’ Report | Board of Directors’ Report

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

19 | Atea Annual Report 2025

Equality of opportunity

Diversity and gender equality are core values at Atea. The Group strives to provide a work environment that is free from discrim- ination based on gender, nationality, religion, skin color, sexual orientation, age or disability.

As of 31 December 2025, women represented 26.9% of the Group’s employees, compared with 26.3% at the end of the previous year. There were ten employees in the parent company at the end of 2025, and eight of these were men.

The low percentage of female employees within the Group reflects the IT industry in which the company operates. The Group works systematically to recruit women at all levels and to encourage them to remain with Atea. We continue to encourage more women to work in the IT industry by arranging activities to promote gender balance. As stipulated in the Equality and Anti- Discrimination Act, our company adheres to a policy that forbids discrimination against any employee because of age, national origin, religion, sexual orientation or disability.

Atea provides a suitable work environment for employees with disabilities. The company modifies the physical environment of the workplace as necessary to facilitate employees with special needs.

More information is disclosed in S1 Section of sustainability statement.

Corporate Governance

Atea’s guidelines for Corporate Governance are in accordance with the Norwegian Code of Practice for Corporate Governance, dated 28 August 2025, as required for all listed companies on the Oslo Stock Exchange. Furthermore, the guidelines meet the disclosure requirements of the Norwegian Accounting Act and the Securities Trading Act. The guidelines are included sepa- rately in the Statement of Corporate Governance .

The Group has an ordinary Directors & Officers Insurance protecting the Board of Directors and management from personal liability.

Corporate Social Responsibility

Atea’s mission is to build the future with IT, together with its employees, its customers and its vendors. Atea’s sustainability agenda is an essential part of the company’s mission. The company has received numerous recognitions for its leadership within sustainability.

During the past year:

Atea was ranked as one of the most sustainable corporations in the world, by Corporate Knights as part of their annual ranking called “Global 100”. Atea placed 92 nd overall, securing 1 st place in its industry (IT Services)

Atea received an A rating in CDP’s annual climate change questionnaire for the third year in a row

Atea was also recognized for being included in CDP’s Supplier Engagement Assessment (SEA) A-list, which evaluates companies based on their performance in governance, target setting, Scope 3 emissions and value chain engagement

Atea maintained “Prime” (highest) status by ISS ESG, one of the world’s leading rating agencies in the field of sustainable investment

Atea earned the highest rating in environmental and social performance by EcoVadis for the sixth consecutive year: a platinum-level ranking, placing Atea among the top 1% of more than 150,000 companies evaluated globally

Atea was recognized as one of Europe’s Diversity Leaders by the Financial Times and Statista, based on its record of fostering inclusion and diversity within the IT industry

Atea was named one of “Europe’s 50 Most Sustainable Corpo- rations”, based on the Corporate Knights 2025 Global 100 methodology

Atea was recognized as one of Europe’s Climate Leaders by the Financial Times and Statista, underscoring Atea’s commit- ment to reduce greenhouse gas emissions associated with its operations.

Atea has included a dedicated section in this Annual Report that presents sustainability information required under the Act’s due diligence reporting provisions. The Norwegian Transparency Act Section guides readers on how and where Atea addresses the Act’s requirements within the 2025 Annual Report.

Directors’ Report | Board of Directors’ Report

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Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

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21 | Atea Annual Report 2025

challenging comparison periods, overall revenue growth will benefit from higher unit prices driven by industry-wide supply constraints.

Global demand for memory components has surged in recent months, fueled by the rapid expansion of new AI data centers. This has resulted in component shortages, leading to higher unit prices and longer production lead times across key hardware categories, including PCs and data center equipment. Major hardware vendors have indicated that prices in several key product segments will increase by 20% or more during 2026.

Atea will adjust its pricing to reflect higher unit costs, but the short-term impact of supply chain constraints remains diffi- cult to forecast. Atea has strong strategic partnerships with the largest global IT vendors and is working closely with partners and customers to mitigate supply challenges. Atea’s scale, stra- tegic partnerships, and solid balance sheet provide stability and strengthen its competitive position during periods of market disruption.

The supply situation is expected to stabilize in the coming months, although hardware unit costs will remain high for the remainder of 2026. The longer-term impact of current supply constraints are expected to be neutral for Atea, as higher unit costs are passed through to customers.

Based on solid underlying demand and a strong order backlog, Atea expects continued growth in gross sales and EBIT from its commercial operations during the full year 2026. In addition, Atea will recognize a gain of approximately EUR 13 million from the partial sale of its AppXite subsidiary during Q1 2026 (see Note 27 for more information).

Atea is by far the market leader in the Nordic and Baltic regions and holds a unique competitive position as an IT infrastructure partner. Atea expects sales to maintain a solid growth rate over the coming years, supported by its competitive advantages in a growing market. At the same time, the company expects to increase operating profit through a combination of revenue growth, expansion into higher-margin products and services, and tight control of operating expenses.

Directors’ Report | Board of Directors’ Report

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

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22 | Atea Annual Report 2025

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

24 | Atea Annual Report 2025

The general meeting can approve multiple mandates. In such an instance, the proposals for the mandates should stipulate a limit on the overall amount by which the board shall be permitted to increase the company’s share capital.

Equal treatment of shareholders and transactions with related parties

Equal treatment

Neither the Board of Directors, nor Management, nor the General Meeting may make any decision intended to give an unreason- able advantage to certain shareholders at the expense of other shareholders or the company.

Decisions to waive the shareholders’ pre-emption rights

Any proposal to waive the shareholders’ pre-emption rights to subscribe for shares in the event of a share capital increase will be specifically justified. If the Board of Directors has been granted a power of attorney to increase the company’s share capital and waive the pre-emption rights of existing share- holders, the justification for such resolution will be publicly disclosed in a stock exchange announcement issued in connection with the resolution. The justification will specifically state how the principle of equal treatment of shareholders is safeguarded.

Purchase of own shares

Transactions the company will carry out in its own shares will be made either through the stock exchange or if made otherwise, at

a prevailing stock exchange price. In case of limited liquidity in the company’s shares, the company will consider other means of such transactions to ensure equal treatment of all shareholders.

Transactions with related parties

In the event of transactions between the company and its related parties that are not immaterial—such as transactions with a shareholder, a shareholder’s parent company, members of the Board of Directors, executive personnel or close associates of any such parties—the Board of Directors will arrange for an assessment of the transaction to be obtained from an inde- pendent third party. However, this will not apply if the transac- tion requires approval from the General Meeting pursuant to the Public Limited Liability Companies Act. Independent valuations will be arranged in case of transactions between companies in the Group where any of the companies involved have minority shareholders.

Insider trading

The Board of Directors has adopted instructions for the Group’s employees and primary insiders relating to inside information and trading in financial instruments, including the duty of confi- dentiality, prohibition of trading, investigation and reporting requirements, and ban on giving advice.

Shares and negotiability

Atea ASA has only one class of shares. All shares have equal rights. The Articles of Association do not contain any restrictions when it comes to voting rights, ownership or trading of shares.

General meetings

The General Meeting guarantees shareholder participation in the company’s highest body. An Annual General Meeting shall be held by June 30 each year. Notice of the General Meeting shall be sent to all shareholders with a known address.

The right to participate in and vote at the General Meeting may only be exercised when ownership of shares has been recorded in the company’s shareholder register (VPS) on the fifth weekday prior to the General Meeting, pursuant to Article 9 of the Articles of Association.

Shareholders who wish to participate in the General Meeting (personally or by proxy) must notify the company by the dead- line specified in the notice, in accordance with Article 10 of the Articles of Association and the Norwegian Public Limited Companies Act. The deadline will be set as close as possible to the date of the meeting and will not be earlier than two business days before the meeting, unless otherwise permitted by law.

The Board of Directors ensures that facilitation for shareholder participation at the General Meeting includes the opportu- nity to cast votes, either in person, by proxy, or electronically, in accordance with statutory requirements. The notice of the General Meeting will provide detailed information on voting procedures, including electronic and proxy voting, to ensure all shareholders are able to exercise their voting rights.

Directors’ Report | Corporate Governance

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

25 | Atea Annual Report 2025

At a minimum, the Board Chairman, Chief Executive Officer, Chief Financial Officer, Auditor, and a member of the Nomination Committee participate at the General Meeting. The General Meeting is chaired by an independent chairperson elected at 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.

The Nomination Committee

The Nomination 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 Nomination Committee was re-elected by the Annual General Meeting in 2025.

The Nomination 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 Nomination Committee may also propose new members to the Nomination Committee. The Nomination Committee should justify its recom- mendations for each candidate separately.

The General Meeting has stipulated guidelines for the duties and composition of the Nomination Committee. The guidelines state that elected members of the Nomination Committee should: 1) be independent of the Board of Directors and the company’s main shareholders, 2) have competence and experience with respect to the position as Board member, 3) have good knowledge and competence within the area of the Group’s business and 4) be well oriented within the Nordic industry and commerce. The guidelines further state that the Nomination 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.

The Board of Directors will inform shareholders, including via the company website and the notice of the General Meeting, about the process and deadlines for proposing candidates to the Nomination Committee. Shareholders are encouraged to submit proposals for candidates for election as members of the Board of Directors and the Nomination Committee, and information about the process and deadlines for such proposals is made readily available.

The Code (Article 7) states: “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 Nomination Committee and Board of Directors and there- fore the Board Chairman should be entitled to stand for re-elec- tion as a member of both bodies.

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 shareholders’ representatives to the Board of Directors. The Nomination Committee prepares the nominations for shareholder-elected Board members prior to the election. 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 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.

Directors’ Report | Corporate Governance

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

26 | Atea Annual Report 2025

Systemintegration ApS is the company’s largest share- holder 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.

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 are published on Atea’s website atea.com/ esg-overview/ .

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 members’ participation in Board meetings and their competence.

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

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 Board adopts formal instructions for

its committees, specifying their responsibilities, authority, and procedures. The Board’s reporting responsibility includes both financial and sustainability reporting, ensuring that statutory and regulatory requirements are met and that sustainability matters are integrated into the company’s overall reporting framework.

The Board of Directors shall ensure that members of the Board and executive personnel make the company aware of any mate- rial interests they may have in items to be considered by the Board. In order to ensure a more independent consideration of matters of a material character in which the Chairman of the Board is, or has been, personally involved, the Board’s consider- ation of such matters will be chaired by another member of the Board.

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, Chief Operating Officer and the company secretary will regularly 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 Management if they feel a need to do so. The Board charter can be found in the Corporate Governance document at atea.com/ compliance/ .

Audit Committee

The Company has established an Audit Committee. The respon- sibilities of the Audit Committee are amongst other to: 1) conduct the Board of Director’s quality assurance of the financial and non-financial reporting, 2) monitor the company’s internal control

Directors’ Report | Corporate Governance

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

27 | Atea Annual Report 2025

and risk management systems, 3) have contact with the Group’s Auditor regarding audit of the Group and company accounts, 4) review and monitor the Auditor’s independence, including services other than auditing that has been delivered by the Auditor, 5) provide its recommendations to the Board of Directors with respect to election of Auditor, 6) establish and enforce procedures for receipt, storage and treatment of complaints regarding accounting, internal accounting controls or auditing matters, and 7) 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/compliance/ .

Use of Board Committees

The Group has a Nomination Committee pursuant to the Articles of Association. The Nomination 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 company’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/compliance/ .

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.

Risk management and internal control

Guidelines for internal control

The Group has established guidelines for internal control which include routines for financial reporting, communication, authori- zation, 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 busi- ness 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

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 these meetings 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 corpo- rate practices within a month of the acquisition date, so 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 Corporate Sustainability Reporting Directive (CSRD), the European Sustainability Reporting Standards (ESRS), and Norwegian law. The Audit Committee performs ongoing evalu- ations of risk and control related to financial and non-financial reporting. Accredited third parties provide verification services for the company’s non-financial reporting. The Board reviews and oversees the Group’s ESG practices, including progress against set targets, compliance against regulations and the annual non-financial data.

Directors’ Report | Corporate Governance

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

28 | Atea Annual Report 2025

Code of Conduct

The personal conduct of every Atea employee shapes our 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 responsi- bilities. 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 that 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’s website atea.com/compliance/ .

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

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 not—in general—take on assignments for the company. If 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 shareholdings in the company, see Remuneration report published on the Atea’s website atea. com/compliance/ .

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 on atea.com/compliance/ . The Board of Directors has established a remuneration policy. The guidelines must be considered and approved by the General Meeting in the event of any material changes, and at least every fourth year. The guidelines for salary and other remuneration apply solely to executive personnel and are designed to be clear, transparent, and aligned with the company’s long-term interests and finan- cial viability. Performance-related remuneration is subject to absolute limits and based on measurable criteria that executive personnel can influence. The guidelines are considered and approved by the General Meeting in the event of any material changes, and at least every fourth year.

Information and communication

Annual and interim reporting

The Group’s financial calendar and presentations are published on the Atea’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 21 day prior to the General Meeting.

Other market information

The Board of Directors ensures that the company discloses financial and other information in a timely, accurate, and trans- parent manner, with due regard to the requirement for equal treatment of all participants in the securities market. The Board also establishes guidelines for contact with shareholders outside of general meetings.

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 finan- cial results of the Group and of each business segment, and present additional information relevant to the company’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 Atea’s website atea.com/financial-reports/ .

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

Directors’ Report | Corporate Governance

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

29 | Atea Annual Report 2025

communication and increases the Group’s understanding of matters that 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 communi- cations from the Group.

Takeovers

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 to comply with appli- cable 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 the shareholders are given sufficient 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 takeover bid for the company, the Board of Directors will seek to comply with the NUES recom- mendations, 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.

The Auditor

The Auditor’s relationship with the Board of Directors

The Board of Directors and the Audit Committee ensure that the auditor presents the main features of the audit plan annually and attends meetings where the annual accounts and statutory sustainability reporting are considered. The Audit Committee plays a central role in overseeing the auditor’s work, including the auditor’s independence and the scope of audit and assur- ance services. The Board of Directors and the Audit Committee review with the Auditor the company’s internal control and risk management systems related to both financial and sustainability reporting. The Board also establishes guidelines for the use of the Auditor for non-audit services.

The Auditor participates at the Board meeting where the annual report including the sustainability statement are discussed. At this meeting, the Board of Directors is briefed on any matters of particular concern to the Auditor, including matters where there has been disagreement between the Auditor and the Corporate Management of the company. The Auditor submits an annual additional report to the Audit Committee, in which it declares its independence and explains the results of the statutory audit and the sustainability assurance carried out by providing a range of information about the audit and assurance process. The Auditor has regular contact with the Audit Committee during the audit and assurance process so 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 and assurance carried out in the previous accounting year. This includes a review of the company’s internal control proce- dures, 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 independence 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 addi- tion to ordinary auditing, the auditing firm has provided services related to accounting, tax and reporting. Reference is made to Note 7 to the Group financial statements. 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.

Directors’ Report | Corporate Governance

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

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30 | Atea Annual Report 2025

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

32 | Atea Annual Report 2025

Share performance

At the end of 2025, Atea’s share price was NOK 157.8 compared with NOK 141.4 end of 2024.

During 2025, a dividend payout of NOK 7.00 per share was made to shareholders, yielding a direct return of 5.0 per cent compared to the share price at the end of 2024.

The total return on the Company’s shares during 2025 was 16.5 percent, including the dividend yield and share price increase from NOK 141.4 to NOK 157.8.

The share’s highest close price during 2025 was NOK 161.6 on 12 December and its lowest close price was NOK 125.8 on 9 April.

At the end of 2025, the number of shareholders was 11,433, up from 9,846 at the start of the year.

Financial calendar 2026

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

1 st quarter 2026:

Tuesday, 28 April 2026

2 nd quarter 2026:

Thursday, 16 July 2026

3 rd quarter 2026:

Thursday, 22 October 2026

4 th quarter 2026 and provisional accounts for 2026:

Tuesday, 09 February 2027

Annual General Meeting:

Tuesday, 28 April 2026

Visit atea.com for more shareholder information.

Directors’ Report | Shareholder information

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

33 | Atea Annual Report 2025

Main Shareholders 1

at 31 December 2025

Main Shareholders 1

Shares

%

Consolidated Holdings A/S 2

32,085,145

28.5%

Folketrygdfondet

8,819,081

7.8%

J.P. Morgan Bank Luxembourg 3

3,836,152

3.4%

Verdipapirfond Odin Norden

3,652,481

3.2%

State Street Bank and Trust Co. 3

3,254,524

2.9%

Verdipapirfond Odin Norge

2,894,502

2.6%

State Street Bank and Trust Co. 3

2,795,869

2.5%

J.P. Morgan Bank Luxembourg 3

2,682,229

2.4%

J.P. Morgan Bank Luxembourg 3

2,287,781

2.0%

Verdipapirfondet Holberg Norge

2,217,170

2.0%

Other

47,859,159

42.6%

Total number of shares

112,384,093

100.0%

1 VPS Issuer services.

2 Includes shares held by Systemintegration APS, together with associated companies, beneficial owners and close associates.

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

6,522

0.2%

217,611

101 - 1,000

3,895

1.2%

1,329,219

1001 - 10,000

730

1.9%

2,110,624

10,001 - 100,000

192

6.1%

6,836,507

100,001 - 500,000

65

14.5%

16,349,513

500,001 +

29

76.1%

85,540,619

11,433

100.0%

112,384,093

Analysts following Atea

Company

Name

Telephone

ABG Sundal Collier

+47 90 50 11 60

Arctic Securities

+47 90 11 18 85

DnB

+47 24 16 91 43

Handelsbanken

+46 72 544 55 75

SB1

+47 98 41 10 80

Kepler Cheuvreux

+47 23 13 90 73

Cantor Fitzgerald Europe

+44 20 7894 7347

Danske Bank

+47 48 40 32 84

More information can be found on Atea’s investor pages online at atea.com/analysts .

Directors’ Report | Shareholder information

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

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35 | Atea Annual Report 2025

Saloume Djoudat (born 1977)

Member of the Board

Saloume Djoudat is a partner at Advokatfirma Arntzen AS. Previously she held a position as a General Counsel in Uno-X Mobility Norge AS. Saloume specializes in corporate and contract law including M&A. Djoudat has managed negotiations and acted as legal adviser in projects both in Norway and for international corporations. In light of her combination of academia and industry experience, Djoudat has a strong ability to give legal advice from a business perspective. She also serves on the Board of Directors of AF Gruppen ASA and AKA AS. Djoudat is a graduate of the Faculty of Law in the University of Oslo. Saloume Djoudat has participated in 7 of 8 board meetings in 2025.

Lisbeth Toftkær Kvan (born 1967)

Member of the Board

Lisbeth Toftkær Kvan is Branch Manager in Ikano Bank Norway in addition to being Strategy & Execution Manager in Ikano Bank. She is an experienced financial services executive with 30 years’ experience from the financial services/banking industry. Kvan previously held the position as Country Manager in Ford Credit Norway and has additionally been Member of Board and Control Committee as well as Country Manager in GE Capital Solutions AS, Norway. She brings experience within financial services, general management and compliance to the Atea Board and audit committee. Her previous roles include various positions within the GE Capital organization in UK and Germany. Kvan holds an MSc in International Business Administration from Copenhagen Business School. Lisbeth Toftkær Kvan is member of the audit committee. Lisbeth Toftkær Kvan has participated in 8 of 8 board meetings in 2025.

Carl Espen Wollebekk (born 1961)

Member of the Board

Carl Espen Wollebekk is an active investor, advisor and executive manager. He is also a professional board member. He has extensive experience and has had positions as CEO, CFO and non-executive manager in various listed and non-listed companies, through his career. He has worked many years as Corporate Finance advisor and as Managing Partner, with different Investment Bank`s, focusing on the TMT industry. From 1994 until 2000 Wollebekk held the position as CFO of the predecessor to Atea ASA (Merkantildata ASA). From 2000 to 2002 Wollebekk also had the position as COO of all non-strategic operations in the Atea Group. Wollebekk has been a member of the Atea board during one previous period (2005 – 2007) and has also been a member of the Atea ASA nomination Committee (2008-2023), before he re-joined the board again in 2023. Wollebekk has an MBA degree with honours from Schiller International University in London and Master studies in Economics at Copenhagen Business School, from where he also holds a BsC degree. Carl Espen Wollebekk has participated in 8 of 8 board meetings in 2025.

Directors’ Report | Members of the Board

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

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36 | Atea Annual Report 2025

Nelly Flatland (born 1991)

Member of the Board (employee elected)

Nelly Flatland joined Atea in 2020 and currently holds the position of Group Director of Sustainability for Atea. In this role, she leads, develops, and drives Atea’s sustainability efforts across all countries and markets where the company operates. Flatland has extensive experience in corporate social responsibility and sustainability, both on strategic and operational levels. She works to demonstrate how sustainability and profitability are synergistic, not conflicting, by delivering shared value within sustainability and showcasing how Atea can create business value for its customers. At the same time, Flatland continually strives to enhance Atea’s own sustainability metrics. She received her degree from BI Norwegian Business School. Nelly Flatland has participated in 7 out of 8 board meetings in 2025.

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 8 of 8 board meetings in 2025.

Truls Berntsen (born 1960)

Member of the Board (employee elected)

Truls Berntsen joined Atea in 1999 and he has over 20 years of experience working closely with the defense sector, delivering solutions and services tailored to high demands for quality, safety and reliability. Throughout his career, Truls has developed a solid understanding of the Defense’s needs, processes and decision-making structures, as well as experience with collaboration across public and private actors. Berntsen has prior board experience from both group and local organization level. Berntsen holds a Mechanical Engineering diploma from Oslo Maritime Technical School and participated in BI Norwegian Business School courses. Truls Berntsen has participated in 8 of 8 board meetings in 2025.

