1. business and industrial
2. company
3. merger and acquisition

Capital Markets Day
Atea ASA
Thursday November 24, 2011
Ballerup, Denmark
Agenda
11.00 - 12.00
12.00 - 12.05
12.05 - 12.50
12.50 - 13.15
13.15 - 13.40
Registration & Lunch
Introduction - Claus Hougesen, CEO Atea ASA
Business, Financial update & Strategy - Claus Hougesen/Rune Falstad, CFO Atea ASA
Collaboration - Steinar Sønsteby, Managing Director Norway
Consumerization - Peter Trans, Managing Director Denmark
13.40 - 14.00
Coffee break
14.00 - 14.20
14.20 - 14.35
14.35 - 14.50
14.50 - 15.05
One Infrastructure - Juha Sihvonen, managing director Finland
Norway - Steinar Sønsteby, Managing Director Norway
Sweden - Björn-Erik Karlsson, Acting Managing Director Sweden
Denmark - Peter Trans, Managing Director Denmark
15.05 - 15.25
Coffee break
15.25 - 15.40
15.40 - 15.55
15.55 - 16.10
Finland - Juha Sihvonen, Managing Director Finland
Baltics - Arunas Bartusevicius, Managing Director Baltics
Shared Group Services - André Løvestam, EVP Atea ASA
16.10 - 16.30
16.30 - 17.00
Summary and final remarks - Claus Hougesen/Ib Kunøe, Chairman of the Board of Directors of Atea ASA
Q&A
17.00 - 17.30
19.00 - 22.00
Snacks/ Senior Management available for interviews and informal discussions
Dinner at Restaurant Skovlyst
Business, Financial update
& Strategy
Claus Hougesen, CEO Atea ASA
Rune Falstad, CFO Atea ASA
Second largest within IT infrastructure in Europe
•
•
•
•
•
•
NOK +20 billion in annual revenue
Market leader within IT infrastructure
80 locations in Nordic and Baltic region
5,720 employees
3,400 consultants & technicians
25,500 customers
NOK billion
European players
30
25
20
15
10
5
0
Computacenter
4
Atea
Bechtle
A strong and well defined strategic position
The total Nordic IT
infrastructure market is worth
NOK 123 billion. Atea has
16.1% market share
CUSTOMER
VALUE
Business
processes
Applications
Infrastructure
solutions/
middleware
Software
21%
Services
19 %
Infrastructure
high-end
products
Hardware
60 %
Infrastructure
volume
products
Analyse
5
Design
Installation
Service
& support
Operate
Outsourcing
CUSTOMER
LIFE CYCLE
”Culture eats strategy for
breakfast ”
Mark Field, Ford
6
Financial Update
Rune Falstad
CFO Atea ASA
Key numbers – Group
MNOK
Services revenue
Product revenue
Total revenue
Gross margin
EBITDA
EBITDA-margin
8
YTD Q3 10
YTD Q3 11
y-o-y
2 204
8 967
11 172
24,6 %
2 950
10 759
13 709
25,0 %
34 %
20 %
23 %
-
375
3,4 %
496
3,6 %
32 %
-
Ambition - Atea Group 2011
6:11:300
6.4:11:300
5:11:250
260:11:9
Local goals in local currencies
20 : 11 : 1
Applying 2011 exchange rates
19.4 : 11 : 920
9
50:11:4
Revenue development 2009 - 2011
* Estimate
• Revenue increased by BNOK 5.7 from 2009 – 2011
• Average growth of 18.0% p.a. from 2009 to 2011
10
Growth in product revenue
* Estimate
• Product revenue growth of BNOK 4.7 from 2009 - 2011
• Average product revenue growth of 18.9% p.a. from 2009 to 2011
• GP margin on products increased by app. 1% since 2009
11
Growth in services revenue
Service revenue 2009 - 2011
4,5
4,1
4,0
3,5
MNOK
3,1
3,2
3,0
2,5
2,0
1,5
1,0
* Estimate
2009
2010
2011*
* Estimate