Directors’ Report | Members of the Board

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Atea’s Board of Directors is responsible for the Group’s risk management and internal control environment, as well as compliance with relevant legislation and other regulations related to sustainability reporting. The Board oversees the Group’s sustainability practices, including business conduct. They formally approve the Group’s sustainability strategies, monitor progress towards targets and ensure compliance with regu- lations. The Board is also responsible for proper control and risk management of the company’s sustainability reporting and formally approves Atea’s Annual Report, including the sustain- ability statement. Some responsibilities have been delegated to the Audit Committee, including reviewing the Group’s ESG practices.

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The Audit Committee assists the Board in its responsibilities by researching and preparing various matters, which are then presented to the Board for information and decision. The Audit Committee is responsible for monitoring progress towards targets, as well as reviewing and overseeing ESG-related impacts, risks and opportunities and targets. They provide annual recommendations to the Board regarding alterations in policies and practices. The Audit Committee also conducts quality assurance of the non-financial reporting and liaises with the Group’s auditor regarding the audit of the reporting. The Audit Committee also monitors the company’s internal control and risk management systems concerning sustaina- bility and acts in cases of corruption or bribery among top-level management.

Corporate Management is responsible for overseeing the company’s sustainability performance, assessing risks and opportunities, and implementing the Board-approved sustain- ability strategy. In collaboration with the Sustainability and Corporate Governance Departments, Corporate Management sets and reviews policies, ensures the quality of sustainability data and disclosures, and drives progress toward the company’s sustainability objectives, with the Chief Financial Officer (CFO) and Chief Operating Officer (COO) playing pivotal roles.

The Corporate Governance Department oversees the accu- racy, completeness, and compliance of Atea’s sustainability data and reporting, supporting the Board and Audit Committee with reliable information for decision-making and disclosures. The Sustainability Department develops and executes Atea’s sustainability strategy, sets targets and works with Corporate

Management to integrate sustainable practices across the company. The Head of Sustainability implements the Group’s sustainability strategy at the national level, monitors progress, and works with local process owners to achieve Atea’s sustaina- bility goals in each region.

The composition and diversity of the Board of Directors and Corporate Management

Since 2023, Atea’s Board of Directors has consisted of nine members—an increase from the previous eight—which has further strengthened the company’s governance structure. Systemintegration ApS—the company’s largest shareholder—is represented by two Board members. As a result, 78% of the Board members are independent of the company’s largest shareholders and management. All Board members are non-ex- ecutive: three of them are employee-elected representatives. There have been no changes to the Board’s composition, gender diversity or independence compared to 2024.

In alignment with Norwegian legislation, our Board is dedicated to maintaining at least 40 percent female representation. We acknowledge that during transitional phases, the composition may temporarily deviate from this standard. The composition of the Board, including their experience relevant to the sectors, products and geographic locations of the Group is presented in the Board members Section.

The composition of the Corporate Management including their experience relevant to the sectors, products and geographic locations of the Group are presented on the Atea website: at ea.com/who-we-are/corporate-management/ .

Directors’ Report | ESRS 2 General disclosures

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Embed responsible business conduct into policies and management systems Atea’s sustainability practices align with legal obligations and international responsible business and industry standards. These standards are integrated into our management systems, facil- itating the development of operations and the achievement of results. Policies are regularly reviewed and updated as needed. In addition, the management system undergoes an annual audit.

Identify and assess adverse impacts in operations, supply chains and business relationships The initial step in conducting due diligence is to identify and assess the nature of actual and potential adverse impacts on people and the environment. This process has provided Atea with profound knowledge about the impacts occurring within the electronics value chain: impacts that are caused by, contributing to or linked to Atea through its activities and business relation- ships.

Cease, prevent or mitigate adverse impacts Taking measures to address adverse impacts is a vital part of the due diligence process. Responsible business practices help to cease, prevent and mitigate impacts in the value chain. Regular sustainability training for key personnel is a crucial internal action.

Atea’s Supplier Assessment Program evaluates prioritized suppliers against more than 50 sustainability criteria, offering a structured basis for reviewing their commitments, management systems and actions. This enables Atea to gain a comprehensive understanding of how suppliers address adverse impacts across the value chain. The program also incorporates spot checks and participation in third-party audits when necessary. Based on assessment outcomes, Atea engages with suppliers to address identified gaps and collaborates with top performers to promote best practices. Responsible business conduct is advanced through partnerships with suppliers, customers, industry initia- tives and non-governmental organizations.

Many adverse impacts in the value chain are not limited to indi- vidual organizations, but are instead recurring and systemic issues that require collaborative efforts to address. Atea actively influences the industry by proposing improvements to suppliers’ sustainability efforts, driving development through the Responsible Business Alliance, engaging in discussions with non-governmental organizations and amplifying the voice of Nordic buyers through the Atea Sustainability Focus initiative.

Track implementation and results An important part of the process is to track the impact of Atea’s sustainability work and business practices across the value chain. Our indicators, ranging from allegation management cases to tender analysis, help us track the impact and continuously improve our work.

Directors’ Report | ESRS 2 General disclosures

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Communicate how impacts are addressed Atea discloses and communicates its comprehensive sustain- ability initiatives—including the Supplier Assessment Program and due diligence process—via its Annual Report and its website: atea.com . These reports update stakeholders on Atea’s processes, goals and commitments to responsible busi- ness practices and ensure compliance with legal reporting requirements. In addition, Atea maintains close dialogue with its customers both during and beyond contract management periods.

Provide for or cooperate in remediation when appropriate Processes are in place for managing allegations and deviations, resulting in corrective actions. Grievance mechanisms and remediation procedures play a fundamental role in enhancing responsible business conduct. For Atea, these mechanisms are essential for recognizing and addressing potential adverse impacts that may have been overlooked, as well as for acting on issues that arise. A third-party whistleblower channel is available for anyone to report potential misconduct. If an investigation leads to an indisputable conclusion that Atea has either caused or contributed to any adverse impacts, remediation is offered in collaboration with relevant partners.

Salient human rights issues assessment

A vital part of Atea’s sustainability due diligence process is the Human Rights Assessment. A salient human rights issues assessment was conducted in 2023, identifying issue areas and indicative impacts with the potential to cause harm. This assess- ment was carried out by an external consultant and included input from Atea experts from various teams and geographical locations.

Each salient human rights issue area encompasses a range of specific human rights impacts that may arise in different parts of Atea’s value chain. These issue areas cover:

Deployment and use of technology

Conflict-affected and high-risk areas

Freedom of association and collective bargaining

Discrimination and harassment

Employment, wages and working hours

Forced and child labor

Health, safety and well-being

Environmental and community impacts.

Risks were evaluated based on severity (scope, scale and irre- mediability) and likelihood, with specific attention to vulnerable groups such as women, children, migrant workers and indige- nous peoples. The outcomes of the assessment were supported by external stakeholder input and assurance. These findings also informed the double materiality assessment completed in 2024, and further details on the identified human rights risks and their management are provided in S2 Section .

Core elements of due diligence

Paragraph in the sustainability statement

a) Embedding due diligence in governance, strategy and business model

ESRS 2 GOV-2

ESRS 2 GOV-3

b) Engaging with affected stakeholders in all key steps of the due diligence

ESRS 2 GOV-2

ESRS 2 SBM-2

ESRS 2 IRO-1

ESRS 2 MDR-P

ESRS S1-2

ESRS S2-2

ESRS S4-2

c) Identifying and assessing adverse impacts

ESRS 2 IRO-1

ESRS 2 SBM-3

d) Taking actions to address those adverse impacts

ESRS 2 MDR-A

ESRS E1-1, E1-3

ESRS E5-2

ESRS S1-4

ESRS S2-4

ESRS S4-4

e) Tracking the effectiveness of these efforts and communicating

ESRS 2 MDR-M, MDR-T

ESRS E1-4, E1-5, E1-6

ESRS E5-3, E5-5

ESRS S2-5

ESRS S4-5

ESRS S1-5, S1-6, S1-7, S1-9, S1-13, S1-14 S1-15, S1-16

Directors’ Report | ESRS 2 General disclosures

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Value Chain

Ensuring a responsible value chain has long been—and will continue to be—a material priority for Atea. From the extrac- tion of raw materials and component manufacturing to how technology solutions are used, Atea aims to minimize adverse impacts on people and the planet. Although Atea is not engaged in manufacturing, its position in the value chain allows it to drive positive change. This influence extends beyond daily business activities.

Atea’s inputs include IT infrastructure products and services sourced from a wide range of suppliers. The company ensures these inputs are gathered, developed and secured through supplier assessments and adherence to sustainability stand- ards. This includes evaluating suppliers on their environmental, social, and governance practices to ensure alignment with Atea’s sustainability goals.

Atea’s outputs are high-quality IT solutions and services that provide significant benefits to customers, investors, and other stakeholders. These benefits include enhanced operational efficiency, reduced environmental impact and improved digital capabilities. Atea’s solutions help customers achieve their sustainability goals, thereby creating long-term value for all stakeholders.

Upstream: Atea’s upstream value chain includes key suppliers who provide IT products, both hardware and software, manufac- tured and developed by the world’s leading technology compa- nies. Atea works closely with these suppliers to ensure ethical practices and sustainability throughout the supply chain. This includes promoting responsible sourcing and reducing the envi- ronmental footprint of the products they procure.

Downstream: Atea’s downstream value chain involves distribu- tion channels, customers, downstream partners (resell, refur- bish/reuse, recycling, waste) and end-users. The company collaborates with a network of partners to deliver IT solutions to a diverse range of customers, including public sector organ- izations and private companies. The end-users are individuals using these IT products and solutions. Atea’s relationship with its customers is built on trust and the delivery of innovative solu- tions that meet their needs and sustainability objectives.

By integrating sustainability into every aspect of its business model and value chain, Atea not only addresses environmental and social impacts but also positions itself to capitalize on opportunities in the growing market for sustainable IT solutions.

Directors’ Report | ESRS 2 General disclosures

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In 2025, Atea strengthened sustainability governance by replacing the former Sustainability Committee with a direct linkage between the Sustainability Department and Corporate Management, clarifying decision rights and accountability for the DMA, scenario analysis integration and strategic follow-up. Outcomes of DMA are validated by Corporate Management, reviewed by the Audit Committee and approved by the Board.

We identify and assess business conduct impacts, risks, and opportunities across our operations and value chain, focusing on anti-corruption and bribery, supplier payment practices (including late payments to SMEs), political influence and lobbying, and whistleblowing protection. We conduct risk mapping by function (e.g., sales, procurement, public affairs), consider inputs from whistleblowing channels and supplier feed- back, and apply the same likelihood and magnitude bands and materiality threshold as used at Group level. Monitoring occurs quarterly via Enterprise Risk Management (ERM) and annually in the DMA cycle, with defined ownership, controls, and training. Across sustainability topics, outputs inform ERM, target setting, risk management, investment decisions and disclosures (e.g., E1-4 and Note 2 6 of the Group Financial Statements).

As part of our E1 process, we assess how Atea’s own oper- ations and value chain contribute to climate change through greenhouse gas (GHG) emissions. We assess GHG emissions across Scope 1, Scope 2 and relevant Scope 3 categories, with SBTi-aligned GHG reduction targets and continuous monitoring that informs impact evaluation and decarbonization actions. Our

scenario analysis follows TCFD and IFRS S2, applying IEA and IPCC pathways (SSP1-2.6 and SSP5-8.5) through 2060 across seven countries (Norway, Sweden, Denmark, Finland, Lithuania, Latvia and Estonia) and fifteen climate regions. Time horizons are: short-term (0 to 3 years), medium-term (3 to 5 years), and long-term (5 to 30 years). Using CMIP6 and IEA NZE data, we evaluate acute and chronic physical risks (e.g., temperature increase, flooding, drought) and transition risks (e.g., regulatory, market, reputational). We map each major site and business function for exposure and sensitivity to climate-related hazards and combine these with expected likelihood, severity, and dura- tion to determine pre-mitigation physical risk across all horizons.

Guided by TNFD, we review resource inflows (raw materials, energy, water), outflows (product lifecycle and end-of-life handling), and waste streams using operational data, supplier reports, industry benchmarks, and stakeholder input. We screen suppliers against ESG criteria, promote responsible sourcing, and advance circular practices—refurbishment, reuse, and recy- cling—to reduce e-waste and preserve resources. Materiality thresholds and risk-scoring frameworks guide prioritization.

All climate-related transition and physical risks identified in the scenario analysis were integrated into our DMA, financial materiality workshops, ERM, and strategic planning to embed climate-related risks and opportunities in long-term decisions. Atea also assessed the resilience of its strategy and busi- ness model in light of projected physical and transition-related changes identified through climate-scenario analysis. While the

scenarios focus on major offices and data centers, they provide important insight into future operating conditions. These insights were considered alongside Atea’s capacity to manage its two material impacts—GHG emissions across the value chain and energy use in operations and in the use phase of sold prod- ucts—through renewable-electricity sourcing, energy-efficiency measures and circular-economy initiatives. The scenario anal- ysis also confirms Atea’s ability to benefit from the growing market demand for sustainable, energy-efficient data-center solutions. Overall, Atea’s strategy remains robust, with no climate-related risks exceeding the materiality threshold and one opportunity assessed as material and is disclosed in E1 Section . This provides the required linkage between the climate-related risks and opportunities identified in IRO-1 and those disclosed as material in E1, as only items meeting Atea’s materiality criteria were carried forward.

Tables in following pages retain the results from scenario anal- ysis using horizons—short-term (0 to 3 years), medium-term (3 to 5 years), and long-term (5 to 30 years)—while the DMA applies ESRS-defined time horizons. In practice, there is no significant difference, as both frameworks treat the medi- um-term as up to 5 years, which is where Atea faces the most relevant climate-related impacts, risks and opportunities. The scenario analysis and DMA outcomes underpin the crit- ical climate-related assumptions in E1-4 and Note 26 of the Group Financial Statements and support integration into Atea’s Transition Plan.

Directors’ Report | ESRS 2 General disclosures

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Transition risks

Policy and legal

Long-term (5-30 years)

Increased carbon prices

Regulations introducing carbon pricing could impact Atea’s costs, especially due to the EU Emissions Trading System (EU ETS). This could increase compliance costs for data centers and facilities using fossil fuels, affecting various segments of Atea’s value chain and raising the Cost of Sales and carbon taxes. These changes may push up prices for Atea’s products and services. Policies monetizing emissions could alter market dynamics and a carbon tax on goods and services could affect Atea’s Opex and Capex. Climate change could also complicate raw material availability and costs, increasing procurement expenses for IT hardware manufacturing.

Emerging regulations

Medium-term (3-5 years)

E-waste management regulations

Currently, Atea faces minimal financial impact from e-waste management regulations. However, as circular business models grow, e-waste management risks will increase, introducing new complexities. Atea’s focus on circularity, through its Lifecycle Management (LCM) strategy and 1:1 goal, makes addressing these challenges a priority. The company must adapt to evolving regulatory frameworks, which will require stricter adherence, operational adjustments, and sustainable e-waste practices. As the circular economy gains prominence, Atea needs to adjust its strategies to lead in sustainable practices and manage e-waste effectively.

Technology Long-term (5-30 years)

Increased demand for low-carbon solutions

Global demand for low-carbon goods and services is rising due to environmental policies and the goal of limiting global warming to 1.5°C. ICT (Information and Communication Technology) products with lower emissions and reduced impact on natural ecosystems, along with digital solutions like cloud computing and AI are crucial for the low-carbon transition. Companies specializing in sustainable technology are likely to succeed. Atea risks falling behind if it doesn’t adopt low-carbon technologies, potentially facing high replacement costs and losing customers who prefer low-emission solutions. To mitigate these risks, Atea must invest in low-carbon products and solutions and communicate its commitment to sustainability. Ignoring these challenges could lead to financial losses and a weaker market position.

Transition risks

Current regulations

Short-term (0-3 years)

EU Energy Efficiency Directive

The 2023 revised EU Energy Efficiency Directive (EED) promotes sustainable practices in the EU data center industry with stringent energy efficiency guidelines. It targets metrics like Power Usage Effectiveness (PUE) and Data Center Carbon Emissions (DCCE), aiming for a 11.7% reduction in energy consumption by 2030. From 2024 onward, data centers with an IT power demand of 500kW+ must publish a public EED report. For Atea, this means immediate regulatory changes, requiring compliance with new efficiency targets and reporting standards. Non-compliance could result in fines and damage Atea’s reputation. Meeting EED standards may also necessitate investments in advanced technologies, impacting operational and financial strategies.

Market

Long-term (5-30 years)

Increased prices for Guarantees of Origin

The demand for renewable energy instruments like Guarantees of Origin is expected to rise, with prices doubling in the past year and likely to continue increasing. Factors include corporate demand, inflation, reduced hydro generation, and supply shortages due to climate challenges and grid expansion delays: leading to temporary price spikes. While higher prices may have a negligible financial impact on Atea, they pose a risk to achieving its climate targets: 100% renewable electricity by 2025, continued active annual sourcing of 100% renewable electricity until 2030 and 100% renewable energy by 2030.

Shift in customer demand

Amid growing environmental concerns, low-carbon solutions are crucial for resource efficiency and sustainability. The CSRD mandates companies to oversee their sustainability practices, including suppliers and customers. As consumer demand for low-carbon products rises, ICT providers like Atea must align with this trend to stay relevant and protect revenue streams.

Reputation

Long-term (5-30 years)

Stakeholder pressure

In a competitive market, Atea recognizes the importance of reputational risks related to climate change. These risks are key to our climate-related assessments. Atea commits to sustainable IT consumption, using the same solutions we offer customers. Failing to meet climate targets (e.g., like reducing GHG emissions or not achieving 100% renewable energy by 2030) could harm Atea’s reputation. With a broad stakeholder base, Atea’s brand and financial health depend on leading in the climate movement and adopting low-carbon technologies. Falling behind could erode brand value and lead to revenue loss.

Directors’ Report | ESRS 2 General disclosures

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Physical risk

Acute physical

Long-term (5-30 years)

Disruptions in the supply chain caused by extreme weather conditions and nature loss which could affect factories and/or resource extraction facilities

Atea relies on Original Equipment Manufacturers (OEMs): financial impacts are expected on physical assets and the value chain. Landslides resulting from heavy rainfalls may disrupt transportation, affecting deliveries. Flooding could increase costs due to higher prices on imported goods, as suppliers face extreme flooding or resource shortages, disrupting supply chain demand. Most of Atea’s suppliers are in Asia, where the RCP8.5 scenario predicts more flooding and heatwaves. These events threaten infrastructure, potentially reducing production. Severe flooding and heat can cause facility shutdowns or lower production capacity, impacting component availability. Nature loss could further amplify these risks for Atea’s supply chain. If ecosystems that regulate climate have been degraded, for example through vegetation clearance during initial mining site development, natural protection against floods, landslides and storms disappear. This makes extreme weather events more damaging and costly for suppliers. Ecosystem decline also creates uncertainty around critical resources such as water for manufacturing and raw materials for components. Combined, these pressures can disrupt production and logistics, leading to shortages, higher prices and increased operational expenses. These disruptions could significantly affect Atea’s expenditures, distribution costs and supply chain resilience.

Chronical physical

Long-term (5-30 years)

Changing temperatures and precipitation patterns

Climate change—including rising temperatures, extreme weather, melting ice caps, and rising sea levels—has significant implications for all, but especially for companies in climate-sensitive regions. Atea, with 88 offices, logistic centers, and data centers in the Nordic and Baltic regions, faces potential risks. Higher temperatures and changing precipitation patterns could increase cooling demands, leading to higher energy consumption, operational costs and a larger carbon footprint. Effective mitigation and energy-efficient solutions are crucial for resilience. Additionally, rising temperatures pose chronic risks to the supply chain, affecting raw material quality and increasing cooling demands in manufacturing, potentially disrupting production and raising costs.

Opportunities

Resilience

Long-term (5-30 years)

Low-carbon products and services

Atea’s holistic approach addresses energy consumption and environmental impact by optimizing energy use in its own and customers’ data centers. Compliance with EU directives like the Energy Efficiency Directive and Corporate Sustainability Reporting Directive is integrated into Atea’s services. The demand for low-carbon products is rising: Atea’s commitment to innovation puts it at the forefront of this market. By 2030, Atea aims to significantly increase its positive environmental impact, leveraging IT across Digital Workplace, Hybrid Cloud, and Information Management domains to help customers reduce emissions. Recognizing the carbon impact of electronic devices, Atea’s Transition Plan emphasizes prolonging the life of these devices to curb emissions and minimize waste. Atea’s operations focus on resource efficiency and the circular economy, with extensive reuse-and-recycle programs in the Nordic and Baltic regions. In 2025, Atea’s take-back services recovered over 721,000 units. By extending the life of IT products, this resulted in 29,787 tCO₂e of avoided emissions from reuse and 5,458 tCO₂e from recycling, totaling 35,245 tCO₂e of avoided emissions.

Energy source

Medium-term (3-5 years)

Transition to low-carbon energy sources

Atea is actively pursuing Guarantees of Origin certifications for low-carbon energy procurement and aims to expand renewable electricity production for its own use. We are transitioning our company-owned car fleet to electric vehicles and evaluating similar opportunities for service vehicles. We are committed to enhancing energy efficiency across all operations, targeting an 80% reduction in GHG emissions by 2030. Source 100% of electricity consumption from renewable sources by 2025, continue active annual sourcing of 100% renewable electricity through 2030, and use 100% renewable energy by 2030. Key initiatives include installing solar panels, electrifying our vehicle fleet and improving energy efficiency in our data centers. Regular energy audits help us identify and capitalize on opportunities to reduce energy consumption, ensuring we lead in environmental stewardship.

Directors’ Report | ESRS 2 General disclosures

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E2, E3 and E4 were considered as part of our double-materiality assessment in line with ESRS requirements. In reviewing these topics, we evaluated potential impacts, dependencies and finan- cial effects across our operations and broader value chain. While indirect connections to pollution, water and biodiversity may occur in more distant tiers of the value chain, the assessment did not identify impacts or effects of a magnitude that would meet the applied materiality thresholds. Accordingly, ESRS E2, E3 and E4 disclosures are not included in this sustainability statement, and these areas will continue to be monitored for any changes.

Stakeholder engagement

According to ESRS, engaging stakeholders is critical both for the DMA and the sustainability due diligence processes. Stakeholders include those who can affect or be affected by the organization, as well as users of the sustainability state- ment. Material stakeholders for the DMA process were iden- tified through collaboration, with input and validation from the former Sustainability Committee (now replaced by a direct linkage between the Sustainability Department and Corporate Management).

While our operations are mainly in the Nordic and Baltic regions, the closest potentially affected communities include the Samiindigenous people in Norway, Sweden, and Finland. We acknowledge that other communities may also be impacted. As direct engagement with these groups has not yet been estab- lished, we rely on credible proxies—such as interviews with international organizations and NGOs, and publicly available information—to understand local conditions. These insights inform our human rights impact assessments and guide actions to manage community impacts.

This identification was based on ESRS, previous materiality assessments, internal trend analyses and peer report reviews.

Atea’s material stakeholders

Upstream

•

•

•

•

•

•

•

Own operations

•

•

•

•

•

Downstream

•

•

•

•

•

•

Representatives for affected stakeholders and Non-Governmental Organizations (NGO) were identified and interviewed to provide input on relevant sustainability matters, impacts, risks and opportunities. Investor representatives vali- dated the DMA outcomes through interviews. Other regulators and industry bodies were considered indirectly by referencing published information such as reports and regulatory texts.

The stakeholders identified impacts, risks, and opportunities in the following sustainability matters:

Environment—circular economy and waste, climate change, energy

Social—working conditions, work-life balance, equal treatment, human rights

Business conduct—corruption and bribery.

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Double materiality assessment process

The DMA was conducted at a Group-wide level and impacts, risks and opportunities (IROs) were considered both in our own operations and across the entire value chain. The process was divided into four steps.

Step 1: Understand the organization’s context

The first step of identifying sustainability matters was to consider the context of our activities and business relationships, value chain, and affected stakeholders to identify relevant sustainability matters as outlined in ESRS 1, paragraph AR 16. This analysis included a review of our previous materiality assessments, the WEF Global Risk Outlook, the MSCI ESG Industry Materiality Map, and peer reviews. The analysis also incorporated a review of SASB standards relevant to our industry to provide a sector-specific perspective and to allow for the possible inclusion of entity-specific topics. Sustainability topics and sub-topics that were not relevant to our business model were omitted from the review.

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Step 2: Identify actual and potential impacts, risks and opportunities

The long list was shortened with input from the former Sustainability Committee (now replaced by a direct linkage between the Sustainability Department and Corporate Management) and stakeholders. During this process, activities in the whole value chain, dependencies on natural, human, and social resources, as well as different geographical locations, were considered, along with the impact assessment as the basis for financial materiality assessment.

Step 3: Assess the significance of the impacts

The impact materiality assessment considered both positive and negative, actual and potential impacts. The financial materiality assessment evaluated potential sustainability risks and oppor- tunities that could affect Atea’s financial outcomes in a short-, medium- and long-term basis. The scoring methodology followed ESRS 1 requirements.

Impacts

Impacts were assessed based on severity (scale, scope, irremediability) and likelihood if considered potential. Irremediability was only assessed in case of negative impacts. Where a potential negative human rights impact was identified, it was discussed in greater depth to ensure the severity of the impact takes precedence over its likelihood. A final score for each impact was calculated following the requirements in ESRS.

The calculations were as follows:

Actual negative impacts—average of scale, scope, and irremediability (severity)

Actual positive impacts—average of scale and scope (significance)

Potential negative impacts—average of likelihood and severity

Potential positive impacts—average of likelihood and significance.

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The following scales were used in the assessment of impacts, risks and opportunities:

Impact materiality scoring

Financial materiality scoring

Scale

Scope

Irremediability (if negative)

Likelihood

Likelihood and size of financial effect

1 - Minimum impact

1 - Minimum effect

1 - Easy to remedy

1 - Not likely (<25%)

1 - Very low

2 - Low impact

2 - Limited effect

2 - Not difficult to remedy

2 - Possible (25-50%)

2 - Low

3 - Medium impact

3 - Medium effect

3 - May be difficult to remedy impact

3 - Likely (50-75%)

3 - Medium

4 - High/significant impact

4 - Widespread effect

4 - Very difficult to remedy

4 - Very likely (>75%)

4 - High

5 - Very high/significant impact

5 - Global effect

5 - Non-remediable

5 - Actual (100%)

5 - Very high

Risks and opportunities

As financial materiality criteria, we assess both likelihood and magnitude in alignment with our ERM. For transparency, gross (pre-mitigation) scoring is applied in the first pass, while net (post-mitigation) effects are reflected in the related actions and resource planning. A matter is considered material for reporting when the combined likelihood-and-magnitude assessment meets or exceeds our Group threshold. In addition, any matter approaching the Group threshold is also evaluated against the rele- vant country-level threshold, which may differ across regions.

Identified risks and opportunities were discussed and assessed together with risk owners and/ or relevant internal subject-matter experts to ensure ownership and accountability. The potential size, financial effects as well as the likelihood of occurrence were assessed, and a final score was calculated as the average of the two parameters. These assessments were primarily qualitative in nature and based on the expertise of subject-matter experts and risk owners, due to the lack of reliable quantitative data. In some cases quantitative data was available to support a more detailed discussion.

Connections from impacts and dependencies to financial effects

For E1, asset exposure and sensitivity—such as cooling-energy dependency in data centers or logis- tics-hub exposure to flooding—translate into Opex/Capex variability, potential revenue impacts from service availability, and compliance costs from evolving regulation. For E5, upstream dependencies on materials and energy can drive price volatility, sourcing constraints and production timing, while circular outflows (reuse and recycling) influence cost structures and service margins. These inter- connections are reflected in how we assess likelihood and magnitude.

We have considered the relationships between our impacts and dependencies, and the risks and opportunities that arise from them. These factors are integrated into the financial materiality assess- ment and are addressed as a natural part of the process.

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The main dependencies reflected in the assessment include:

Natural resources—Considering dependencies on natural resources, particularly in relation to circularity and potential price increases

Human capital—Recognizing the workforce as a critical dependency, with risks and opportunities arising from the availability, skills, and well-being of employees

Climate—Acknowledging the climate as a significant factor, influencing both operational risks and opportunities for sustainable practices

Business relationships—Evaluating dependencies on business relationships, such as those with circularity partners, suppliers, and customers, to understand their impact on our operations and strategic goals.

The process of risk evaluation was closely followed according to ERM guidelines, applying the same risk threshold established by consultants during the initial DMA assessment. All risks deemed material or near the materiality threshold were analyzed in greater detail to ensure alignment with the authority matrix limits and to incorporate qualitative considerations based on geographical region thresholds. Each risk was mapped to our ERM framework to maintain consistency and integration across the organization. This ensures that sustainability-related issues are considered as part of the company’s broader risk profile. Consultations were conducted where needed to ensure compli- ance, and this alignment not only meets ESRS requirements but also provides a comprehensive and structured approach to risk management.

Step 4: Prioritize the impacts for reporting

Thresholds for materiality were set at an average score of four, with impacts, risks and opportunities scoring higher than this deemed material. A concluding review of each material impact, risk and opportunity was conducted with relevant internal subject matter experts through workshops or individual engage- ments to finalize the outcomes of the assessment and ensure alignment. Material topics and the process of determining them were validated with external experts and information users. The findings and material topics from the DMA were then presented to the Chief Financial Officer and Chief Operating Officer for validation, before being submitted to the Audit Committee for approval. Finally, the results were approved by the Board of Directors.

2025 DMA review

The double materiality assessment process is subject to contin- uous improvement and annual review. For the 2025 reporting period, the methodology was refined based on insights gained during the first reporting cycle in 2024. Key changes included enhanced stakeholder engagement, closer integration with the ERM framework, and the use of qualitative thresholds informed by geographic context and strategic relevance. These refine- ments were designed to improve the precision and relevance of materiality determinations.

Several topics previously assessed as material were re-eval- uated and removed for 2025, reflecting updated stakeholder input, clarified ESRS guidance and strategic developments:

S3 (Affected communities): All impacts under S3 were removed. Stakeholder interviews and further analysis confirmed that conflict financing and human rights risks associated with sold products are not material for Atea, given limited exposure and strong supply chain oversight in the Nordic and Baltic markets. As a result, the topical standard S3 is not included in the 2025 sustainability statement. However, relevant information for context, such as due diligence and supplier engagement practices related to conflict minerals, will continue to be reported under S2 (Workers in the value chain).

E5 (Resource use and circular economy): Certain risks, such as extended customer consumption cycles and traceability of taken-back products, were removed. Updated data and regu- latory context indicated these risks fall below the materiality threshold.

S1 (Own workforce) and G1 (Business conduct): Positive impacts related to career development and supply chain management were reclassified and removed, following clar- ified ESRS guidance that such activities primarily mitigate negative impacts or fulfill compliance obligations, rather than generating standalone positive impacts.

The next comprehensive review of the double materiality assessment is scheduled for FY29 reporting, with annual reviews and potential earlier reassessment if significant changes occur, such as major acquisitions, new locations, regulatory updates or shifts in stakeholder expectations.

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We actively engage with customers, suppliers, employees, investors and policymakers—sharing our vision and gathering feedback to ensure the plan remains aligned with the latest climate science, policy developments and best practices. The plan is reviewed annually to reflect completed actions and planned short-term priorities, ensuring continued progress toward our net-zero goals.

Approved by Corporate Management and the Board of Directors, the plan incorporates related initiatives and the outcomes of our double materiality assessment. The Chief Operating Officer is responsible for developing Atea’s business strategy while Corporate Management defines the initiatives to achieve it. Oversight of the plan’s relevance and alignment is provided by the Chief Financial Officer, Chief Operating Officer, Director of Corporate Governance and Director of Sustainability.

We will continue embedding business strategy into the plan by setting clear actions, timelines and targets, and by iden- tifying potential investments to support implementation. It is progressing as planned, and the plan remains a living document that is reviewed and adjusted annually to reflect completed actions and evolving priorities. Actions achieved during the reporting year—such as reaching 100% renewable electricity and Atea’s listing among the participants of the EU Code of Conduct for Data Centres—are disclosed in E1-3 . Regular updates will continue to reflect evolving business ambitions, industry developments and regulatory requirements.

For details on how the transition plan aligns with business strategy and financial planning, see SBM-1 . For information on

capital expenditure toward taxonomy alignment, refer to the EU Taxonomy section of this report.

Science-based GHG emission reduction targets

In 2024, Atea’s updated near-term targets aligned with the 1.5°C scenario along with our long-term net-zero target were approved by the Science Based Targets initiative (SBTi), reinforcing our commitment to the net-zero transition. Our emissions reduction targets and progress are outlined in disclosure requirement E1-4 .

Climate change mitigation actions

Locked-in GHG emissions refer to emissions that may be difficult to eliminate in the short-term due to existing infrastructure, tech- nology and market constraints. Atea’s locked-in emissions can be categorized into two main areas: operational emissions and value chain emissions.

Operational emissions (Scope 1 and 2) primarily stem from fossil fuel use and energy-intensive activities, with the company’s vehicle fleet accounting for approximately 82% of Atea’s total Scope 1 and 2 emissions. Transitioning to electric vehicles will require careful planning and a gradual shift to coordinate lease renewals while managing infrastructure upgrades—such as installing charging stations and ensuring grid capacity. Because the majority of vehicles are under leasing agreements, the financial impact of replacing the fleet is expected to be minimal, as leasing costs will remain largely unchanged. This phased approach focuses on balancing infrastructure investments rather than vehicle costs. As a result, these emissions are expected to remain at levels similar to those recorded in our 2019 base year until at least 2030. Office buildings and data centers represent

the remaining 18% of Scope 1 and 2 emissions. These facilities consume significant amounts of energy—including natural gas, electricity, heating and cooling—which may not be fully sourced from renewable energy.

Value chain emissions (Scope 3) are largely driven by the use phase of sold IT products, which account for approximately 20% of Atea’s Scope 3 emissions. These emissions result from elec- tricity consumption during product use and are influenced by customer behavior and demand for energy-efficient solutions.

As part of our reduction targets, Atea has projected locked-in emissions for 2030 and 2050. Operational emissions from vehi- cles, office buildings and data centers are expected to total 2,167 tCO₂e in 2030, declining to zero by 2050. Emissions from the use phase of IT products are projected at 421,745.8 tCO₂e in 2030, also reaching zero by 2050. These projections are aligned with our Science Based Targets initiative (SBTi) commitments and reflect the anticipated outcomes of our planned decarboni- zation measures.

To mitigate potential risks associated with locked-in emissions, Atea focuses on two key areas. First, we ensure measurable performance by tracking and disclosing progress toward our absolute reduction targets, which are aligned with the 1.5°C pathway. This helps us stay on track to deliver on our net-zero ambition. Second, we actively avoid additional locked-in emis- sions—for example, by not entering into new car lease agree- ments for fossil fuel vehicles that would extend our dependency on high-emission technologies, unless no viable low-carbon alternative meets our business requirements.

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Actions described in E1-3 support our achievement of SBTi targets:

Achieve 100% fleet electrification by 2030, contributing to an 80% reduction in Scope 1 and 2 emissions by 2030

Optimize the lifecycle of IT equipment to reduce waste and contribute to a 50% reduction in Scope 3 emissions

Source 100% of electricity consumption from renewable sources by 2025 and to continue active annual sourcing of 100% renewable electricity through 2030 and 100% of energy consumption from renewable sources by 2030, contributing to an 80% reduction in Scope 1 and 2 emissions by 2030

Enhance energy efficiency in data centers, contributing to an 80% reduction in Scope 1 and 2 emissions by 2030.

Scope 1 and 2 (market-based) GHG emissions development

It was predicted that fuel consumption would rise during the transition period as we switch our fleet to electric vehicles, and this has been observed in the data from previous years. Fuel consumption is monitored annually to ensure progress towards set targets, keeping us on track with our emissions reduction goals. Atea has direct influence over these emissions through its fleet management and fuel usage policies, making it a key

area for targeted actions and improvements. Scope 1 emissions continued to decline against the 2019 base year, reaching a 19% reduction in 2025 compared with 11% in 2024. The improvement is mainly attributable to lower fossil fuel consumption.

The decreases in Scope 2 emissions are largely due to the purchase of Guarantees of Origin (GO) and a switch to renew- able energy sources. This progress is closely monitored to ensure annual progress towards set targets, helping us stay on track with our emissions reduction goals. Atea has significant control over these emissions through its energy procurement strategies and investments in renewable energy, demonstrating a proactive approach to reducing its carbon footprint. In 2025, Atea’s Scope 2 (market-based) emissions decreased by 96% compared to 2019. The notable decline in Scope 2 emissions is attributed to the purchase of GO certificates and the incorpo- ration of district heating and cooling from renewable sources. These actions raised the share of renewable electricity to 100%, confirming that Atea successfully achieved its 2025 renewable electricity target.

The share of renewable energy increased to 74% compared to 2019. Combined operational emissions were reduced by 69% in 2025, compared to 63% in 2024, maintaining progress toward the 80% reduction target for 2030.

Scope 3 GHG emissions development

Scope 3 emissions have shown mixed trends with signifi- cant changes both year-over-year and against the base year. The largest categories in Scope 3 are purchased goods and services (upstream) and the use of sold products (down- stream). This highlights the significant impact of sales and the use of energy-intensive equipment on overall emissions, where we saw a reduction last year. While Atea can influ- ence upstream emissions through sustainable procurement practices and supplier engagement, downstream emissions are more driven by customer needs and usage patterns. This underscores the importance of making sustainable purchase decisions and educating customers on sustainable usage to drive further reductions in emissions. Emissions from the value chain (Scope 3) decreased by 44% in 2025 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 within Scope 3: purchased goods and services, and use of sold products. While Scope 3 emissions increased by 7% year-over-year due to higher sales of laptops and desktops linked to the Windows 10 end-of-life transition, these products also significantly impact the same categories.

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Atea’s performance against SBTi validated targets (base year 2019)

2020

2021

2022

2023

2024

2025

Near-term (by 2030)

Transition to 100% renewable electricity by 2025

48%

78%

87%

89%

96%

100%

80% reduction in Scope 1 and 2 emissions

6%

43%

46%

53%

63%

69%

50% reduction in Scope 3 emissions

19%

0%

8%

37%

48%

44%

Long-term (by 2040)

90% reduction across all Scopes

19%

0%

8%

37%

48%

44%

Absolute reduction target by 2030 (Scope 1 and 2) tCO 2 e

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Absolute reduction target by 2030 (Scope 3) tCO 2 e

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Methods and estimations: Our actions and targets are aligned with our science-based targets, which have been approved by the Science Based Targets initiative (SBTi). Over the years, we have reported on reduction against the base year to demonstrate our progress.

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Atea commits to reach net-zero greenhouse gas emissions across the value chain by 2040

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Atea commits to increase active annual sourcing of renewable electricity from 39% in 2019 to 100% by 2025 and to continue active annual sourcing of 100% renewable electricity through 2030.

Atea commits to reduce absolute Scope 1 and 2 GHG emissions 80% by 2030 from a 2019 base year. Atea further commits to reduce absolute Scope 3 GHG emissions 50% by 2030 from a 2019 base year and to continue active annual sourcing of 100% renewable electricity through 2030.

Atea commits to reduce absolute Scope 1 and 2 GHG emissions 90% by 2040 from a 2019 base year. Atea also commits to reduce absolute Scope 3 GHG emissions 90% within the same timeframe. The remaining 10% balance will be addressed through investments in actions to mitigate emissions beyond value chain.

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%

tCO 2 e

2,000,000

1,800,000

1,600,000

1,400,000

1,200,000

1,000,000

800,000

600,000

400,000

200,000

0

Historical emissions

Ateas’ reduction trajectory

Emission forecast

1.5°C reduction trajectory

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

2036

2037

2038

2039

2040

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Biogenic emissions in Scope 2 and Scope 3 are not currently reported, as Atea has not identified material biogenic sources in these scopes. Atea will continue to monitor developments in reporting requirements and supplier data availability to ensure that any future biogenic emissions in Scope 2 or Scope 3 are identified and reported appropriately.

GHG intensity per net revenue

The decrease in emissions intensity per net revenue is the result of an increase in net revenue, despite a 7% rise in total emis- sions and Scope 3 emissions, which account for 99% of Atea’s total emissions. More information on how different types of reve- nues are recognized in Atea can be found in Note 5 of the Group Financial Statements.

2024

2025

% 2025/2024

Total GHG emissions (location-based) per net revenue (tCO 2 eq/MNOK)

28.90

28.53

-1%

Total GHG emissions (market-based) per net revenue (tCO 2 eq/MNOK)

28.86

28.49

-1%

Retrospective

Milestones and target years

Base year

(2019)

2024

2025

% 2025/2024

2030

2040

Annual %

target/base year

Scope 1 GHG emissions

Gross Scope 1 GHG emissions (tCO 2 e)

3,747

3,317

3,028

-9%

-80%

-90%

7%

Scope 2 GHG emissions

Gross location-based Scope 2 GHG emissions (tCO 2 e)

2,981

2,069

1,863

-10%

Gross market-based Scope 2 GHG emissions (tCO 2 e)

7,088

688

316

-54%

-80%

-90%

7%

Significant Scope 3 GHG emissions

Total Gross indirect (Scope 3) GHG emissions (tCO 2 e)

1,893,322

993,988

1,061,483

7%

-50%

-90%

5%

1. Purchased goods and services

1,016,490

776,387

820,948

6%

2. Capital goods

3,928

3,788

3,709

-2%

3. Fuel- and energy-related activities

1,600

1,832

1,713

-6%

4. Upstream transportation and distribution

9,667

4,777

4,509

-6%

5. Waste generated in operations

345

247

306

24%

6. Business travel

6,340

3,654

4,236

16%

7. Employee commuting

1,958

1,524

2,057

35%

9. Downstream transportation and distribution

1,839

595

640

8%

11. Use of sold products

843,492

196,926

218,504

11%

12. End-of-life treatment of sold products

7,664

4,226

4,901

16%

13. Downstream leased assets

0.0

34

13

-63%

Total GHG emissions

Total GHG emissions (location-based) (tCO 2 e)

1,900,050

993,374

1,066,374

7%

Total GHG emissions (market-based) (tCO 2 e)

1,904,157

997,993

1,064,826

7%

-90%

4%

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Atea calculates its GHG emissions in accordance with the World Resources Institute (WRI) GHG Protocol, covering Scope 1, 2, and 3 emissions for all sites under its operational control. Approximately 1% of these emissions is based on primary data. Atea acknowledges the importance of enhancing transparency and accountability in its climate actions. Emissions are evaluated for all entities and sites within Atea’s operational control, divided by country: Norway (Atea Norway and Atea ASA), Sweden (Atea Sweden and Atea Logistics), Denmark (Atea Denmark), Finland (Atea Finland), Lithuania (Atea Lithuania), Latvia (Atea Latvia and Atea Global Services), and Estonia (Atea Estonia). The Baltic region is further subdivided into Lithuania, Latvia, and Estonia for a thorough analysis of Atea’s emissions.

Atea’s GHG accounting practices incorporate principles from financial accounting and reporting standards, such as relevance, accuracy, completeness, consistency and transparency. This alignment ensures reliable and comprehensive measurement and reporting of GHG emissions. As GHG accounting principles evolve, Atea remains committed to adopting best practices for managing and reducing its carbon footprint. The methodology considers the seven most important GHGs: carbon dioxide (CO 2 ), methane (CH 4 ), nitrous oxide (N 2 O), hydrofluorocarbons (HFCs), perfluorocarbons (PFCs), sulfur hexafluoride (SF 6 ) and nitrogen trifluoride (NF 3 ), converting them into CO 2 e based on their latest global warming potential values.