• Service revenue growth of BNOK 1 from 2009 to 2011
• Revenue from service contracts has grown BNOK 0.7 from 2009 to 2011
12
Atea organic revenue growth vs market growth
* Constant currency excluding Baltics, source IDC Nordic, September 2011
** 2011 figures are YTD Q3
13
EBITDA development 2009 - 2011
* Estimate
•
14
EBITDA margin improved from 3.8% in 2009 to 4.4% in 2011
Cash machine
• Operational cash flow on average constituted 100% of EBITDA from 2007 – 2010
• Average operational CAPEX of MNOK 134 p.a. from 2007 – 2010 (0.9% of revenue)
• Free cash flow on average constituted 77% of EBITDA from 2007 – 2010
15
Strong balance sheet development
700
1,2x
600
1,0x
500
0,8x
400
0,6x
300
0,4x
200
0,2x
100
-
0,0x
2007
2008
NIBD
2009
2010
NIBD/EBITDA
• Decreasing NIBD despite investing in the business and paying out dividends
• Low gearing leaves room for future investments
16
Strong earnings during downturn in 2009
2008
17
2009
IDC Market Growth
-0.9%
-9.6%
Atea Revenue (MNOK)
14 768
14 589
Atea EBITDA (MNOK)
548
550
Atea Cash Flow (MNOK)
501
727
Strategy 2012-2015
Claus Hougesen
CEO Atea ASA
Geographical market
19
Market assumptions 2012 - 2015
Average growth 2012 - 2015
6,0%
5,5%
5,0%
4,3%
4,2%
3,8%
4,0%
3,0%
2,0%
1,0%
0,0%
Hardware
Software
Services
Source: IDC Nordic, September 2011
• Average market growth of 4.3% from 2012 - 2015
• Constant currency
20
Total
Atea shall grow organically faster than the market and continue to be
a disciplined buyer
We will focus on operational excellence and total customer
satisfaction, and through this grow the result faster than the revenue
21
21
Market share
2015 goal
2015 goal
+20%
2011
16.1%
2007
10.6%
22
+5.5%
Major opportunities within services
Services
77
2011 Blue Box split per business line (BNOK)
46
Products
Market share Products
Market share Services
2011
2011
20.4%
2007
14.0%
23
23
8.8%
2007
4.8%
Ambition 2015
24
24
30 : 15
1.8
Operational
excellence
Service &
consulting
Customer
opportunities
Atea DNA
20.3 : 11
900
25
Values
Atea DNA
Hunt IP
convergence
Organic
growth
M&A with
revenue of
BNOK 4
Continue
attacking
26
Consumerization
Customer
opportunities
International
customers
Increase
market share
in mid-market
Trusted
Advisor
OneInfra
Brand
value
Customer
satisfaction
27
Major opportunities in mid-market
+ 500 seats
Blue Box split per customer size
~60%
~40%
< 500 seats
+ 500 seats
~22%
< 500 seats
~7%
Country based execution
28
Consumerization
Customer
opportunities
International
customers
Increase
market share
in mid-market
Trusted
Advisor
OneInfra
Brand
value
Customer
satisfaction
29
Telco
services
Increase service &
consulting revenue
Cloud
integration
Increase
recurring
revenue
Competences
Increase
“shared
services”
penetration
30
Increase
Atea
Finance
penetration
Working
capital
Operational
excellence
“Together”
Pricing
optimization
Purchasing
optimization
System
consolidation
&
development
31
Ambition 2015
7.5:15:500
11:15:600
8:15:500
400:15:22
Local goals in local currencies
32
180:15:11
Collaboration
Steinar Sønsteby
Managing Director Atea AS
The three C’s
34
Collaboration – What is it?