Atea updates emission factors to the most recent releases, though older factors are sometimes used for consistency and comparability over time. These factors are sourced from repu- table databases and organizations, including DEFRA, AIB, IEA and supplier-specific data from Product Carbon Footprint (PCF) values. Market-based Scope 2 emissions are calcu- lated according to the WRI’s GHG Protocol Scope 2 Guidance, applying a zero-emission factor to renewable energy in the market-based method. In the location-based method, renewable energy purchases have no effect on emission figures and only changes in the overall grid mix can change location-based emis- sions. For more detailed emission factor allocation, see GHG Accounting on atea.com/esg-overview .

Scope 1 The reporting of direct Scope 1 emissions is based on the Greenhouse Gas Protocol and covers all direct emissions from owned or controlled sources. These emissions are categorized into stationary combustion (diesel, natural gas, LPG), mobile combustion (owned or leased vehicles), and fugitive emissions (refrigerant leakage). Emissions from our own fleet are based on reported fuel consumption from owned and leased vehicles, with data collected from invoices or reports provided by the leasing company. Data on refrigerant leakage is collected from utility invoices.

Scope 2 (market-based) Scope 2 emissions are calculated and disclosed using both the market-based and location-based approaches, following GHG Protocol principles. These emissions arise from purchased elec- tricity, district cooling, and heating. Market-based calculations account for voluntary renewable electricity purchases, including contractual instruments such as Guarantees of Origin. Data is collected from utility invoices, on-site meters, and where direct consumption was not available, it has been allocated based on the share used by Atea. In locations where Atea has tenants, their consumption is reported in Scope 3 Category 13.

Scope 3 Atea follows the GHG Protocol Corporate Value Chain (Scope 3) Accounting and Reporting Standard, focusing on 11 of the 15 cate- gories with significant operational impact. This comprehensive

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approach ensures accurate and transparent reporting of indirect emis- sions. To further enhance transparency, Atea distinguishes between primary and secondary data sources and evaluates the quality of data used for each Scope 3 category.

Primary data is used where supplier-specific or directly measured information is available:

Category 3 (Fuel- and energy-related activities)—Primary data reported under Scope 1 and Scope 2.

Category 4 (Upstream transportation and distribution) and Cate- gory 9 (Downstream transportation and distribution)—Emissions are pre-calculated by logistics suppliers.

Category 6 (Business travel)—Emissions are pre-calculated by travel service providers.

Secondary data is used where supplier-specific data is not available:

Category 1 (Purchased goods and services) and Category 2 (Capital goods)—Emission factors are based on supplier averages. Emissions are not product-specific.

Category 5 (Waste generated in operations)—Waste management suppliers do not provide direct emissions data. Emission factors are sourced from databases.

Category 7 (Employee commuting)—Emissions are calculated using national statistics and standardized assumptions.

Category 11 (Use of sold products) and Category 12 (End-of-life treatment of sold products)—Emissions are based on published PCF values or substitution data.

Category 13 (Downstream leased assets)—Energy consumption is estimated based on Atea’s proportional share at the location.

Overall, approximately 1% of Atea’s Scope 3 emissions are based on primary data, while the remaining 99% rely on secondary data sources such as industry averages, database emission factors and estimated activity data where supplier-specific information is unavailable.

Category 1 (Purchased goods and services) —Calculations use a hybrid method combining supplier-specific activity data and secondary spend-based data. Atea relies on average supplier-specific Product Carbon Footprint (PCF) values and uses a substitution approach when specific data is unavailable. For the remaining hardware categories where no PCF data is provided, spend-based emission factors are applied. Spend-based data is also used for software and services, as suppliers do not provide product-specific emission values for these categories. Across reporting years, approximately 40–45% of Category 1 emissions are derived from spend-based calculations.

Category 2 (Capital goods) —Calculated similarly to purchased goods and services, with data collected directly from each reporting entity.

Category 3 (Fuel- and energy-related activities) —Accounts for all upstream emissions associated with energy purchased by Atea (Scope 1) and electricity consumed (Scope 2), excluding emissions already covered in Scope 1 or 2.

Category 4 (Upstream transportation and distribution) —Includes freight transport of products received from suppliers and transported to Atea’s logistics center. Emissions are pre-calculated by the logistics company, with a one-year reporting lag for accuracy.

Category 5 (Waste generated in operations) —Calculated using actual and estimated waste amounts. Emission factors do not deduct energy

recovery from incineration. Only transport components are included for recycled waste.

Category 6 (Business travel) —Encompasses air, train, and bus travel, as well as mileage allowance. Emissions are pre-calculated by travel agencies or based on actual travel distance.

Category 7 (Employee commuting) —Calculated using assumptions and national statistics on commuting patterns, assuming two trips per day per employee. This assumption has been consistently applied since the base year 2019, without considering the impact of the COVID-19 pandemic or other factors to maintain consistency and clarity in the calculations.

Category 9 (Downstream transportation and distribution) —Involves freight transport of products from Atea’s logistics center to end customers. Emissions are precalculated by the logistics company.

Category 11 (Use of sold products) and 12 (End-of-life treatment of sold products) —calculated using PCF values published by major manufacturers, with a substitution approach for unavailable data. These calculations apply exclusively to physical hardware products, as software does not have material composition, energy consumption or end-of-life emissions. Spend-based emission factors are not applicable for these categories, as use-phase and end-of-life emissions depend on product energy consumption, lifetime, material composition, and waste-treatment pathways rather than monetary value. Therefore, Atea relies exclusively on PCF values or modelled estimates.

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of the environmental and societal benefits of take-backs, Atea will carry out its largest roadshow to date, visiting 88 Atea offices across the Nordics and Baltics during 2026–2027. Through this initiative, Atea aims to increase the volume of returned devices, reinforce circular practices, and enhance positive social impact. For more details on progress on ONE for Good and its outcomes, see atea.com/one-for-good .

Lifecycle management

At Atea, we view LCM not just as a service or solution, but as a strategic approach. LCM facilitates IT governance, provides a budget foundation and promotes a circular business model aimed at minimizing the environmental footprint of IT opera- tions. The LCM Track framework (an Atea method), is part of our LCM offering designed to help our customers align their IT strategy, business processes, and employee experience with the best lifecycle management practices. By using LCM Track, Atea customers can unlock the power of truly circular IT resource consumption and gain insights into their current state and future potential.

Lifecycle management is about:

Managing the earth’s resources responsibly

Rewarding quality and ensuring that products have prolonged lives

Recovering and circulating back valuable metals and compo- nents.

Take-back services

For more than two decades, Atea has extended the lifespan of IT equipment by offering services for circular management. Given the significant climate impact associated with manufacturing IT equipment, circular activities—such as extending the life of products through reuse and recycling for resource recovery— are especially important. Assessing avoided emissions has become increasingly relevant as organizations strive to meet global climate targets and comply with sustainability stand- ards and regulations. By accurately measuring and reporting avoided emissions, organizations not only align with regulatory requirements but also help drive the development and scaling of innovative low-carbon solutions. To support this, Atea has collaborated with IVL Swedish Environmental Research Institute to develop a robust methodology for calculating avoided green- house gas emissions related to asset recovery services. The most recent update, completed in December 2024, aligns the calculations with the latest industry frameworks, read more in Atea-2 .

In 2023, we expanded our reporting for take-back services to include data from Goitloop in Sweden and local hubs, as well as new metrics from Finland and Denmark. As part of our take-back services, customers can order the unpackaged delivery of up to 100 laptops in a safety cabinet, along with the option to return up to 100 end-of-life laptops. Annually, our services prevent roughly 300 tons of packaging (e.g., plastic, cardboard and pallets) from being handled by our customers, ensuring it is managed in an environmentally responsible manner. Read more in Atea-1 .

Going forward, we will explore what information can be obtained regarding our customers’ circular efforts related to their IT infra- structure. We will focus on e-waste fractions to emphasize the importance of returning virgin materials. This expanded trans- parency underscores our commitment to circularity and demon- strates the tangible impact of our take-back services on sustain- able product use across all markets.

Initiatives and partnerships

Collaboration in the IT sector is crucial for accelerating the transformation to a circular and net-zero economy. Highlights of Atea’s activities:

Atea has been a member of the Responsible Business Alliance (RBA) since 2016 and actively participates in RBA’s various working groups

The Atea Sustainability Focus initiative brings together over 600 public and private sector customers in the Nordic market, ensuring our sustainability requirements are heard in the global IT industry

The ASF Leadership for Change group is a network of major Nordic IT buyers committed to promoting sustainable IT through their procurement and consumption choices—aiming to establish and share best practices in IT procurement and consumption

The 100% club, initiated by Atea, brings together over 500 corporate and public sector organizations with a shared vision of returning 100% of their IT equipment for reuse and recycling

Atea’s targets are approved by the Science Based Targets initi- ative, ensuring they align with the goals of the Paris Agreement and the latest climate science.

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79 | Atea Annual Report 2025

sorted according to the routines and instructions provided by our recycling partner in each geographical region, ensuring safe and efficient transportation for further processing. This includes materials such as metals, plastics, cardboard and glass: some of which can be hazardous.

In 2025, our operations generated 2,139 tons of waste, a slight increase from 2,110 tons in 2024. The share of hazardous waste decreased from 17% in 2024 to 9% in 2025, reflecting ongoing efforts to reduce hazardous material use and improve process controls. Recycling and reuse accounted for 78% of total waste in 2025, compared with 77% in 2024, indicating a stable year-on-year recovery rate.

Disposal through incineration remained unchanged, with 22% of waste incinerated in both 2024 and 2025, and energy recovery applied in all cases. All waste was treated using applicable methods: none ended up in landfill. No radioactive waste was generated by Atea.

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Amount of waste from own operation

Tons

2024

2025

Total amount of waste generated

2,110

2,139

Hazardous waste

352

193

Preparation for reuse

0

0

Recycling

28

26

EE waste: recycling

323

163

Other recovery operations

0

0

Total amount diverted from disposal

351

189

Incineration with energy recovery

0

0

Incineration without energy recovery

0

4

Landfill

0

0

Other disposal operations

0

0

Total amount directed to disposal

0

4

Non-hazardous waste

1,759

1,946

Recycling

1,066

1,157

EE waste: recycling

218

323

Other recovery operations

0

0

Total amount diverted from disposal

1,284

1,480

Incineration with energy recovery

113

118

Incineration without energy recovery

361

348

Landfill

0

0

Other disposal operations

0

0

Total amount directed to disposal

474

466

Methods and estimations: The waste generated in Atea’s oper- ations is reported using both actual and estimated amounts. As the majority of generated waste is related to take-back services, the data on hazardous waste, treatment type, waste type and weight are obtained from reports from recycling partners. Data on electronic waste recycled from offices is collected from the waste partners.

Estimated amounts are based on either the previous year’s average data for Atea Norway or national average figures for Atea Sweden. As our offices generate paper, plastic and residual waste, the treatment of that is assumed to be recycled due to national requirements. Estimates are used when data collection is complicated due to unavailable measurements. Where there is uncertainty in the figures, it is because the measured information is not available in all countries.

A review of previously reported 2024 waste data identified an oversight that resulted in several incorrect figures being published. The affected values have been individually corrected, and only the incorrect data points have been restated, not the full dataset. The adjustment results in a 2.6-ton difference in total waste generated, which is considered immaterial. The corrected data will be used as the basis for all compar- ative disclosures in this report. More details described in BP-2 .

Tons

Reported value

Corrected value

Total amount of waste generated

2,108

2,110

Hazardous waste

343

352

Recycling

20

28

Total amount diverted from disposal

343

351

Non-hazardous waste

1,764

1,759

Recycling

1,072

1,066

Total amount diverted from disposal

1,290

1,284

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83 | Atea Annual Report 2025

Calculations are based on the average characteristics of commonly processed devices and representative current market models, rather than on specific brands or individual product configurations. Due to limited information on product types, data availability and/or emission factors, the following categories are not included: conferencing equipment, USB sticks, accessories, optical media, data tapes, projectors, IP telephones, RAM sticks and storage.

For consistency, it should be noted that the 2024 figures were calculated using the previous methodology, which reported 75,705 tCO₂e of avoided emissions from reuse only. In 2025, the updated methodology resulted in 29,787 tCO₂e of avoided emissions from reuse and 5,458 tCO₂e from recycling, totaling 35,245 tCO₂e of avoided emissions. As a result, the updated methodology becomes the basis for calculations from 2025 onwards and is not directly comparable with historical figures due to changes in the underlying approach.

Results are reported as total net avoided GHG emissions, without allocating them to individual actors, to prevent double counting. These avoided emissions are not used for direct GHG targets but reflect the broader environmental benefit of circular activities. Some detailed calculation parameters and data sources remain confidential and are not disclosed externally.

These emissions are accounted for only in this section and are not included in the achievement of Atea’s targets mentioned in E1-3 or the GHG emissions disclosed in E1-6 . More details on the methodology change are described in BP-2 .

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activities remained well below the 10% materiality threshold. Actual outcomes may differ from these estimates, and the underlying assumptions will be reassessed annually.

Considerations related to the technical screening criteria (TSC) reflect the alignment assessment completed last year and reviewed in 2025 for all eligible activities. This process involved collaboration with key internal functions responsible for the underlying activities and verification of relevant KPIs with local finance teams. Based on this assessment, Atea has identi- fied five taxonomy-eligible activities under the simplified EU Taxonomy framework.

Taxonomy Eligibility

A taxonomy-eligible activity is an economic activity that falls within the scope of the EU Taxonomy Regulation and is listed in the delegated acts as potentially environmentally sustain- able. These activities are identified based on their potential to contribute to one or more of the six environmental objectives outlined in the Regulation.

As the leading provider of IT infrastructure and services in Nordic and Baltic regions, Atea engages in a diverse range of economic activities as defined by the EU Taxonomy. Given the dynamic nature of the IT environment, the scope of these activities fluctuate annually, influenced by project demands and

customer needs. Annual assessments are conducted to deter- mine eligibility and report on material taxonomy-eligible activities for the reporting period. In 2025, the revised taxonomy-eligible activities are focused on climate change mitigation (CCM) and transition to circular economy (CE).

Climate change mitigation (CCM):

CCM 6.5 Transport by motorbikes, passenger cars, and light commercial vehicles. Atea recognizes right-of-use assets for motor vehicles.

CCM 7.7 Acquisition and ownership of buildings. Atea recog- nizes right-of-use assets for buildings and property.

CCM 8.1 Data processing, hosting and related activities. Atea provides a wide variety of services to customers through data centers.

Transition to circular economy (CE):

CE 5.2 Sale of spare parts. Atea sells spare parts and compo- nents to customers through various channels.

CE 5.4 Sale of second-hand goods. The main contributing factor is equipment collected through Atea’s take-back services that gets refurbished and resold.

Discontinued Reporting of taxonomy-eligible activities:

The following activities are excluded from future reporting of Turnover as their cumulative value falls below the 10% mate- riality threshold. The cumulative value for all the activities was 0.7% of total turnover in both 2024 and 2025. Consequently, CAPEX is also excluded from reporting, since the cumulative value of CAPEX in these activities was 1.6% of total capital expenditures in 2024 and 2025 years. Given no material changes in Atea’s projects, the cumulative contribution of these activities currently remains below the 10% KPI threshold for the full year 2025. The assessment will be refreshed annually, and reporting will be expanded if the threshold is exceeded. No further detailed Taxonomy reporting is required for these activ- ities, as their cumulative contribution remains below the 10% materiality threshold:

CE 4.1 Provision of IT/OT data-driven solutions.

CE 5.1 Repair, refurbishment and remanufacturing.

CE 5.5 Product-as-a-service and other circular use- and result-oriented service models.

CCM 7.4 Installation, maintenance and repair of charging stations for electric vehicles in buildings and parking spaces attached to buildings.

This conclusion is based on current business activities and historical data.

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Taxonomy Alignment

The Taxonomy Regulation EU 2020/852, article 3, sets out the criteria which need to be fulfilled for an activity to qualify as environmentally sustainable and taxonomy-aligned, in which case the activity:

Contributes substantially to one or more of the six environ- mental objectives

Does not significantly harm (DNSH) any of the other environ- mental objectives

Is carried out in compliance with the minimum safeguards

Complies with the technical screening criteria for the environ- mental objectives.

All activities were screened for both climate change mitigation (CCM) and climate change adaptation (CCA). This assess- ment confirmed that Atea’s activities are eligible under CCM and circular economy (CE) only, with no eligibility identified for CCA. Accordingly, the technical screening criteria (TSC) were reviewed to confirm alignment for the eligible CCM and CE activities, with alignment quantified only for CCM activities that exceed the materiality threshold for the CAPEX KPI. Minimum safeguards were assessed at Group level. The alignment of our eligible activities with the EU Taxonomy has been assessed according to Annex I of the Climate Delegated Act (Delegated Regulation (EU) 2021/2139).

In summary, none of Atea’s taxonomy-eligible activities are reported as taxonomy-aligned for 2025, primarily due to outstanding technical screening criteria related to third-party verification, data availability, and documentation limitations.

Substantial Contribution

Climate Change Mitigation

Atea assessed whether taxonomy-eligible activities fulfill the substantial contribution criteria for climate change mitigation.

For CCM 8.1 data processing, hosting and related activities, the substantial contribution criteria are not yet fulfilled. While Atea’s data centers are designed for high energy efficiency and meet most global warming potential requirements, full align- ment requires independent third-party verification against the European Code of Conduct on Data Centre Energy Efficiency. In 2025, Atea initiated the verification process for one data center as a prerequisite to alignment. In October 2025, following the Joint Research Centre’s review, Atea was listed as a partici- pant. Atea will proceed with subsequent third-party verifica- tion steps and evaluate initiating verification for additional data centers.

For activity CCM 6.5 transport by motorbikes, passenger cars, and light commercial vehicles, the substantial contribution criteria are not yet fulfilled. Atea provides employees with access to company cars and light commercial vehicles across its Nordic and Baltic operations. While activity is taxonomy-eligible, it is reported as not aligned for the reporting period. Atea has not requested all necessary data from leasing partners to confirm compliance with the EU Taxonomy technical screening criteria, particularly, requirements related to recyclability, and rolling noise standards. Nevertheless, Atea has an SBTi-approved Scope 1 emissions reduction target and is actively implementing measures to decarbonize its fleet, including continuous elec- trification, procurement policies favoring EVs, and installation of charging infrastructure. These actions form part of Atea’s Transition Plan, and alignment will be reassessed as more data becomes available and the EU regulatory framework is finalized.

For activity CCM 7.7 Acquisitions and ownership of buildings, the substantial contribution criteria are not yet fulfilled. Atea leases a portfolio of office buildings across the Nordic and Baltic regions, with new lease additions recorded in 2025 as part of normal business operations. Some buildings have an Energy Performance Certificate (EPC) class A or are equipped with central technical systems (CTS) supporting energy effi- ciency; however, full documentation has not been obtained for all locations. As a lessee, Atea has limited control over structural

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features, which affects the ability to ensure full alignment with technical screening criteria. Atea’s Transition Plan includes an overall climate risk and energy performance assessment of its office portfolio, providing a strategic framework for future improvements. These additions are reported as taxonomy-eli- gible but not aligned. Atea will continue collecting documenta- tion and reassess alignment when the EU regulatory framework is finalized.

Do No Significant Harm (DNSH)

For CCM 8.1 , Data processing, hosting and related activities, the DNSH criteria are not yet fulfilled. Atea’s Transition Plan includes a company-wide climate scenario analysis covering data centers, based on SSP1-2.6 and SSP5-8.5 scenarios, and compliance with Appendix A of the Climate Delegated Act. The double materiality assessment found no material climate-related risks. However, DNSH criteria for climate change adaptation were not fully met for data processing, hosting and related activ- ities because specific adaptation measures were not in scope, given the lack of substantial contribution alignment. Other DNSH criteria were assessed proportionately: criteria on water and marine resources and circular economy remain not aligned, as recyclability and material composition data were not collected and final EU requirements are pending. These aspects will be reassessed in the next reporting period.

For activity CCM 6.5 , Transport by motorbikes, passenger cars and light commercial vehicles, the DNSH criteria are not yet fulfilled. For DNSH, Atea’s operations meet the Climate Change Adaptation criterion through its Transition Plan and scenario analysis. For DNSH, the same data limitations described under Substantial Contribution for activity CCM 6.5 apply. As recycla- bility and material-composition data from leasing partners are not available, the DNSH criteria are not fulfilled.

For activity CCM 7.7 , Acquisition and ownership of buildings, the DNSH criteria are not yet fulfilled. Atea’s operations meet the Climate Change Adaptation criterion through its Transition Plan and scenario analysis. However, due to the lack of substantial contribution alignment and Atea’s limited influence as a lessee over building-related DNSH aspects such as structural features or adaptation measures, other DNSH criteria were assessed proportionately and will be revisited in the next reporting period.

Minimum Safeguards

Atea maintains robust governance and due diligence processes to ensure compliance with the EU Taxonomy Minimum Safeguards across human rights, taxation, anti-corruption, and fair competition. Our approach is based on the OECD Due Diligence Guidance for Responsible Business Conduct and the UN Guiding Principles on Business and Human Rights, supported by the company’s Code of Conduct, Business Ethics

Policy, and Supplier Code of Conduct. These policies explicitly reference international standards, including the eight funda- mental ILO Conventions and the International Bill of Human Rights, and are operationalized through mandatory ethics training, whistleblower channels, and ISO 37001-certified anti- bribery controls.

Tax governance is guided by Atea’s Tax Policy, approved by the Audit Committee, and overseen by the Group CFO and Chief Accountant through regular reviews and coordination with tax authorities. No material tax violations have been identified. Anti-corruption measures are embedded in our compliance framework, supported by risk assessments, due diligence, and periodic audits. Fair competition principles are enforced through internal controls and supplier requirements, ensuring integrity and transparency in procurement processes.

Further details on these practices are provided in the G1 section .

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Accounting Principles

Financial data in this report is reported in line with IFRS® Accounting Standards and refers to Atea’s 2025 consolidated financial statements. The information is prepared on a Group consolidated level and presented in Norwegian kroner (NOK), as in the consolidated financial statements. Figures are translated into NOK from Group entities’ functional currencies using yearly average exchange rates for all KPIs, as the figures for the EU Taxonomy were gathered at year-end.

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 on how different types of revenue is recognized in Atea can be found in Note 5 to the Financial Statements.

Taxonomy-eligible turnover consists of revenue associated with taxonomy-eligible activities in accordance with IFRS® Accounting Standards 15. Most of the activities have a clear reporting structure according to the Group revenue recognition. Each account is added to the sum only once to prevent double counting in the allocation of the numerator for revenue. Atea’s taxonomy-eligible revenue share decreased by 1.3 percentage points year over year, falling from 7.5% to 6.2%. The decrease in taxonomy-eligible turnover share is mainly due to total revenue growing faster than taxonomy-eligible revenues, combined with a decline in turnover from sale of spare parts of IT components.

Revenues from data processing, hosting and related activities (CCM 8.1) comprise the largest share of taxonomy-eligible turn- over, representing 3.8% of total turnover, and decreased by 0.2 percentage points compared to previous reporting period. This decrease occurred despite an absolute year-on-year growth in data center revenues of 3.6%. See Note 5.1.3.5 for revenue recognition.

Sale of spare parts for IT equipment (CE 5.2) comprises 1.7% of total taxonomy-eligible turnover and decreased by 0.4 percentage points compared to previous reporting period. The decrease is mainly attributable to lower sales of IT components in Denmark. See Note 5.1.2 for revenue recognition.

Sale of second-hand goods (CE 5.4) taxonomy-eligible turnover was on the same level as last year. See Note 5.1.2 for revenue recognition.

Operating Expenditure

In accordance with Section 1.1.3 of Annex I to the Disclosures Delegated Act (Commission Delegated Regulation (EU) 2021/2178), Atea assesses operating expenditure based solely on the cost categories defined under the EU Taxonomy, namely short-term leases, building renovation measures, maintenance and repair, and other direct expenditures related to the day to day servicing of property, plant and equipment. These catego- ries represent only a small share of Atea’s total cost base, as

the Group’s business model is primarily service oriented and its sustainability-related investments are mainly reflected in CAPEX rather than OPEX.

In 2025, Atea updated its assessment using a more detailed OPEX denominator and determined that total operating expend- iture amounted to NOK 9,681 million, of which NOK 233 million (2.4%) fell within the EU Taxonomy definition of OPEX. Therefore, taxonomy OPEX is considered not material for Atea. Accordingly, the OPEX KPI is not reported for the 2025 reporting period.

Capital Expenditure

Capital expenditure as defined in EU 2021/2178 covers addi- tions to tangible and intangible assets during the financial year considered before depreciation, amortization and any re-meas- urements, including those resulting from revaluations and impairments. More information on property, plant and equipment additions can be found in Note 11 , Goodwill and intangible assets in Note 12 to the Group Financial Statements.

In Atea, right-of-use assets additions in buildings and proper- ties (activity CCM 7.7 Acquisition and ownership of buildings) and motor vehicles (activity CCM 6.5 Transport by motorbikes, passenger cars and light commercial vehicles) comprise a significant part of assets and more information is available in Note 18 .

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Atea’s taxonomy-eligible CAPEX share in 2025 was 59.1% compared with 61.5% last year. The CAPEX share reported for the last year was restated due to a methodological review of the CAPEX KPI denominator and the update of the calculation approach. Additions to computer equipment and computer software and rights for data processing, hosting and related activities (CCM 8.1) increased by 2.3 percentage points and comprised 15.9% compared with 13.6% proportion of total last year.

Acquisition and ownership of buildings (CCM 7.7) represented a smaller proportion of the CAPEX KPI in 2025, declining from 30.7% in 2024 to 25.3%. The decrease is mainly explained by fewer renewals of premises leases and a lower number of new lease contracts recognized as right-of-use assets additions within buildings and property (see Note 18 ). Transport by motor- bikes, passenger cars and light commercial vehicles (CCM 6.5) increased by 2.0 percentage points, from 15.9% to 17.9% of the total CAPEX KPI, mainly reflecting fleet renewal and replace- ment, while absolute CAPEX remained broadly unchanged.

Double counting is prevented since reporting is done on activity level and additions to right-of-use assets are reported sepa- rately, no other activity included motor vehicles or buildings under capital expenditure. If the data was not available on the project code per particular activity, it was not included in taxonomy reporting.

CAPEX plan

In last year’s report, Atea indicated that a comprehensive CAPEX plan would be developed to support future taxonomy align- ment. Under Annex I, section 1.1.2.2 of Delegated Regulation (EU) 2021/2178, such a plan is required when an undertaking intends to expand or upgrade taxonomy-eligible activities to achieve taxonomy alignment within a five-year period. This reflects a change from last year’s intention, as Atea has paused the development of a CAPEX plan due to ongoing regulatory uncertainties. Atea will reassess the need for a CAPEX plan once the regulatory framework becomes more stable and alignment efforts resume. More information on Atea’s actions in relation to climate change policies is available in E1-3 .

Looking Forward

Moving forward, Atea will continue monitoring regulatory devel- opments and will advance alignment efforts when the framework stabilizes and the necessary supporting evidence becomes available. This long-term commitment includes preparing to implement the strategies and measures required to contribute substantially to environmental objectives, to ensure no signifi- cant harm to other environmental goals, and to comply with the EU Taxonomy minimum safeguards. By doing so, Atea supports the transition to a sustainable economy and aligns with the broader goals of the European Green Deal.

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2025

Breakdown by environmental objectives of Taxonomy-aligned activities

KPI

Total

Propotion of Taxonomy- eligible activities

Taxonomy- aligned activities

Proportion of Taxonomy- aligned activities

Proportion of enabling activities

Proportion of transitional activities

Not assessed activities considered non-material 1

Taxonomy-aligned activities in previous financial year (2024)

Proportion of Taxonomy- aligned activities in previous financial year (2024)

NOK in million

%

NOK in million

%

%

%

%

%

%

%

%

%

%

NOK in million

%

Turnover

37,376

6.2%

0

0.0%

-

-

-

-

-

-

-

-

0,7%

80

0.2%

OPEX

233

0.0%

0

0.0%

-

-

-

-

-

-

-

-

0,0%

6

0.7%

CAPEX

957

59.1%

0

0.0%

-

-

-

-

-

-

-

-

1.6%

1

0.1%

1 These activities were not assessed in detail as their combined contribution to the relevant KPI denominator was estimated to remain below the 10% materiality threshold under the Simplified Taxonomy framework. The estimates applied are reasonable and based on available internal data, historical patterns and expected growth assumptions. The materiality assessment is reviewed annually.

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In 2025, the company hired 1,163 new employees, an increase compared with 1,080 in 2024. The gender distribution of new hires remained broadly stable year-on-year, with a similar balance of male and female employees joining the organization.

On an average basis across the reporting period, the total work- force reached 8,388 employees in 2025 versus 8,399 in 2024. By the end of the year, the workforce had grown to 8,460 employees compared with 8,359 in 2024. This reflects lower staffing levels earlier in the year and increased recruitment toward year-end. Gender composition stayed balanced, showing only slight year-on-year changes.

Employee departures reached 1,173 in 2025, slightly higher than the 1,121 departures in 2024. The gender distribution of depar- tures also remained largely stable. The overall turnover rate increased slightly to 13.9% in 2025, compared with 13.4% in 2024.

During the reporting period, we did not collect information about non-binary or other gender identities. The most representa- tive employee number reported under IFRS—expressed as full-time equivalents (FTEs)—is provided in the Personnel and Organization Section in the Board of Directors’ Report and Note 6 .

Employee head count by gender:

Reporting period January 1–December 31, 2025.

Gender

End of Year

Average Number

Male

6,188

6,165

Female

2,272

2,223

Not reported

0

0

Total employees

8,460

8,388

Reporting period January 1–December 31, 2024.

Gender

End of Year

Average Number

Male

6,157

6,212

Female

2,202

2,187

Not reported

0

0

Total employees

8,359

8,399

Employee head count per country:

As an average across the reporting period January 1–December 31, 2025.

Country

Number of employees 2025

Norway

1,886

Sweden

3,053

Denmark

1,492

Finland

573

Lithuania

651

Latvia

658

Estonia

75

Reporting period January 1–December 31, 2024.

Country

Number of employees as an average

Number of employees at year end

Norway

1,851

1,862

Sweden

3,066

3,077

Denmark

1,545

1,476

Finland

558

551

Lithuania

637

653

Latvia

671

667

Estonia

71

73

The change in methodology resulted in the following adjust- ments to reported figures per country: Norway –11, Sweden –11, Denmark +69, Finland +7, Lithuania –16, Latvia +4, and Estonia –2. These differences reflect methodological effects rather than changes in underlying performance.

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Male employees dominate the workforce, making up approx- imately 73% of the total employees in 2025, while females account for about 27%. This reflects a slight improvement in female representation compared with 2024, when the share of male and female employees was approximately 74% and 26%, respectively. While female employees are well represented across all categories, there is still room for improvement in gender diversity.

The vast majority (98%) of our employees are permanent, reflecting a stable employment structure, with only 2% being temporary. This mirrors the situation in 2024, when the balance between permanent and temporary positions was similarly steady. Temporary employment may be used for short-term needs or specific projects.

Across the regions, there have been minor year-on-year fluctu- ations in headcount. However, the regions with the largest work- forces remain unchanged. Sweden continues to have the highest number of employees (3,053), followed by Norway (1,886) and Denmark (1,492) in 2025. Temporary and non-guaranteed hours employment remain minimal, as in 2024, supporting the continued focus on stable, long-term employment.

Employees by contract type, broken down by gender (head count):

As an average across the reporting period January 1–December 31, 2025.

Female

Male

Not disclosed

Total

Number of employees

2,223

6,165

0

8,388

Number of permanent employees

2,171

6,047

0

8,218

Number of temporary employees

35

89

0

124

Number of non-guaranteed hours employees

18

37

0

55

Number of full-time employees

2,057

5,886

0

7,943

Number of part-time employees

163

262

0

425

Revised in 2025 from values measured at the end of the reporting period to values calculated as an average across the reporting period. Figures are not directly comparable with the previous year.

At the end of reporting period January 1–December 31, 2024.

Female

Male

Not disclosed

Total

Number of employees

2,202

6,157

0

8,359

Number of permanent employees

2,147

6,021

0

8,168

Number of temporary employees

39

100

0

139

Number of non-guaranteed hours employees

17

38

0

55

Number of full-time employees

1,996

5,852

0

7,848

Number of part-time employees

195

299

0

494

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Leadership in diversity and inclusion is exemplified from the top, with the Board’s deep belief that a diverse leadership team and an open, inclusive culture are key to the company’s success. For more information about the diversity of the Board of Directors and Corporate Management, see GOV-1 .

The definition of top management at Atea aligns with the Authority Matrix, as outlined in the Code of Conduct and includes the country leadership team. This team comprises employees who report directly to the Group or Country Managing Director. At the end of the reporting period, 55 employees were part of the country leadership teams. The decrease from 81 employees in 2024 reflects improved applica- tion of the reporting definition. The gender distribution in 2025 was 75% male and 25% female, compared with 68% male and 32% female in 2024.

Distribution of employees by age group

as an average across the reporting period January 1–December 31, 2025.

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Distribution of employees by age group

at the end of reporting period January 1–December 31, 2024.

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Beginning in 2025, the metric used throughout this section has been revised from values measured at the end of the reporting period to values calculated as an average across the reporting period. As a result, the figures presented in this section are not directly comparable with those reported for the previous year. Additional information on the methodology change is provided in BP-2 .

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For consistency throughout this section, average number of training hours calculation has been revised to use the average number of employees across the reporting period rather than headcount measured at the end of the reporting period. The table below represents the figures as originally reported for 2024, and the subsequent tables presents the recalculated values based on the updated methodology. As a result of this methodological change, the calculated training hours for female employees differ slightly from the originally reported value.

originally reported for the period January 1–December 31, 2024.

Female

Male

Total

Number of employees

2,202

6,157

8,359

Average number of training hours per employee completed

21

29

27

When compared with the previous year, the 2025 figures show a moderate reduction in average training hours per employee. The decrease reflects changes in workforce size and training alloca- tion patterns compared with the previous year. Overall training activity remained substantial, and the decline in hours—while noticeable—is not considered marginally concerning, as it reflects a shift in training distribution rather than a reduction in learning opportunities.

Training hours,

for the period January 1–December 31, 2025.

Female

Male

Total

Number of employees

2,223

6,165

8,388

Average number of training hours per employee completed

20

24

23

for the period January 1–December 31, 2024.

Female

Male

Total

Number of employees

2,187

6,212

8,399

Average number of training hours per employee completed

22

29

27

Methods and estimations: For training time calculations, we used internal training logs and estimated session durations, which involve certain assumptions and may not be exact. This data includes both assumptions and actual reports from employees. Training hours are collected in various ways, including exports from internal training systems and the time registration system. When actual time spent was not available, we estimated it by taking the length of the training video or, for full-day training sessions, assuming it to be 8 hours.

The estimates are used because not all training sessions have a fixed duration. For example, certifications like ITIL require many hours of study and preparation, followed by an exam. However, there is no exact number of hours that must be spent: it varies on the individual’s pace and prior knowledge. Therefore, we rely on estimates to account for these variations and provide a more comprehensive view of the training efforts.

For instance, obtaining a Microsoft certification might involve several weeks of study, practice and hands-on experience before taking the certification exam. Similarly, Cisco certifications, such as CCNA or CCNP, require extensive preparation, including theoretical study and practical lab work. Atea also offers certifications for other partners such as HP, Apple, Lenovo, Citrix, HPE, IBM and VMware. These certifi- cations cover various areas including sales, consulting, and technical expertise. These certifications are crucial for maintaining our company’s high level of partner certification and ensuring our employees have the necessary skills and knowledge to support our clients effectively.

The training hours table’s data is based on the employee head count at the end of the year, as reported in S1-6. This approach helps us to provide a more accurate representation of the training efforts and ensures that we account for all employees who participated in training sessions throughout the year.

Data on development dialogues was collected based on actual data from the HR system. In some instances, it is estimated 99% of the workforce at the end of the year participated in these dialogues. This estimation is based on the standard practice that such dialogues are typically conducted during salary reviews or other meetings with direct managers.

Directors’ Report | S1 Own workforce

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Where heightened risks or actual impacts are identified, Atea applies targeted actions such as in-depth assessments, correc- tive action plans and follow-up evaluations. High-risk suppliers receive enhanced oversight, and Atea uses its leverage— through dialogue, escalation pathways, and collaboration—to support meaningful improvements in working conditions and overall human rights performance.

Assessment results also enable Atea to monitor supplier progress over time and to strengthen continuous improvement efforts across the supply chain. For more information on supplier management and assessment, see G1-2 .

Collaboration to drive change

We actively promote human rights and labor rights through industry dialogue and partnerships. In 2025, under the theme “Focus on People,” Atea hosted the Atea Sustainability Forum, bringing together Nordic IT buyers, global brands, and experts to discuss fair treatment of workers in the value chain, living wages, and buyer responsibility—highlighting the importance of clarity, dialogue, and practical collaboration to advance social sustainability.

Additionally, we participate in various sustainability initiatives and engage with NGOs and external experts to gain new knowledge and share insights. During the year we have contributed as a speaker and panelist to global platforms such as the Responsible Business Alliance (RBA) Annual Conference and European member meeting. Additionally, Atea participates in RBAs Living Wage Task Force to gain a better understanding of the topic

and the current state of the industry, as well as to collaborate on suggestions for the inclusion of living wage in the next update of RBA Code of Conduct, a process that will continue throughout 2026. As a member of the Responsible Minerals Initiative (RMI), we support responsible sourcing and benefit from shared tools and resources that help align with international standards and stakeholder expectations.

While our efforts have primarily focused on prevention, we are expanding our approach to include mitigation and access to remedy. We are currently investigating how best to implement these measures, including which channels and mechanisms are most effective. This work will be supported by action plans and dedicated resources, alongside processes to identify necessary actions, monitor progress and evaluate impact.

In alignment with the Corporate Sustainability Due Diligence Directive, we continue to evolve our practices to meet interna- tional standards for identifying, addressing, and remediating human rights and environmental risks across our supply chain.

Allegation management

Despite these efforts and collaboration with suppliers, violations of the Supplier Code of Conduct do occur. Atea actively moni- tors its value chain for alleged or confirmed breaches of our Supplier Code of Conduct, using media monitoring, supplier and stakeholder dialogue and a third-party whistleblower channel. All allegations are investigated, and if verified, they trigger our alle- gation management process. Relevant internal stakeholders are informed, and the response is tailored to the nature and severity of the issue.

Atea initiates dialogue with the supplier involved, requesting details of their investigation and assessment of the allegation. If the breach is confirmed, we require corrective actions and follow up until the issue is resolved. In cases of delay or non-coopera- tion, the matter is escalated, and Atea may restrict the supplier’s business and marketing access. Suppliers are also expected to proactively inform Atea within a reasonable timeframe of signif- icant breaches of the Supplier Code of Conduct or applicable legislation in their own operations or those of their suppliers or subcontractors and must provide information about planned corrective actions and progress updates.

In 2025, Atea closely investigated four new allegations in close collaboration with suppliers, industry peers, and third-party experts. At first, all allegations are assumed, based on their nature, to relate to potential non-compliance with the UN Guiding Principles on Business and Human Rights, the ILO Declaration on Fundamental Principles and Rights at Work, and the OECD Guidelines for Multinational Enterprises involving value chain workers.

Furthermore, we continued to work on two severe human rights cases reported in 2024. In one of the cases, we received confir- mation from the involved suppliers and the RBA that they have provided remediation for workers affected by recruitment fees, in collaboration with a local workers’ rights organization. They also confirmed that additional remediation was provided for unpaid wages and other related expenses. Based on the remediation completed and verified by the involved parties, we consider this case closed.

Directors’ Report | S2 Workers in the value chain

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Such targets might also create a false sense of security or lead to complacency once they are met. Therefore, our focus is on maintaining a robust and comprehensive approach to data protection that continuously evolves to address emerging threats and vulnerabilities.

Atea’s objectives for personal data processing and information security:

Complying with applicable laws by implementing measures to protect personal data

Governing data processing agreements when Atea acts as Controller or Processor

Enhancing employee security behavior and driving behavior maturity through awareness training

Preventing or minimizing breaches and incidents by imple- menting measures to reduce their impact

Ensuring employee responsibility in handling personal data correctly

Defining strategy and goals by establishing a clear security strategy and setting annual goals

Controlling security risk by managing risks in line with the organization’s risk appetite and tolerance

Maintaining ISO 27001 certification by ensuring compliance with ISO 27001 standards.

Each business unit in the scope of the Atea’s information secu- rity management system has established, maintained and updated measurable local sub-objectives in compliance with the overall Atea Group information security objectives.

Outcome in 2025

In 2025, Atea recorded zero sanctioned complaints or super- visory authority-notified breaches related to customer privacy, data leaks, or the theft/loss of consumers and end-users’ personal data across regions where we operate. We had no instances of non-compliance with laws and regulations that resulted in fines during the year. There were no reported cases of non-respect of the UN Guiding Principles on Business and Human Rights, ILO Declaration on Fundamental Principles and Rights at Work or OECD Guidelines for Multinational Enterprises that involve consumers and/or end-users in Atea’s downstream value chain. These outcomes are consistent with the previous year, which also recorded no sanctioned complaints, supervi- sory-authority-notified breaches or instances of non-compli- ance. To track the effectiveness of our policies and actions, we measure and follow-up on quantitative indicators. Compared with the previous year, the overall organizational risk level remained unchanged, while the success rate of phishing campaigns decreased to below 5%, demonstrating increased maturity.

The following indicators are used to evaluate progress:

Number of reported sanctioned complaints, incidents or breaches related to privacy, data leaks, theft or loss of data

0

Percentage of phishing campaign successes 1

<5%

Organizational risk level, combined measure of training participation, quiz results and phishing clicks on employees for low risk

95%

1 Fewer than 5% of the targets fell for the phishing scam by clicking on a malicious link or providing sensitive information.

Methods: These indicators are measured internally and with input from authorities. There are no assumptions or limita- tions in the methods used. The measurement of the metrics is not validated by an external body other than the assurance provider. Process documentation must be created, approved and reviewed according to Documents and Records Manage- ment procedure.

Directors’ Report | S4 Consumers and end-users

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responsible sourcing policies, the maturity and quality of annual sustainability reporting, disclosures about supply chain issues and corrective action processes and SBTi-validated science- based targets.

To ensure a robust evaluation, we combine third-party sources like RBA-Online and sustainability certifications with in-depth analysis of publicly available data and direct input from supplier dialogues. This results in a comprehensive dataset that offers a clear view of supplier efforts across all sustainability dimensions, including labor rights and anti-corruption.

The tool supports ongoing engagement with suppliers, helping identify improvement opportunities and enabling accountability. It also provides valuable insights for Atea and its customers. In 2025, a new Partner Sustainability Forum was created, where information is shared on a quarterly basis with partner managers—responsible for partner relations in accordance with the vendor strategy at group, country, and business line levels— across Atea Group. This includes the results of supplier assess- ments, identified gaps, supply chain allegations, and industry trends.

The program is reviewed annually and updated to reflect changes in risk profile, business model, stakeholder expec- tations, industry trends and legislation. For example, five new criteria were added in 2025 to deepen our understanding of supplier efforts, three of which relate to living wage, expanding on the one previously in place.

The supplier assessments for 2025 covered a total of 139 suppliers, representing 87% of our direct spend on hardware and software. During the year, we strengthened our scoping methodology by applying a more clearly defined scope and using more reliable spend data, which improved the accuracy of the suppliers included in the assessment. Suppliers were prior- itized based on sustainability risk, procurement spend and the level of influence we can achieve through individual initiatives and broader industry collaborations.

Among the assessed suppliers:

66 hardware suppliers have policies for responsible sourcing of minerals, representing 78% of spend

88 suppliers have a Supplier Code of Conduct, representing 82% of spend

10 suppliers publicly recognize the need to address living wage in supply chains, representing 27% of spend, and three of these suppliers have a public commitment to paying living wage in their own operations as well as in their supply chains.