• We either have to work more or
smarter in order to survive in the
global economy
(remember we are largely a
professional services economy)
35
• Collaboration as a trend was
originally driven by pressure to
increase mobility
• Half of the productivity growth in
EU is expected to come from ICT
initiatives
• Collaboration technology today
makes it possible to communicate
efficiently in all channels from one
user interface (text, speech, and
video)
• Collaboration solutions are the
single biggest ICT driver for
increased productivity
• Collaboration technology makes it
possible to present information in
an meaningful and interesting way
The combination of trends
Network Cables will Disappear
Collaboration Everywhere
36
Our Personal Identity Will Control Security
We will do work – Not go to work
“The best way to predict the future is to create it”
Finansavisen 06.05.2011
37
Aftenposten 31.03.2011
The challenge is that we have not let changes in
society in general and worklife especially impact the
way we organize work
Manufacturing based
38
Knowledge based
Collaboration in Atea – the Atea project
• Atea’s investments was originally driven by our
overall goal to reduce the Carbon Footprint and
travel cost
• We reduced our travel costs with 35 %
and the group estimates a gain of 3 % in overall
efficiency
• We invested in integrated video conference
systems, Telepresence and Lync to collaborate
over different platforms
• AV and Video-solutions are now a seamless part
of the everyday workflow, with strong demands on
availability
A new and modern collaboration solution revolutionized
communication in the Atea Group
39
Acquired AV and Video companies
Norway
Sweden
40
Some references
Delivery and installation
in 20 locations worldwide
Delivery and installation
in HQ and offices abroad
Turn-Key delivery of 150
AV rooms worldwide
Video conferencing
systems and
infrastructure integrated
with Microsoft OCS
AV and video
conferencing solutions,
management and
information systems,
interactive visualization
solutions and associated
infrastructure
50” plasma displays,
monitors, printers, DVD
players, computers,
cameras, matrices etc.
41
Video conferencing
systems in 7 countries,
approx. 500 video
conferencing users.
Projecting of
AV/Videorooms in the
new HQ in Bergen
Video conferencing
systems worldwide
Nordic Collaboration Market
18000
16000
14000
12000
10000
8000
6000
4000
2000
0
Market size in MNOK
2008
42
2009
2010
2011
2012
2013
2014
2015
Augmented Reality
uwplat.edu
43
Consumerization
Peter Trans
Managing Director Atea A/S
Consumerization is a stable neologism that describes the trend
for new information technology to emerge first in the consumer
market and then spread into business organizations
“Consumerization will be
the single biggest trend
affecting corporate IT
over the next 10 years.”
- Gartner 2010
Additional Blue Box revenue from consumerization
More devices per
employee...
...at a higher
average price
...with a faster
replacement rate...
...and a demand for
new telco services
46
Additional Blue Box revenue from consumerization
Blue Box revenue per workstation per year
NOK
Incremental revenue of
NOK 12,800
per consumerized user
PC price
PC replacement rate
PC services
Annual cost of PC
4.000
3,0 years
1.200
2.533
8.000
2,0 years
1.200
5.200
Mobile device price
Mobile device replacement rate
Smartphone services
Annual cost of mobile device
1.200
2,5 years
5.000
2,0 years
900
3.400
3.636
2.400
6.036
3.013
Third device price (tablet)
Third device replacement rate
Third device services
Penetration rate third device
Annual cost of third device
Total annual costs per workstation
47
480
Mobile subscription (mixed business & private)
Broadband subscription
Annual cost of Telco services
Annual basis cost for workstation
per year!
Traditional Consumerized
14.636
4.000
2,0 years
900
40%
1.160
3.013
15.796
Incremental Blue Box size from consumerization in 2015
Demographic statistics within Atea's geographical area
Population
"PC workers & Edu"
Nordics
Estonia
Latvia
Lithuania
25.500.000
1.300.000
2.300.000
3.200.000
9.500.000
484.314
856.863
1.192.157
Total
32.300.000
12.033.333
Atea incremental hunting ground from consumerization
NOK
Incremental market of
NOK 38,500,000,000
from consumerization
# professional workstations in Nordics & Baltics
Consumerized rate in 2015
Consumerized workstations 2015
Annual cost of PC
Annual cost of mobile device
Mobile subscription (mixed business & private)
Broadband subscription
Basis cost per workstation
Annual cost of third device
Penetration rate third device
Average cost per workstation for third device
Average total cost per workstation
Current cost of workstation
Incremental Blue Box revenue per workstation
Incremental hunting ground
48
12.033.333
25%
3.008.333
5.200
3.400
3.636
2.400
14.636
2.900
40%
1.160
15.796
3.013
12.783
38.455.616.162
Incremental Atea revenue from consumerization in 2015
Multiplying Atea’s 2015
market share of 20%...