A total of 53 assessed suppliers have validated near-term target with the Science Based Targets initiative, accounting for 71% of spend. Among these, 13 suppliers have additionally validated net-zero targets.

Through ongoing dialogue, we discussed the assessment results with all our hardware vendor program partners, identified gaps and used our influence to encourage stronger sustainability

performance. At the beginning of 2026, we plan to continue this dialogue with our software partners as well, to promote more consistent sustainability practices across the industry.

Not all 2025 metrics have comparative information for 2024, as some indicators were not included in the reporting scope in the previous year. In 2024, we assessed 98 suppliers, repre- senting 87% of our direct spend on hardware and software. Suppliers were prioritized for assessment based on specific criteria, including risk, procurement spend and leverage through individual initiatives and industry-wide efforts. Of the suppliers assessed, 83% had policies for responsible sourcing of minerals, and 86% had a Supplier Code of Conduct.

Corrective actions in case of gaps

If our assessments indicate that a supplier falls short of our expectations, we engage with the supplier to gather more in-depth information. This can include requesting third-party audit documentation, verifying audits via RBA-Online or checking sub-suppliers’ risk levels and audit scores. Through dialogue with the supplier, the areas of improvement or the risks for non-conformance towards our Supplier Code of Conduct are identified and discussed. Depending on the case, we may request a corrective action plan from the supplier or jointly develop one, with subsequent follow-up to track progress and implementation.

Atea does not conduct audits in suppliers’ supply chain facilities. Instead, many suppliers’ and sub-suppliers’ facilities are covered

Directors’ Report | G1 Business conduct

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Content index including a list of material Disclosure requirements

ESRS Standard

Disclosure

Page in sustainability statement

ESRS 2 General disclosures

BP-1

General basis for preparation of the sustsinability statement

BP-2

Disclosures in relation to specific circumstances

GOV-1

The role of the administrative, managment and supervisory bodies

GOV-2

Information provided to and sustainability matters addressed by the administrative, managment and supervisory bodies

GOV-3

Integration of sustainability-related performance in incentive schemes

GOV-4

Statement on due diligence

GOV-5

Risk management and internal controls over sustainability reporting

SBM-1

Strategy, business model and value chain

SBM-2

Interests and views of stakeholders

SBM-3

Material impacts, risks and opportunities and their interaction with strategy and business model

IRO-1

Description of the process to identify and assess material impacts, risks and opportunities

IRO-2

Disclosure requirements in ESRS covered by the undertaking’s sustainability statement

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ESRS Standard

Disclosure requirement

Page in sustainability statement

ESRS E1 Climate change

GOV-3

Integration of sustainability-related performance in incentive schemes

E1-1

Transition plan for climate change mitigation

SBM-3

Material impacts, risks and opportunities and their interaction with strategy and business model

IRO-1

Description of the processes to identify and assess material climate-related impacts, risks and opportunities

E1-2

Policies related to climate change mitigation and adaptation

E1-3

Actions and resources in relation to climate change policies

E1-4

Targets related to climate change mitigation and adaptation

E1-5

Energy consumption and mix

E1-6

Gross Scopes 1, 2, 3 and Total GHG emissions

E1-7

GHG removals and GHG mitigation projects financed through carbon credits

E1-9

Anticipated financial effects from material physical and transition risks and potential climate-related opportunities

Not reported for 2025 due to use of phase-in provision

ESRS E5 Resource use and circular economy

IRO-1

Description of the processes to identify and assess material resource use and circular economy-related impacts, risks and opportunities

E5-1

Policies related to resource use and circular economy

E5-2

Actions and resources related to resource use and circular economy

E5-3

Targets related to resource use and circular economy

E5-4

Resource inflows

E5-5

Resource outflows

Atea-1

Reuse and recycling of products

Atea-2

Potential savings through the reuse of equipment

E5-6

Anticipated financial effects from resource use and circular economy-related risks and opportunities

Not reported for 2025 due to use of phase-in provision

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ESRS Standard

Disclosure requirement

Page in sustainability statement

ESRS S1 Own workforce

SBM-2

Interests and views of stakeholders

SBM-3

Material impacts, risks and opportunities and their interaction with strategy and business model

S1-1

Policies related to own workforce

S1-2

Processes for engaging with own workers and workers’ representatives about impacts

S1-3

Processes to remediate negative impacts and channels for own workers to raise concerns

S1-4

Taking action on material impacts on own workforce and approaches to mitigating material risks and pursuing material opportunities related to own workforce and effectiveness of those actions

S1-5

Targets related to managing material negative impacts, advancing positive impacts and managing material risks and opportunities

S1-6

Characteristics of the undertaking’s employees

S1-7

Characteristics of non-employees in the undertaking’s own workforce

S1-8

Collective bargaining coverage and social dialogue

S1-9

Diversity metrics

S1-10

Adequate wages

S1-11

Social protection

S1-12

Persons with disabilities

S1-13

Training and skills development metrics

S1-14

Health and safety metrics

S1-15

Work-life balance metrics

S1-16

Remuneration metrics (pay gap and total remuneration)

S1-17

Incidents, complaints and severe human rights impacts

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ESRS Standard

Disclosure requirement

Page in sustainability statement

ESRS S2 Workers in value chain

SBM-2

Interests and views of stakeholders

SBM-3

Material impacts, risks and opportunities and their interaction with strategy and business model

S2-1

Policies related to value chain workers

S2-2

Processes for engaging with value chain workers about impacts

S2-3

Processes to remediate negative impacts and channels for value chain workers to raise concerns

S2-4

Taking action on material impacts on value chain workers and approaches to managing material risks and pursuing material opportunities related to value chain workers and effectiveness of those actions

S2-5

Targets related to managing material negative impacts, advancing positive impacts and managing material risks and opportunities

ESRS S4 Consumers and end-users

SBM-2

Interests and views of stakeholders

SBM-3

Material impacts, risks and opportunities and their interaction with strategy and business model

S4-1

Policies related to consumers and end-users

S4-2

Processes for engaging with consumers and end-users about impacts

S4-3

Processes to remediate negative impacts and channels for consumers and end-users to raise concerns

S4-4

Taking action on material impacts on consumers and end-users and approaches to managing material risks and pursuing material opportunities related to consumers and end-users and effectiveness of those actions

S4-5

Targets related to managing material negative impacts, advancing positive impacts and managing material risks and opportunities

ESRS G1 Business conduct

GOV-1

The role of the administrative, supervisory and management bodies

IRO-1

Description of the processes to identify and assess material impacts, risks and opportunities

G1-1

Business conduct policies and corporate culture

G1-2

Management of relationships with suppliers

G1-3

Prevention and detection of corruption and bribery

G1-4

Incidents of corruption or bribery

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Datapoints that derive from other EU legislation

List of datapoints in cross-cutting and topical standards that derive from other EU legislation

Material/ Not material

Disclosure Requirement and related datapoint

SFDR reference

Pillar 3 reference

Benchmark Regulation reference

EU Climate Law ref.

Page

ESRS 2 GOV-1 Board's gender diversity paragraph 21 (d)

Indicator number 13 of Table #1 of Annex 1

Commission Delegated Regulation (EU) 2020/1816, Annex II

Material

ESRS 2 GOV-1 Percentage of board members who are independent paragraph 21 (e)

Delegated Regulation (EU) 2020/1816, Annex II

Material

ESRS 2 GOV-4 Statement on due diligence paragraph 30

Indicator number 10 Table #3 of Annex 1

Material

ESRS 2 SBM-1 Involvement in activities related to fossil fuel activities paragraph 40 (d) i

Indicators number 4 Table #1 of Annex 1

Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Table 1: Qualitative information on Environmental risk and Table 2: Qualitative information on social risk

Delegated Regulation (EU) 2020/1816, Annex II

Not material

ESRS 2 SBM-1 Involvement in activities related to chemical production paragraph 40 (d) ii

Indicator number 9 Table #2 of Annex 1

Delegated Regulation (EU) 2020/1816, Annex II

Not material

ESRS 2 SBM-1 Involvement in activities related to controversial weapons paragraph 40 (d) iii

Indicator number 14 Table #1 of Annex 1

Delegated Regulation (EU) 2020/1818, Article 12(1) Delegated Regulation (EU) 2020/1816, Annex II

Not material

ESRS 2 SBM-1 Involvement in activities related to cultivation and production of tobacco paragraph 40 (d) iv

Delegated Regulation (EU) 2020/1818, Article 12(1) Delegated Regulation (EU) 2020/1816, Annex II

Not material

ESRS E1-1 Transition plan to reach climate neutrality by 2050 paragraph 14

Regulation (EU) 2021/1119, Article 2(1)

Material

ESRS E1-1 Undertakings excluded from Paris-aligned Benchmarks paragraph 16 (g)

Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 1: Banking book–Climate Change transition risk: Credit quality of exposures by sector, emissions and residual maturity

Delegated Regulation (EU) 2020/1818, Article12.1 (d) to (g) and Article 12.2

Not material

ESRS E1-4 GHG emission reduction targets paragraph 34

Indicator number 4 Table #2 of Annex 1

Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 3: Banking book–Climate change transition risk: alignment metrics

Delegated Regulation (EU) 2020/1818, Article 6

Material

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List of datapoints in cross-cutting and topical standards that derive from other EU legislation

Material/ Not material

Disclosure Requirement and related datapoint

SFDR reference

Pillar 3 reference

Benchmark Regulation reference

EU Climate Law ref.

Page

ESRS E1-5 Energy consumption from fossil sources disaggregated by sources (only high climate impact sectors) paragraph 38

Indicator number 5 Table #1 and Indicator n. 5 Table #2 of Annex 1

Material

ESRS E1-5 Energy consumption and mix paragraph 37

Indicator number 5 Table #1 of Annex 1

Material

ESRS E1-5 Energy intensity associated with activities in high climate impact sectors paragraphs 40 to 43

Indicator number 6 Table #1 of Annex 1

Material

ESRS E1-6 Gross Scope 1, 2, 3 and Total GHG emissions paragraph 44

Indicators number 1 and 2 Table #1 of Annex 1

Article 449a; Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 1: Banking book–Climate change transition risk: Credit quality of exposures by sector, emissions and residual maturity

Delegated Regulation (EU) 2020/1818, Article 5(1), 6 and 8(1)

Material

ESRS E1-6 Gross GHG emissions intensity paragraphs 53 to 55

Indicators number 3 Table #1 of Annex 1

Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 3: Banking book–Climate change transition risk: alignment metrics

Delegated Regulation (EU) 2020/1818, Article 8(1)

Not material

ESRS E1-7 GHG removals and carbon credits paragraph 56

Regulation (EU) 2021/1119, Article 2(1)

Material

ESRS E1-9 Exposure of the benchmark portfolio to climate-related physical risks paragraph 66

Delegated Regulation (EU) 2020/1818, Annex II Delegated Regulation (EU) 2020/1816, Annex II

Material but omitted due to phase-in option

ESRS E1-9 Disaggregation of monetary amounts by acute and chronic physical risk paragraph 66 (a) ESRS E1-9 Location of significant assets at material physical risk paragraph 66 (c).

Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 paragraphs 46 and 47; Template 5: Banking book–Climate change physical risk: Exposures subject to physical risk.

Material but omitted due to phase-in option

ESRS E1-9 Breakdown of the carrying value of its real estate assets by energy-efficiency classes paragraph 67 (c).

Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 paragraph 34; Template 2:Banking book– Climate change transition risk: Loans collateralised by immovable property - Energy efficiency of the collateral

Material but omitted due to phase-in option

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Material/ Not material

Disclosure Requirement and related datapoint

SFDR reference

Pillar 3 reference

Benchmark Regulation reference

EU Climate Law ref.

Page

ESRS E1-9 Degree of exposure of the portfolio to climate-related opportunities paragraph 69

Delegated Regulation (EU) 2020/1818, Annex II

Material but omitted due to phase-in option

ESRS E2-4 Amount of each pollutant listed in Annex II of the E-PRTR Regulation (European Pollutant Release and Transfer Register) emitted to air, water and soil, paragraph 28

Indicator number 8 Table #1 of Annex 1 Indicator number 2 Table #2 of Annex 1 Indicator number 1 Table #2 of Annex 1 Indicator number 3 Table #2 of Annex 1

Not material

ESRS E3-1 Water and marine resources paragraph 9

Indicator number 7 Table #2 of Annex 1

Not material

ESRS E3-1 Dedicated policy paragraph 13

Indicator number 8 Table 2 of Annex 1

Not material

ESRS E3-1 Sustainable oceans and seas paragraph 14

Indicator number 12 Table #2 of Annex 1

Not material

ESRS E3-4 Total water recycled and reused paragraph 28 (c)

Indicator number 6.2 Table #2 of Annex 1

Not material

ESRS E3-4 Total water consumption in m 3 per net revenue on own operations paragraph 29

Indicator number 6.1 Table #2 of Annex 1

Not material

ESRS 2- SBM 3 - E4 paragraph 16 (a) i

Indicator number 7 Table #1 of Annex 1

Not material

ESRS 2- SBM 3 - E4 paragraph 16 (b)

Indicator number 10 Table #2 of Annex 1

Not material

ESRS 2- SBM 3 - E4 paragraph 16 (c)

Indicator number 14 Table #2 of Annex 1

Not material

ESRS E4-2 Sustainable land / agriculture practices or policies paragraph 24 (b)

Indicator number 11 Table #2 of Annex 1

Not material

ESRS E4-2 Sustainable oceans / seas practices or policies paragraph 24 (c)

Indicator number 12 Table #2 of Annex 1

Not material

ESRS E4-2 Policies to address deforestation paragraph 24 (d)

Indicator number 15 Table #2 of Annex 1

Not material

ESRS E5-5 Non-recycled waste paragraph 37 (d)

Indicator number 13 Table #2 of Annex 1

Material

ESRS E5-5 Hazardous waste and radioactive waste paragraph 39

Indicator number 9 Table #1 of Annex 1

Material

ESRS 2- SBM3 - S1 Risk of incidents of forced labour paragraph 14 (f)

Indicator number 13 Table #3 of Annex I

Not material

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Material/ Not material

Disclosure Requirement and related datapoint

SFDR reference

Pillar 3 reference

Benchmark Regulation reference

EU Climate Law ref.

Page

ESRS 2- SBM3 - S1 Risk of incidents of child labour paragraph 14 (g)

Indicator number 12 Table #3 of Annex I

Not material

ESRS S1-1 Human rights policy commitments paragraph 20

Indicator number 9 Table #3 and Indicator number 11 Table #1 of Annex I

Material

ESRS S1-1 Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8, paragraph 21

Delegated Regulation (EU) 2020/1816, Annex II

Material

ESRS S1-1 Processes and measures for preventing trafficking in human beings paragraph 22

Indicator number 11 Table #3 of Annex I

Material

ESRS S1-1 Workplace accident prevention policy or management system paragraph 23

Indicator number 1 Table #3 of Annex I

Material

ESRS S1-3 Grievance/complaints handling mechanisms paragraph 32 (c)

Indicator number 5 Table #3 of Annex I

Material

ESRS S1-14 Number of fatalities and number and rate of work-related accidents paragraph 88 (b) and (c)

Indicator number 2 Table #3 of Annex I

Delegated Regulation (EU) 2020/1816, Annex II

Material

ESRS S1-14 Number of days lost to injuries, accidents, fatalities or illness paragraph 88 (e)

Indicator number 3 Table #3 of Annex I

Material

ESRS S1-16 Unadjusted gender pay gap paragraph 97 (a)

Indicator number 12 Table #1 of Annex I

Delegated Regulation (EU) 2020/1816, Annex II

Material

ESRS S1-16 Excessive CEO pay ratio paragraph 97 (b)

Indicator number 8 Table #3 of Annex I

Material

ESRS S1-17 Incidents of discrimination paragraph 103 (a)

Indicator number 7 Table #3 of Annex I

Material

ESRS S1-17 Non-respect of UNGPs on Business and Human Rights and OECD paragraph 104 (a)

Indicator number 10 Table #1 and Indicator n. 14 Table #3 of Annex I

Delegated Regulation (EU) 2020/1816, Annex II Delegated Regulation (EU) 2020/1818 Art 12 (1)

Material

ESRS 2- SBM3 – S2 Significant risk of child labour or forced labour in the value chain paragraph 11 (b)

Indicator number 12 and n. 13 Table #3 of Annex I

Material

ESRS S2-1 Human rights policy commitments paragraph 17

Indicator number 9 Table #3 and Indicator n. 11 Table #1 of Annex 1

Material

ESRS S2-1 Policies related to value chain workers paragraph 18

Indicator number 11 and n. 4 Table #3 of Annex 1

Material

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IFRS 18 Presentation and Disclosure in Financial Statements, which replaces IAS 1 Presentation of Financial Statements focuses on improving how information is communicated in financial statements to provide a better basis for analysis and comparison. Atea expect that the application of these amendments may have an impact on the groups consolidated financial statements in future periods. Key features include:

present specified categories and defined subtotals in the statement of profit or loss

provide disclosures on management-defined performance measures (MPMs) in the notes to the financial statements

improved aggregation and disaggregation.

IFRS® Accounting Standards 18 is effective for annual reporting periods beginning on or after January 1, 2027, with earlier applications permitted. Atea will implement the standard from 1 January 2027. The standard is not expected to affect the primary reporting metric that is EBIT.

2.3 Critical accounting judgements and key sources of estimation uncertainty

The preparation of accounts in accordance with IFRS® Accounting Standards requires use of certain critical accounting estimates. In addi-tion, the application of the Atea’s accounting principles requires that the management exercise judgment that have significant effects on the amounts recognized in the financial statements. Areas that contain a high degree of such discretionary assessments, or a high degree of complexity, or areas where the assumptions and estimates are of signif-icance to the consolidated accounts are described separately.

Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future

events that are believed to be reasonable under the circumstances. Actual results can differ from estimates.

The key assumptions concerning the future, and other key sources of estimation uncertainty that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year are specified below. Important and critical judge-ments in applying the entity’s accounting policies are also specified.

The following are the critical judgements, apart from those involving estimations (which are presented separately below), that the directors have made in the process of applying the group’s accounting policies and that have the most significant effect on the amounts recognised in financial statements:

Revenue recognition - Note 5

Impairment of goodwill - Note 12

The key assumptions concerning the future, and other key sources of estimation uncertainty at the reporting period that may have a signifi-cant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year, are discussed in Note 12regarding Goodwill.

2.4 Prior period correction

The Consolidated Statement of Comprehensive Income for 2024 and the Consolidated Statement of Financial Position as of 31 December 2024 have been restated due to the correction of accounting errors in Atea Denmark identified in prior years.

The errors relate to the incorrect periodization of accrued discounts to managed service customers (2014–2022) and misstatements in the accounting for customer claims and provisions associated with returned leased equipment (2020–2024). These errors resulted in

an overstatement of revenue and an understatement of liabilities in prior periods. The corrections have been made through retrospective restatement in accordance with IAS 8 Accounting Policies, Changes in Accounting Estimates and Errors. The impact of the 2024-related errors has been recognized in the 2024 comparative figures, while the impact of earlier periods has been adjusted through equity as of 1 January 2024.

Impact on the Consolidated Statement of Comprehensive Income:

For full year 2024:

Revenue is reduced by NOK 4.9 million.

Cost of sales are increased by NOK 5.2 million.

Gross profit, EBITDA and Operating profit (EBIT) are reduced by NOK 10.2 million.

Tax is reduced by NOK 2.2 million.

Profit for the period is reduced by NOK 7.9 million.

Earnings per share are reduced by NOK 0.07 per share.

Impact on Atea’s Consolidated Statement of Financial Position on 31 December 2024:

Other receivables are reduced by NOK 6.8 million.

Other current liabilities are increased by NOK 29.2 million.

Provisions are increased by NOK 44.5 million.

Tax payable is reduced by NOK 8.3 million.

Retained earnings and other reserves are reduced by NOK 72.1 million.

In addition to these changes, tax payable and tax receivable has been netted in the Consolidated Statement of Financial Position for 2024, meaning that tax receivable and tax payable are reduced by NOK 105 million.

2.5Significant accounting policies

Accounting policies are included in the relevant notes to the Consolidated Financial Statements.

Financial Statements and Notes | Atea Group Financial Notes

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Financial Statements

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147 | Atea Annual Report 2025

2025

NOK in million

Norway

Sweden

Denmark

Finland

The Baltics

Shared services

Group cost/ eliminations

Total

Gross sales

14,010

24,951

14,199

4,824

2,568

12,278

-12,663

60,167

Revenue

9,396

14,251

8,326

3,538

2,113

12,171

-12,418

37,376

Cost of sales and operating expenses

-8,795

-13,350

-8,035

-3,395

-1,921

-11,989

12,265

-35,220

Depreciation and amortisation

-141

-192

-194

-40

-80

-131

0

-779

Operating profit (EBIT)

460

709

97

102

112

51

-154

1,377

Net financial items

-237

Profit before tax

1,140

Number of full-time employees at 31 December

1,791

2,646

1,481

578

779

880

10

8,165

2024

NOK in million

Norway

Sweden

Denmark1

Finland

The Baltics

Shared services

Group cost/ eliminations

Total1

Gross sales

12,970

21,949

12,373

4,811

2,017

10,299

-10,562

53,857

Revenue

8,800

12,756

7,859

3,581

1,723

10,199

-10,341

34,578

Cost of sales and operating expenses

-8,254

-12,027

-7,600

-3,432

-1,551

-10,033

10,216

-32,680

Depreciation and amortisation

-136

-181

-196

-33

-78

-111

0

-736

Operating profit (EBIT)

410

547

63

116

94

56

-125

1,161

Net financial items

-170

Profit before tax

992

Number of full-time employees at 31 December

1,775

2,623

1,432

546

739

865

9

7,989

1Full year 2024 results are restated. See Note 2.

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152 | Atea Annual Report 2025

1. Product revenue

1.1 Hardware

Local currency in million

2025

2024

Norway

NOK

6,478

6,034

Sweden

SEK

9,095

8,485

Denmark

DKK

3,597

3,321

Finland

EUR

245

250

The Baltics

EUR

120

91

Group Shared Services1

NOK

10,793

8,901

Atea Group

NOK

25,974

23,817

1.2 Software

Local currency in million

2025

2024

Norway

NOK

364

377

Sweden

SEK

663

603

Denmark

DKK

179

176

Finland

EUR

9

8

The Baltics

EUR

4

2

Group Shared Services1

NOK

5

5

Atea Group

NOK

1,498

1,390

1Revenue from Group Shared Services are eliminated on Group level.

2. Services revenue

Local currency in million

2025

20241

Norway

NOK

2,554

2,389

Sweden

SEK

3,681

3,461

Denmark

DKK

1,527

1,541

Finland

EUR

48

50

The Baltics

EUR

56

55

Group Shared Services2

NOK

1,373

1,294

Atea Group

NOK

9,904

9,370

3. Total revenue

Local currency in million

2025

20241

Norway

NOK

9,396

8,800

Sweden

SEK

13,439

12,548

Denmark

DKK

5,303

5,037

Finland

EUR

302

308

The Baltics

EUR

180

148

Group Shared Services2

NOK

12,171

10,199

Atea Group

NOK

37,376

34,578

1Full year 2024 results are restated. See Note 2.

2Revenue from Group Shared Services are eliminated on Group level.

Contract balances:

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

NOK in million

2025

2024

Receivables, which are included

Trade receivables1

8,721

8,074

Contract assets2

418

412

Contract liabilities3

1,495

1,484

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 unconditional.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 Note 16.

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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 2025

412

1,484

Recognised during the year:

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

-

-1,108

Invoiced in advance

-

1,085

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

-60

-7

Increases as a result of changes in the measure of progress

60

-

Currency translation differences

7

41

At 31 December 2025

418

1,495

NOK in million

Contract assets

Contract liabilities

At 1 January 2024

291

1,359

Recognised during the year:

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

-

-1,052

Invoiced in advance

-

1,239

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

43

12

Increases as a result of changes in the measure of progress

69

-77

Currency translation differences

8

4

At 31 December 2024

412

1,484

Remaining performance obligations at year-end

The remaining performance obligations expected to be recognised in more than one year after the year end 2025, is estimated to NOK 1,254 million (NOK 1,382 million in 2024). This is mainly related to Data Center outsourcing agreements that normally that cannot 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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155 | Atea Annual Report 2025

The value of Atea’s obligation to the employee upon exercise is capped at a maximum value of 2 times the strike price of the options at the grant date

Atea settles its obligation to the employee upon exercise of Share Options as follows:

Atea may at its own discretion elect to settle its obligation to the employee through a cash payment of the intrinsic value of all options exercised or through a share-based payment of equal value

If Atea elects to settle its obligation through a share-based payment, then the employee receives the right to subscribe to a variable number of shares in Atea ASA at a final settlement price per share of NOK 0 (if Atea uses treasury shares to settle the obli-gation) or at par value, currently NOK 1 (if Atea issues new shares to settle the obligation, contingent upon approval at the annual general meeting). It is Atea’s discretion whether to use treasury shares or whether to issue new shares to settle the contract

The value of the rights received by the employee is equal to the intrinsic value of the options exercised. The number of shares which the employee receives the right to subscribe is equal to: the intrinsic value of the share options exercised, divided by the difference between the share price at the exercise date minus the final settlement price per share to be paid by the employee (NOK 0 or NOK 1)

The number of shares which the employee receives the right to subscribe is adjusted for any income tax withholding in accordance with local tax regulation. Income tax is withheld through a propor-tional reduction in the number of shares which the employee has the right to subscribe.

Atea’s practice is to use treasury shares to settle the contractual obliga-tions of its share option contracts, rather than to make a cash payment or to issue new shares. The cost of the stock options is calculated at the time of grant according to the Black-Scholes valuation model and then expensed over the vesting period, in accordance with IFRS® Accounting Standards 2 Share-based payment.

On each balance sheet date, the company adjusts the number of options outstanding for any cancellations due to employee resignation or termination. In the event of any cancellation of options, Atea reverses any cost accrued for the cancelled options in the income statement with a corresponding adjustment to equity. There is no outstanding tax obli-gation to be settled in the balance on 31 December 2025.

Based on the Atea share price and the strike price of all 8,172,828 outstanding share options as of 31 December 2025, and based on the contractual exercise / settlement procedure above, the maximum number of new shares or treasury shares required for Atea to meet its obligations under its share option agreements as of 31 December 2025 was 1,177,349, or 1.0% of all shares issued by Atea ASA. This calculation assumes that every option recipient remains employed by Atea through the exercise dates in 2026 - 2028, so that they retain the right to exer-cise their options.

If the Atea share price were to appreciate so that the intrinsic value of each outstanding option reached its maximum value / cap, the maximum number of new shares or treasury shares required for Atea to meet its obligations under its share option agreements as of 31 December 2025 would increase to 3,263,620 or 2.9% of all shares issued by Atea ASA.

6.2.2 Employee Share Savings Program (ESSP):

Atea ASA has 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, up to a maximum amount of EUR 100 per month. Shares are purchased at market price, either from the open market or from Atea’s treasury hold-ings, at the company’s discretion. As an additional incentive, Atea will provide ESSP participants one “bonus share” for each two ordinary shares purchased under the Program after a vesting period during which the participant must remain employed by Atea and during which the participant cannot sell the specified ordinary shares.

The obligation to provide participants with a “bonus share” is recog-nized by Atea as a Restricted Share Unit (RSU), in accordance with IFRS® Accounting Standards 2 Share-based payment. The cost of the RSU is calculated at the time of the respective share purchase and then expensed over the vesting period during which the participant must remain employed by Atea. On each balance sheet date, the company adjusts its obligation to issue bonus shares for any cancellation due to termination of the participant’s employment or the sale of their ordinary shares. Atea recognizes the impact of any cancellations of RSUs in the income statement, with a corresponding adjustment to equity.

Atea had 235,576 outstanding RSUs as of 31 December 2025 (209,717 RSUs at 31 December 2024). This represents the maximum number of new shares or treasury shares needed for Atea to meet its obligations to employees, in the event that all program participants remain employed at Atea through all of the future vesting dates.

Financial Statements and Notes | Atea Group Financial Notes

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Financial Statements

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Introduction

156 | Atea Annual Report 2025

Share options and weighted average exercise prices are as follows for the reporting periods presented:

2025

2024

Local currency

in million

Number of options

Weighted average exercise price (NOK)

Number of options

Weighted average exercise price (NOK)

Outstanding at 1 Jan

8,329,328

110

8,366,335

104

Granted

2,426,338

131

2,447,832

129

Exercised

-1,751,832

120

-1,992,839

76

Lapsed/terminated

-826,006

112

-483,000

110

Expired

-5,000

115

-9,000

73

Outstanding at 31 Dec

8,172,828

106

8,329,328

110

Vested outstanding

1,812,332

106

1,784,832

110

The weighted average value of the share options granted in 2025 was NOK 40 (NOK 42 in 2024). The share options were valued by a third party according to the Black-Scholes valuation model. The conditions for exer-cising the different share option programmes are set for each programme on an individual basis.

Terms of the outstanding Share options are as follows:

Outstanding share options

Vested share options

Exercise price

Outstanding share options at 31 Dec 2025

Weighted average contractual life (Year)

Weighted average exercise price (NOK)

Vested share options at 31 Dec 2025

Weighted average exercise price (NOK)

100-110

1,812,332

0.96

110

1,812,332

110

110-120

1,978,332

1.96

115

-

-

120-130

2,147,832

2.96

129

-

-

130-140

2,234,332

3.96

131

-

-

Total

8,172,828

2.54

122

1,812,332

110

Variables in the model for the allotment of options in 2025:

Weighted average share price at the time of allotment (NOK)

132

Weighted average exercise price (NOK)

124

Weighted average fair value (NOK)

40

Weighted average volatility1

28.8%

Weighted average risk-free interest rate

3.7%

Weighted average expected life (years)

4.3

1The expected volatility was determined based on historical volatility with the same lifetime as the options issued. As the strike price is adjusted for dividends, this is not taken into account in the valuation.

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Introduction

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The income tax expense for the year can be reconciled to the accounting profit as follows:

NOK in million

2025

20241

Profit before tax

1,140

992

Income tax expense calculated at 22% (2024: 22%)2

-251

-218

Effect of income non-taxable and expenses non-deductible3

-32

-31

Effect of different tax rates of subsidiaries operating in other jurisdictions4

19

5

Effect of deferred tax balances due to the change in income tax rates3

1

0

Effect of deferred tax changes recognised in other comprehensive income or directly in equity

9

15

Total

-254

-228

Adjustments recognised in the current year in relation to the current tax of prior years

-9

4

Income tax expense recognised in profit or loss

-263

-224

Effective tax rate

23.0 %

22.6 %

1Full year 2024 results are restated. See Note 2.

2The tax rate used for the 2025 reconciliations above is the corporate tax rate of 22% (2024: 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 2025 by country: Norway - 22%, Sweden - 20.6%, Finland - 20%, Denmark - 22%, The Baltic - 0-16%. Nominal tax rates in 2024 by country: Norway - 22%, Sweden - 20.6%, Finland - 20%, Denmark - 22%, The Baltic - 0-15%.

Income tax recognised directly in equity

NOK in million

2025

2024

Current tax

Relating to shared based compensation

5

6

Deferred tax

Relating to shared based compensation

5

10

Total income tax expenses recognized directly in equity

9

15

Deferred tax balances are presented in the statement of financial position as follows:

NOK in million

2025

2024

Deferred tax assets related to carryforward losses1

66

138

Deferred tax assets related to temporary differences1

60

32

Deferred tax liabilities

-174

-168

Net deferred tax assets (liabilities)

-48

2

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 individual 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 234 million at 31 December 2025 (NOK 174 million at the end of 2024).

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Deferred tax assets (liabilities)

NOK in million

Book value at

1 Jan 2025

Recognized

in P/L

Recognized

in equity

Change in OB

Currency translation differences

Book value at

31 Dec 2025

Temporary differences

Property, plant and equipment

23

-8

-

-

0

15

Intangible assets1

-215

10

-

-

-6

-211

Inventories

4

0

-

-

0

4

Trade and other receivables

6

-1

-

-

0

5

Provisions and accruals

44

23

-

-

0

67

Capital gain/loss accounts

-12

-6

-

-

0

-18

Financial leases

18

4

-

-

0

23

Other financial liabilities

14

6

-

-

0

20

Other differences

-8

-9

5

5

0

-8

Total

-125

19

5

5

-6

-103

Unused tax losses and credits

Tax loss carryforward

138

-72

-

-

0

66

Other temporary differences not recognized on the statement of financial position

-11

0

-

-

-

-11

Deferred tax assets recognized on the statement of financial position

127

-73

-

-

0

54

Net deferred tax assets recognized on the statement of financial position

3

-53

5

5

-6

-48

1Primarily related to depreciable excess values from business combinations.

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Deferred tax assets (liabilities)

NOK in million

Book value at

1 Jan 2024

Recognized

in P/L

Recognized

in equity

Change in OB

Currency translation differences

Book value at

31 Dec 2024

Temporary differences

Property, plant and equipment

18

4

-

-

1

23

Intangible assets1

-200

-8

-

-

-7

-215

Inventories

6

-2

-

-

0

4

Trade and other receivables

5

1

-

-

0

6

Provisions and accruals

13

31

-

-

0

44

Capital gain/loss accounts

-10

-1

-

-

0

-12

Financial leases

16

1

-

-

0

18

Other financial liabilities

16

-2

-

-

1

14

Other differences

14

-32

10

-

0

-8

Total

-122

-8

10

-

-5

-125

Unused tax losses and credits

Tax loss carryforward

190

-54

-

-

2

138

Other temporary differences not recognized on the statement of financial position

-11

0

-

-

-

-11

Deferred tax assets recognized on the statement of financial position

179

-54

-

-

2

127

Net deferred tax assets recognized on the statement of financial position

58

-62

10

-

-3

3

1Primarily related to depreciable excess values from business combinations.

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NOK in million

Buildings and property

Vehicles and office machines

Furniture and fittings

Computer equipment

Total

Acquisition cost

1 January 2024

70

139

359

1,709

2,277

Additions

0

7

22

167

196

Disposals1

-

-6

-5

-109

-119

Currency translation effects

2

7

8

59

76

31 December 2024

73

146

384

1,826

2,430

Additions

5

4

31

243

283

Disposals1

-

-11

-5

-261

-277

Currency translation effects

1

0

15

19

35

31 December 2025

78

140

425

1,827

2,470

NOK in million

Buildings and property

Vehicles and office machines

Furniture and fittings

Computer equipment

Total

Accumulated depreciation

1 January 2024

-43

-130

-249

-1,341

-1,763

Depreciation

-3

-5

-24

-193

-225

Disposals1

-

5

5

108

118

Currency translation effects

-1

-6

-6

-48

-62

31 December 2024

-47

-136

-275

-1,474

-1,932

Depreciation

-3

-5

-29

-177

-215

Disposals1

-

10

5

249

264

Currency translation effects

0

0

-9

-14

-24

31 December 2025

-50

-131

-309

-1,416

-1,907

Acquisition cost

73

146

384

1,826

2,430

Accumulated depreciation and write-downs

-47

-136

-275

-1,474

-1,932

Book value at 31 December 2024

26

10

109

352

498

Acquisition cost

78

140

425

1,827

2,470

Accumulated depreciation and write-downs

-50

-131

-309

-1,416

-1,907

Book value at 31 December 2025

28

9

115

411

563

1Gain/loss on the disposal of property, plant and equipment accounted for insignificant amounts in 2025 and 2024.

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software costs/solutions and rights recognized on the balance sheet are amortized over their estimated useful lives, normally 3-7 years.

Contracts and customer relationships

In connection with business combinations, contracts and customer rela-tionships are recorded at fair value at the acquisition date. The amorti-zation period for contracts and customer relationships is based on the period they are expected to generate cash flow, normally 4-5 years.

Impairment of non-financial assets

Assets that are subject to amortization are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognized for the amount by which the asset’s carrying amount exceeds its recov-erable amount. The recoverable amount is the higher of an asset’s fair value less costs of disposal and value in use. For the purposes of assessing impairment, assets are grouped at the lowest levels for which there are separately identifiable cash flows (cash-generating units).

Critical accounting judgements and key sources of estimation uncertainty

Impairment of goodwill:

The most important estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year are related to impairment of goodwill. The book value of goodwill as of 31 December 2025 is NOK 4,526 million.

Sensitivity analysis indicates that even with the use of conservative estimates with regard to future cash flows and discount rates, the book value of any of the assets will not exceed the recoverable amounts. See more information above.

Recoverable amounts of cash-generating units are determined based on judgements of fair values less costs to sell or value-in-use estimates.

WACC (Weighted Average Cost of Capital) used1:

NOK in million

2025

2024

Norway

9.3%

7.9%

Sweden

7.4%

5.9%

Denmark

7.4%

6.0%

Finland

7.9%

6.6%

The Baltics2

7.8%

6.7%

1At 30 September. The increase in the WACC reflects a reassessment of key assumptions in the impairment model, including updated market conditions and adjustments to the cost of debt and beta. This revision led to a higher discount rate used in the impairment analysis.

2Volume-weighted average for Estonia, Latvia and Lithuania.

Financial Statements and Notes | Atea Group Financial Notes

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

167 | Atea Annual Report 2025

NOK in million

Goodwill

Contracts and customer relationships

Computer software and rights

Total other intangible assets

Acquisitions

1 January 2024

4,336

343

1,451

1,794

Changes from prior years

-

-

-6

-6

Additions

-

-

245

245

Disposals1

-

-

-41

-41

Currency translation effects

128

11

55

66

31 December 2024

4,465

353

1,705

2,058

Changes from prior years

-

-

-69

-69

Additions

-

-

223

223

Disposals1

-

-

-1

-1

Currency translation effects

61

1

29

30

31 December 2025

4,526

355

1,887

2,242

NOK in million

Goodwill

Contracts and customer relationships

Computer software and rights

Total other intangible assets

Accumulated amortisation

1 January 2024

-

-299

-924

-1,222

Amortisation

-11

-105

-117

Disposals1

-

-

40

40

Currency translation effects

-

-8

-39

-47

31 December 2024

-

-318

-1,028

-1,346

Changes from prior years

-

-

1

1

Amortisation

-10

-127

-137

Disposals1

-

-

1

1

Currency translation effects

-

-1

-7

-8

31 December 2025

-

-329

-1,160

-1,489

Acquisition cost

4,465

353

1,705

2,058

Accumulated amortisation and write-downs

-

-318

-1,028

-1,346

Book value at 31 December 2024

4,465

35

677

712

Acquisition cost

4,526

355

1,887

2,242

Accumulated amortisation and write-downs

-

-329

-1,160

-1,489

Book value at 31 December 2025

4,526

25

728

753

1Gain/loss on the disposal of intangible assets accounted for insignificant amounts in 2025 and 2024.

Financial Statements and Notes | Atea Group Financial Notes

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

170 | Atea Annual Report 2025

There is no concentration of credit risk with respect to trade receiv-ables, as the Group has a large number of customers spread across several countries. Maximum exposure to trade receivables corresponds to NOK 8,739 million (NOK 8,105 million in 2024).

As of 31 December 2025, Atea subsidiaries in Norway, Sweden, Denmark sold receivables of NOK 1,598 million under the securitization facility (NOK 1,580 million at the end of 2024). The maximum balance of accounts receivable which may be sold at any time during the term of contract is NOK 1,900 million. See Note 17for more information.

As of 31 December 2025 the Group can borrow up to NOK 1,100 million through a securitization facility secured by receivables. Trade receiva-bles up to this limit are pledged as security for revolving credit facility. See Note 17and Note 24for additional information.

The Group has recognised a loss of NOK 3 million related to trade receivables in 2025 (NOK 9 million in 2024). See Note 7for more information.

See otherwise Note 3.1.6with regard to credit risk.

Maturity analysis for trade receivables not due:

NOK in million

2025

2024

Non-due < 30

7,540

6,785

Non-due 31-90

565

775

Non-due > 91

5

20

Total

8,109

7,580

Maturity analysis for trade receivables due:

NOK in million

2025

2024

Overdue < 30 days

501

428

Overdue 31-90 days

90

64

Overdue > 91 days

39

32

Total

630

524

Financial Statements and Notes | Atea Group Financial Notes

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

174 | Atea Annual Report 2025

See Note 24for disclosure of asset pledged under financing contracts.

Maturity analysis for loans 20251

NOK in million

Less than 1 month

1-3 months

3 months to 1 year

1-5 years

Total

Long-term financing

3

5

24

667

699

Short-term financing

4

-

-

-

4

Total

7

5

24

667

703

Maturity analysis for loans 20241

NOK in million

Less than 1 month

1-3 months

3 months to 1 year

1-5 years

Total

Long-term financing

3

6

26

708

742

Short-term financing

4

-

-

-

4

Total

7

6

26

708

747

1Includes interest payable.

Loan facilities:

NOK in million

2025

2024

Long term

Unsecured EIB loan

588

588

of which utilised

588

588

Short term

Uncommited securitization facility

1,100

1,100

of which utilised

-

-

Overdraft facility

50

50

of which utilised

-

-

Money market line

600

600

of which utilised

-

-

Financial Statements and Notes | Atea Group Financial Notes

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

176 | Atea Annual Report 2025

The information about leases for which the Group is a lessee is presented below:

Right-of-use assets

NOK in million

ROU, Buildings and property

ROU, Computer equipment

ROU, Motor vehicles

ROU, Office machines

Total right-of-use assets

Acquisition cost

1 January 2024

1,808

285

465

2

2,561

Ordinary additions

321

32

166

-

519

Revaluation decrease1

-15

-18

-129

-

-162

Currency translation effects

38

6

14

0

58

31 December 2024

2,152

306

517

2

2,976

Ordinary additions

242

37

171

-

451

Revaluation decrease1

-198

-25

-129

-

-351

Currency translation effects

41

0

15

0

56

31 December 2025

2,237

319

574

2

3,132

Accumulated depreciation

1 January 2024

-764

-235

-246

-2

-1,247

Depreciation

-240

-28

-136

0

-405

Eliminated on revaluation

14

18

119

-

151

Currency translation effects

-17

-4

-7

0

-28

31 December 2024

-1,007

-250

-269

-2

-1,528

Depreciation

-259

-35

-145

-

-439

Eliminated on revaluation

117

25

115

-

256

Currency translation effects

-16

0

-8

0

-24

31 December 2025

-1,166

-261

-307

-2

-1,736

Acquisition cost

2,152

306

517

2

2,976

Accumulated depreciation and write-downs

-1,007

-250

-269

-2

-1,528

Book value 31 December 2024

1,145

55

247

0

1,448

Acquisition cost

2,237

319

574

2

3,132

Accumulated depreciation and write-downs

-1,166

-261

-307

-2

-1,736

Book value 31 December 2025

1,071

58

267

0

1,396

1Related to amendment of duration of leasing contracts.

Financial Statements and Notes | Atea Group Financial Notes

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

177 | Atea Annual Report 2025

Lease liabilities

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

NOK in million

2025

2024

Less than one year

-505

-470

One to five years

-870

-855

More than five years

-424

-468

Total undiscounted lease liabilities at 31 December

-1,800

-1,792

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

-1,595

-1,607

Current

-470

-456

Non-current

-1,126

-1,151

Atea as a lessor - age distribution operational lease

Maturity analysis - contractual undiscounted cash flows to be paid after reporting date1.

NOK in million

2025

2024

Less than one year

10

9

One to two years

10

10

Two to three years

7

10

Three to four years

3

7

Four to five years

0

3

Total

30

39

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 date1.