... on the incremental
hunting ground of
BNOK 38.5
49
Incremental Atea revenue from consumerization in 2015
Incremental Atea revenue
of NOK 7,700,000,000
from consumerization
50
Changing business model
51
Why will Atea win this market?
Required competences
Products
Financing
Servicemodels
Virtualization
Purchasing portal
Telecom split-billing services
52
Atea competence
Atea has the experience…
53
Capital Markets Day - Atea ASA
Coffee break
A go to market strategy
Juha Sihvonen
One Infrastructure Strategy
The Strategy
Two-pronged
 One Infrastructure will be
a ”showcase” that will
inspire Atea’s and its
partners’ clients to strongly
consider world class Atea
Solutions
 One Infrastructure will give
Ateas’ employees the best
possible working
conditions where neither
location nor time of day
will be an issue
56
Business demands
•
•
•
•
•
•
•
Mobility
Consumerization
Self-Service
Collaboration
Flexibility
Accessibility
Scalability
One Infrastructure - The Solution
57
One Infrastructure - The Solution
58
One Infrastructure - The Solution
59
Organizational readiness
Sales tool
• This is not only a showcase platform - It is a go to market strategy
• Best demo environment - We only have One Infrastructure
• All Atea employees have to understand the basic elements
• All Sales people, managers and technical people will be certified
Methodology • Internal IT are now an integrated part of the go to market strategy
Training
60
• Ten videos are produced which describe the elements
• To each video there is a test – key employee groups have to pass
the test with a score of 90% everyone else with 70 %
Financial Impact
Project
Pay back time
within less than
two years
Operation
Operational costs reduced with
21.5 % despite the
implementation of new solutions
Own
employees
State of the art solutions
makes employees more
satisfied and productive
More solution sales.
Customers
61
Confidence in “Together
towards the top”
Norway
Steinar Sønsteby
Managing Director Atea AS
Revenue development
Revenue development 2009 - 2011
6,0
5,6
5,0
4,2
BNOK
4,0
3,6
3,0
2,0
1,0
2009
2010
2011*
* Estimate
• Revenue increased from BNOK 3.6 in 2009 to BNOK 5.6 in 2011
• Increased the number of employees from 887 in 2009 to 1,491 in 2011
• Increased the number of offices from 14 in 2009 to 21 in 2011
63
Strong local coverage
• Atea is the most certified infrastructure
vendor in Norway, with approx. 1,500
employees and 21 offices
Tromsø
• In-depth knowledge with more than
900 highly certified IT consultants in Norway
Bodø
• Local presence and local knowledge tied with
national and Nordic strength
Steinkjer
• Wide experience and top competence within
the full range of the IT infrastructure market
Trondheim
Kristiansund
Ålesund
Førde
Gjøvik
Hamar
Bergen
Oslo
Fredrikstad
Stord
Drammen
Haugesund
Kongsberg
Tønsberg
Larvik
Stavanger
Arendal
Kristiansand
64
EBITDA development
EBITDA development 2009 - 2011
300
5,0 %
256
250
4,5 %
MNOK
200
181
150
4,0 %
134
100
3,5 %
50
-
3,0 %
2009
2010
2011*
* Estimate
• EBITDA improved from MNOK 134 in 2009 to MNOK 256 in 2011
• EBITDA margin improved from 3.8% in 2009 to 4.6% in 2011
65
Organic revenue growth vs market growth
* Source IDC Nordic, September 2011
** 2011 figures are YTD Q3
66
Market development 2012 - 2015