NOK in million

2025

2024

Less than one year

45

39

One to two years

35

12

Two to three years

5

4

Three to four years

1

2

Four to five years

0

1

Total undiscounted lease receivable

86

58

Unearned finance income

-3

-2

Net investement in the lease

83

55

1Mainly related to financial subleasing of products to customers.

Financial Statements and Notes | Atea Group Financial Notes

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

178 | Atea Annual Report 2025

Amounts recognised in the Consolidated income statement:

NOK in million

2025

2024

Profit on subleasing transactions1

3

0

Income from subleasing right-of-use assets2

10

9

Expenses relating to short-term leases3

-17

-18

Expenses relating to leases of low-value assets4

-16

-16

Interest expense, leasing5,6

-77

-74

Interest income, subleasing7

5

6

Interest expenses, subleasing7

-5

-6

1Atea 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.

2Related to operating subleasing of premises.

3A lease that at the commencement date has a lease term of 12 months or less.

4Operating lease of assets with a value below USD 5,000 not included in 1above.

5Interest expenses on Finance lease liabilities.

6Interest paid for lease liabilities is included in Interest paid in Net cash flow from operational activities in the Consolidated Statement of Cash flow.

7Mainly 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

2025

2024

Total cash outflow from leases

-424

-398

Financial Statements and Notes | Atea Group Financial Notes

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

181 | Atea Annual Report 2025

2025:

NOK in million

FVTPL

Amortised cost

Fair value1

Financial assets

Trade receivables

8,721

8,721

Other receivables2

1,056

1,056

Cash and cash equivalents

1,594

1,594

Derivative contracts

22

22

Financial liabilities

Long-term leasing liabilities

1,126

1,126

Other long-term liabilities3

185

185

Trade payables

9,670

9,670

Current interest bearing liabilities

4

4

Current leasing liabilities

470

470

Derivative contracts

54

54

1Book value is a reasonable estimate of fair value in cases where these numbers are identical.

2Less prepaid expenses and accrued revenue.

3Less other provision.

2024:

NOK in million

FVTPL

Amortised cost

Fair value1

Financial assets

Trade receivables

8,074

8,074

Other receivables2

1,039

1,039

Cash and cash equivalents

2,004

2,004

Derivative contracts

25

25

Financial liabilities

Long-term leasing liabilities

1,151

1,151

Other long-term liabilities3

198

198

Trade payables

9,746

9,746

Current interest bearing liabilities

4

4

Current leasing liabilities

456

456

Derivative contracts

19

19

1Book value is a reasonable estimate of fair value in cases where these numbers are identical.

2Less prepaid expenses and accrued revenue.

3Less other provision.

Financial Statements and Notes | Atea Group Financial Notes

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

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186 | Atea Annual Report 2025

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

201 | Atea Annual Report 2025

Page 2

Independent Auditor’s Report

Atea ASA

Impairment of goodwill

Description of the Key Audit Matter

As disclosed in Note 12 the carrying amount of goodwill amounted to NOK 4,526 million as at 31 December 2025.

The Group allocates goodwill to the cash-generating units which management has determined are the countries of operation, which also are defined as the Group’s segments.

Determining whether goodwill is impaired requires estimation of the value in use. As disclosed in Note 12 , the value in use calculation requires management to make significant estimates and assumptions related to future revenues, profit margins, costs and capital employment. The outcome of impairment assessments may vary significantly, dependent on the assumptions applied.

Due to the significant judgment involved in determining the assumptions used in the testing for impairment of goodwill we have assessed this to be a Key Audit Matter.

How the matter was addressed in the audit

We challenged the assumptions and judgement used in the impairment model for assessing the recoverability of the carrying amount of goodwill. Our procedures included:

We obtained an understanding of management’s process for impairment testing of goodwill

We assessed the appropriateness of the identification of cash-generating units.

We tested the methodology applied to estimate recoverable amount against the requirements of IAS 36, Impairment of assets.

We obtained an understanding of and assessed the basis for the key assumptions for the estimated cash flows.

We challenged the key assumptions used in the estimation of cash flow including the growth rate.

We assessed the discount rate applied by benchmarking against independent market data.

We tested the mathematical accuracy of management’s impairment model.

We used Deloitte valuation specialists in our audit of the impairment assessment of goodwill

We also assessed the adequacy of the related notes in the financial statements.

Appendix | Auditor’s Report on Financial Statements

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

202 | Atea Annual Report 2025

Page 3

Independent Auditor’s Report

Atea ASA

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 informa- tion 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 statement on the Board of Directors’ report applies correspondingly to the statement on Corporate Governance.

Our statement that the Board of Directors’ report contains the information required by applicable law does not cover the sustainability report, for which a separate assurance report is issued.

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 scep- ticism 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, inten- tional omissions, misrepresentations, or the override of internal control.

Appendix | Auditor’s Report on Financial Statements

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

203 | Atea Annual Report 2025

Page 4

Independent Auditor’s Report

Atea ASA

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.

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 disclo- sures 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 conditions 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 statements, 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 entities 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 requirements 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 disclosure 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 5967007LIEEXZXINVS13-2025-12-31-1-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.

Appendix | Auditor’s Report on Financial Statements

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

204 | Atea Annual Report 2025

Page 5

Independent Auditor’s Report

Atea ASA

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.

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, 19 March 2026

Deloitte AS

Espen Johansen

State Authorised Public Accountant

(electronically signed)

Appendix | Auditor’s Report on Financial Statements

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

206 | Atea Annual Report 2025

Page 2

Independent sustainability auditor’s

limited assurance report

Atea ASA

Responsibilities for the Sustainability Statement

The Board of Directors and the Managing Director (management) are responsible for designing and imple- menting a process to identify the information reported in the Sustainability Statement in accordance with the ESRS and for disclosing this Process in ESRS 2 General disclosures IRO of the Sustainability Statement. This responsibility includes:

understanding the context in which the Group’s activities and business relationships take place and developing an understanding of its affected stakeholders;

the identification of the actual and potential impacts (both negative and positive) related to sustainability matters, as well as risks and opportunities that affect, or could reasonably be expected to affect, the Group’s financial position, financial performance, cash flows, access to finance or cost of capital over the short-, medium-, or long-term;

the assessment of the materiality of the identified impacts, risks and opportunities related to sustainability matters by selecting and applying appropriate thresholds; and

making assumptions that are reasonable in the circumstances.

Management is further responsible for the preparation of the Sustainability Statement, in accordance with the Norwegian Accounting Act section 2-3, including:

compliance with the ESRS;

preparing the disclosures in EU Taxonomy of the Sustainability Statement, in compliance with the Taxonomy Regulation;

designing, implementing and maintaining such internal control that management determines is necessary to enable the preparation of the Sustainability Statement that is free from material misstatement, whether due to fraud or error; and

the selection and application of appropriate sustainability reporting methods and making assumptions and estimates that are reasonable in the circumstances.

Inherent limitations in preparing the Sustainability Statement

In reporting forward-looking information in accordance with ESRS, management is required to prepare the forward-looking information on the basis of disclosed assumptions about events that may occur in the future and possible future actions by the Group. Actual outcomes are likely to be different since anticipated events frequently do not occur as expected.

Sustainability auditor’s responsibilities

Our responsibility is to plan and perform the assurance engagement to obtain limited assurance about whether the Sustainability Statement is free from material misstatement, whether due to fraud or error, and to issue a limited assurance report that includes our conclusion. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence decisions of users taken on the basis of the Sustainability Statement as a whole.

As part of a limited assurance engagement in accordance with ISAE 3000 (Revised) we exercise professional judgement and maintain professional scepticism throughout the engagement.

Our responsibilities in respect of the Sustainability Statement, in relation to the Process, include:

obtaining an understanding of the Process, but not for the purpose of providing a conclusion on the effective- ness of the Process, including the outcome of the Process;

considering whether the information identified addresses the applicable disclosure requirements of the ESRS; and

designing and performing procedures to evaluate whether the Process is consistent with the Group’s descrip- tion of its Process set out in ESRS 2 General disclosures IRO.

Appendix | Auditor’s Report on sustainability

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

207 | Atea Annual Report 2025

Page 3

Independent sustainability auditor’s

limited assurance report

Atea ASA

Our other responsibilities in respect of the Sustainability Statement include:

identifying where material misstatements are likely to arise, whether due to fraud or error; and

designing and performing procedures responsive to where material misstatements are likely to arise in the Sustainability Statement. 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.

Summary of the work performed

A limited assurance engagement involves performing procedures to obtain evidence about the Sustainability Statement. The procedures 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 reason- able assurance engagement been performed.

The nature, timing and extent of procedures selected depend on professional judgement, including the identi- fication of disclosures where material misstatements are likely to arise in the Sustainability Statement, whether due to fraud or error.

In conducting our limited assurance engagement, with respect to the Process, we:

obtained an understanding of the Process by:

performing inquiries to understand the sources of the information used by management (e.g., stakeholder engagement, business plans and strategy documents); and

reviewing selected parts of the Group’s internal documentation of its Process; and

evaluated whether the evidence obtained from our procedures with respect to the Process implemented by the Group was consistent with the description of the Process set out in ESRS 2 General disclosures IRO.

In conducting our limited assurance engagement, with respect to the Sustainability Statement, we:

obtained an understanding of the Group’s reporting processes relevant to the preparation of its Sustainability Statement by

obtaining an understanding of the Group’s control environment and selected processes, control activities and information system relevant to the preparation of the Sustainability Statement, but not for the purpose of providing a conclusion on the effectiveness of the Group’s internal control

evaluated whether the information identified by the Process is included in the Sustainability Statement;

evaluated whether the structure and the presentation of the Sustainability Statement is in accordance with the ESRS;

performed inquires of selected relevant personnel and analytical procedures on selected information in the Sustainability Statement;

performed substantive assurance procedures on selected information in the Sustainability Statement;

where applicable, compared selected disclosures in the Sustainability Statement with the corresponding disclosures in the financial statements and other sections of the Board of Directors’ report;

evaluated selected methods, assumptions and data for developing estimates and forward-looking information;

obtained an understanding of the Group’s process to identify taxonomy-eligible and taxonomy-aligned economic activities and the corresponding disclosures in the Sustainability Statement;

evaluated whether information about the selected identified taxonomy-eligible and taxonomy-aligned economic activities is included in the Sustainability Statement, and

performed inquiries of selected relevant personnel, analytical procedures and substantive procedures on selected taxonomy disclosures included in the Sustainability Statement.

Oslo, 19 March 2026

Deloitte AS

Espen Johansen

State Authorised Public Accountant - Sustainability Auditor

(This document is signed electronically)

Appendix | Auditor’s Report on sustainability

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

209 | Atea Annual Report 2025

Gross sales and revenue 2025

NOK in million

Norway

Sweden

Denmark

Finland

The Baltics

Atea Group

Hardware

6,478

9,646

5,649

2,875

1,406

25,974

Software

4,761

11,108

5,732

1,290

406

23,165

Services

2,771

4,197

2,818

660

756

11,028

Gross sales

14,010

24,951

14,199

4,824

2,568

60,167

Hardware IFRS® Accounting Standards 15 adjustments

-

-

-

-

-

-

Software IFRS® Accounting Standards 15 adjustments

4,397

10,406

5,451

1,189

360

21,667

Services IFRS® Accounting Standards 15 adjustments

217

294

422

97

95

1,124

Total IFRS® Accounting Standards 15 adjustments

4,613

10,700

5,873

1,286

456

22,791

Hardware

6,478

9,646

5,649

2,875

1,406

25,974

Software

364

702

280

100

46

1,498

Services

2,554

3,902

2,397

563

661

9,904

Revenue

9,396

14,251

8,326

3,538

2,113

37,376

Appendix | Alternative Performance Measures

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

210 | Atea Annual Report 2025

Gross sales and revenue 2024

NOK in million

Norway

Sweden

Denmark

Finland

The Baltics

Atea Group

Hardware

6,034

8,626

5,184

2,906

1,064

23,817

Software

4,349

9,556

4,503

1,247

267

19,810

Services

2,587

3,767

2,685

658

685

10,230

Gross sales

12,970

21,949

12,373

4,811

2,017

53,857

Hardware IFRS® Accounting Standards 15 adjustments

-

-

-

-

-

-

Software IFRS® Accounting Standards 15 adjustments

3,971

8,943

4,230

1,150

242

18,419

Services IFRS® Accounting Standards 15 adjustments

199

249

284

80

52

860

Total IFRS® Accounting Standards 15 adjustments

4,170

9,193

4,514

1,229

294

19,279

Hardware

6,034

8,626

5,184

2,906

1,064

23,817

Software

377

613

273

97

25

1,390

Services

2,389

3,518

2,401

578

634

9,370

Revenue

8,800

12,756

7,859

3,581

1,723

34,578

Appendix | Alternative Performance Measures

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

211 | Atea Annual Report 2025

Gross sales and revenue 2025

Local currency in million

Norway

NOK

Sweden

SEK

Denmark

DKK

Finland

EUR

The Baltics

EUR

Atea Group

NOK

Hardware

6,478

9,095

3,597

245

120

25,974

Software

4,761

10,480

3,650

110

35

23,165

Services

2,771

3,959

1,797

56

65

11,028

Gross sales

14,010

23,533

9,044

412

219

60,167

Hardware IFRS® Accounting Standards 15 adjustments

-

-

-

-

-

-

Software IFRS® Accounting Standards 15 adjustments

4,397

9,816

3,471

101

31

21,667

Services IFRS® Accounting Standards 15 adjustments

217

278

270

8

8

1,124

Total IFRS® Accounting Standards 15 adjustments

4,613

10,094

3,741

110

39

22,791

Hardware

6,478

9,095

3,597

245

120

25,974

Software

364

663

179

9

4

1,498

Services

2,554

3,681

1,527

48

56

9,904

Revenue

9,396

13,439

5,303

302

180

37,376

Appendix | Alternative Performance Measures

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

212 | Atea Annual Report 2025

Gross sales and revenue 2024

Local currency in million

Norway

NOK

Sweden

SEK

Denmark

DKK

Finland

EUR

The Baltics

EUR

Atea Group

NOK

Hardware

6,034

8,485

3,321

250

91

23,817

Software

4,349

9,427

2,885

107

23

19,810

Services

2,587

3,706

1,723

57

59

10,230

Gross sales

12,970

21,619

7,928

414

173

53,857

Hardware IFRS® Accounting Standards 15 adjustments

-

-

-

-

-

-

Software IFRS® Accounting Standards 15 adjustments

3,971

8,824

2,709

99

21

18,419

Services IFRS® Accounting Standards 15 adjustments

199

246

182

7

4

860

Total IFRS® Accounting Standards 15 adjustments

4,170

9,070

2,891

106

25

19,279

Hardware

6,034

8,485

3,321

250

91

23,817

Software

377

603

176

8

2

1,390

Services

2,389

3,461

1,541

50

55

9,370

Revenue

8,800

12,548

5,037

308

148

34,578

Appendix | Alternative Performance Measures

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

213 | Atea Annual Report 2025

Pro forma accounts

Pro forma gross sales, revenue and EBITDA include gross sales, revenue and EBITDA from business combinations during 2025 and 2024 in both the current and prior full year. Pro forma financial results are used to calculate organic growth as well as loan covenant require- ments (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

2025

2024

Gross sales

60,167

53,857

Adjustment for acquisitions

-

-

Pro forma gross sales

60,167

53,857

Pro forma gross sales on last year currency

58,470

52,887

Pro forma growth in constant currency

8.6%

NOK in million

2025

2024

Revenue

37,376

34,578

Adjustment for acquisitions

-

-

Pro forma revenue

37,376

34,578

Pro forma revenue on last year currency

36,220

33,875

Pro forma growth in constant currency

4.7%

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

2025

2024

EBITDA

2,156

1,898

Adjustment for acquisitions

-

-

Pro forma EBITDA

2,156

1,898

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

2025

2024

Revenue

37,376

34,578

Cost of sales

-26,318

-24,191

Gross profit

11,059

10,387

Gross margin %

29.6%

30.0%

Gross sales margin

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

NOK in million

2025

2024

Gross sales – products

49,139

43,627

Gross sales – services

11,028

10,230

Total gross sales

60,167

53,857

Product gross profit

4,901

4,528

Services gross profit

6,157

5,859

Total products and services gross profit

11,059

10,387

Product margin %

10.0%

10.4%

Services margin %

55.8%

57.3%

Gross sales margin %

18.4%

19.3%

Operating expenses

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

NOK in million

2025

2024

Payroll and related costs

7,964

7,607

Other operating costs

930

843

Restructuring costs

8

39

Depreciation and amortization

779

736

Total operating expenses

9,681

9,225

Appendix | Alternative Performance Measures

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

214 | Atea Annual Report 2025

EBIT before restructuring costs

EBIT before restructuring cost is defined as EBIT before provisions for severance costs related to a restructuring.

In 2025, Atea Denmark incurred severance costs to restructure its operations and improve operating efficiency. The program resulted in a reduction of 25 positions, primarily within managed services. A restruc- turing cost of DKK 5 million (NOK 8 million) was recognized in 2025 in connection with this program.

Atea Sweden implemented a cost efficiency program in 2024 which involved a reduction of 75 employees. The program resulted in sever- ance costs of SEK 39 million (NOK 39 million), which were recognized as a restructuring expense during 2024.

NOK in million

2025

2024

Restructuring costs

8

39

EBIT before restructuring costs

1,385

1,200

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

2025

2024

Cash flow from operations

1,204

2,028

Purchase of PPE and intangible assets

-432

-426

Sale of PPE and intangible assets

13

5

Capital expenditures through cash

-418

-421

Free cash flow

786

1,606

Net financial position

Net financial position consists of both current and non-current inter- est-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 2025

31 Dec 2024

Interest-bearing long-term liabilities

-588

-588

Interest-bearing long-term leasing liabilities

-15

-20

Interest-bearing current liabilities

-4

-4

Interest-bearing current leasing liabilities

-12

-10

Cash and cash equivalents

1,594

2,004

Net financial position

975

1,382

Long-term ROU assets leasing liabilities

-1,071

-1,113

Current ROU assets leasing liabilities

-414

-408

Incremental net lease liabilities due to IFRS 16 adoption

-1,485

-1,521

Appendix | Alternative Performance Measures

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

215 | Atea Annual Report 2025

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 2025

31 Dec 2024

Last 12 months pro forma EBITDA

2,156

1,898

Debt covenant ratio

2,5

2,5

Net debt limit

5,391

4,744

Net financial position

975

1,382

Liquidity reserve

6,366

6,126

Liquidity reserve breakdown 1

NOK in million

31 Dec 2025

31 Dec 2024

Unutilised short-term overdraft facilities

1,750

1,750

Draft limitation, debt covenant

4,616

4,376

Liquidity reserve

6,366

6,126

1 See Note 17 for more information.

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.

Starting from 2025, the Group revised its definition of Net working capital to exclude Dividend payable, which was previously included within Other current liabilities. Dividend payable is now presented separately in the Consolidated Statement of Financial Position. This refinement ensures consistency between the calculation of Net working capital in the Group’s Alternative performance measures and its pres- entation in the Consolidated Statement of Cash Flow, where changes in Dividend payable are classified within cash flows from financing activities.

NOK in million

31 Dec

2025

31 Dec

2024

Inventories

974

974

Trade receivables

8,721

8,074

Other receivables

2,448

2,422

Trade payables

-9,670

-9,746

Tax payable

-48

-31

Provisions

-75

-135

Other current liabilities

-4,460

-4,170

Working capital

-2,111

-2,612

Securitization effect

1,598

1,580

Working capital before securitization

-513

-1,032

Year to date gross sales

60,167

53,857

Working capital in relation to last 12 months gross sales

-3.5%

-4.8%

Appendix | Alternative Performance Measures

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Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

216 | Atea Annual Report 2025

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

2025

31 Dec

2024

Total assets

21,341

20,997

Deduct: incremental lease assets due to IFRS 16 adoption

Right-of-use assets

-1,396

-1,448

Long-term subleasing receivables

-39

-18

Short-term subleasing receivables

-44

-37

Adjusted total assets

19,862

19,495

Equity

4,541

4,351

Adjusted equity ratio (%)

22.9%

22.3%

Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

Holding

Atea ASA

Karvesvingen 5

Box 6472 Etterstad

NO-0605 Oslo

Tel: +47 22 09 50 00

Org.no 920 237 126

investor@atea.com

atea.com

Norway

Atea AS

Karvesvingen 5

Box 6472 Etterstad

NO-0605 Oslo

Tel: +47 22 09 50 00

Org.no 976 239 997

info@atea.no

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

info@atea.se

atea.se

Denmark

Atea A/S

Lautrupvang Street 6

DK-2750 Ballerup

Tel: +45 70 25 25 50

Org.no 25511484

info@atea.dk

atea.dk

Finland

Atea Finland Oy

Rajatorpantie 8

FI-01600 Vantaa

Tel: +358 (0)10 613 611

Org.no 091 9156-0

customercare@atea.fi

atea.fi

Lithuania

Atea UAB

J. Rutkausko Street 6

LT-05132 Vilnius

Tel: +370 5 239 78 30

Org.no 122 588 443

info@atea.lt

atea.lt

Latvia

Atea SIA

Unijas Street 15

LV-1039 Riga

Tel: +371 67 819050

Org.no 40003312822

info@atea.lv

atea.lv

Estonia

Atea AS

Järvevana Street 7b

EE-10112 Tallinn

Tel: +372 610 5920

Org.no 10088390

info@atea.ee

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

cc-logistics@atea.se

Global Shared Services

Atea Global Services SIA

Antonijas Street 17

LV-1010 Riga

Org.no 50203101431

ags-communication@atea.com

ateaglobal.com

Group Functions

Atea Group Functions A/S

Lautrupvang Street 6

DK-2750 Ballerup

Org.no 39097060

info@atea.dk

AppXite

AppXite SIA

Raņķa dambis 30 - 190

LV-1048 Riga

Org.no 40003843899

info@appxite.com

appxite.com

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Contacts

Appendix

Financial Statements

Sustainability

The Board

Directors’ Report

Introduction

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