Source IDC Nordic, September 2011
67
Atea’s focus areas
68
Communication
Collaboration
Clients
Datacenter
8 : 15
2015 ambition
500
- Norway
Telco
Collaboration
Consumerization
Recurring
revenue
5.6 : 11
256
69
Sweden
Björn-Erik Karlsson
Acting managing Director Atea AB
Revenue development 2009 - 2011
8,0
7,4
7,0
6,2
6,0
4,8
BSEK
5,0
4,0
3,0
2,0
1,0
-
2009
2010
2011*
* Estimate
• Revenue increased from BSEK 4.8 in 2009 to BSEK 7.4 in 2011
• Increased the number of employees from 1,335 in 2009 to 1,736 in 2011
• Increased the number of offices from 25 in 2009 to 33 in 2011
71
Organic revenue growth vs market growth
* Source IDC Nordic, September 2011
** 2011 figures are YTD Q3
72
EBITDA development 2009 - 2011
350
5,0%
300
300
MSEK
4,5%
246
250
200
169
4,0%
150
100
3,5%
50
0
3,0%
2009
2010
2011*
* Estimate
• EBITDA improved from MSEK 169 in 2009 to MSEK 300 in 2011
• EBITDA margin improved from 3.5% in 2009 to 4.0% in 2011
73
Market development (blue box) 2012 - 2015
7,0%
5,9%
6,0%
5,0%
4,4%
4,6%
4,2%
4,0%
3,0%
2,0%
1,0%
0,0%
Hardware
Source IDC Nordic, September 2011
74
Software
Services
Total
Atea Sweden – Ambitions 2012 - 2015
Overall goal of increasing
EBITDA by 100%
+100%
75
11 : 15
2015 ambition
600
- Sweden
Collaboration
Consumerization
Recurring
Revenue
Midmarket
+ Education
7.4 : 11
300
76
Capital Markets Day - Atea ASA
Coffee break
Denmark
Peter Trans
Managing Director Atea A/S
Revenue development
6,0
5,5
5,2
5,0
4,5
BDKK
4,0
3,0
2,0
1,0
2009
2010
2011*
* Estimate
• Revenue increased from BDKK 4.5 in 2009 to BDKK 5.5 in 2011
• Increased the number of employees from 1,300 in 2009 to 1,334 in 2011
79
Organic revenue growth vs market growth
* Source IDC Nordic, September 2011
** 2011 figures are YTD Q3
80
EBITDA development
300
270
250
226
222
2009
2010
MDKK
200
150
100
50
0
2011*
* Estimate
• EBITDA improved from MDKK 226 in 2009 to MDKK 270 in 2011
• Maintaining high EBITDA margin
81
Market development 2012 - 2015
Average Blue Box growth 2012 - 2015
6,0%
5,3%
5,0%
4,2%
3,8%
4,0%
3,0%
2,6%
2,0%
1,0%
0,0%
Hardware
Software
Services
Total
Source IDC Nordic, September 2011
• Traditional ”Atea” market will probably grow by 3-4% per year
• Traditional ”Atea” service-market (client-outsourcing) will grow much
faster due to consumerization trends
• Smartphones will lead hardware client market
• Tablets will grow very fast
82
7.5 : 15
2015 ambition
500
- Denmark
 Growth ambition is as accomplished 20092011
 Consumerization will open new markets for
Atea
 Mobility will drive smartphones, telcoservices, financing, and client outsourcing
 Every solution will be offered as a service
 Automation and self-service will make Atea
more profitable
Consumerization
5.5 : 11
270
83
Mid
market
Operational
excellence
Everything
As A Service
Mobility
Finland
Juha Sihvonen
Managing Director Atea Oy
Revenue development
250
214
MEUR
200
226
172
150
100
50
0
2009
2010
2011*
* Estimate
• Revenue increased from MEUR 172 in 2009 to MEUR 226 in 2011
• Decreased the number of employees from 331 in 2009 to 328 in 2011
• Maintained the number of offices at 11
85
Organic revenue growth vs market growth
* Source IDC Nordic, September 2011
** 2011 figures are YTD Q3
• Significant growth in services and software while hardware slightly declining
• Organic growth of +10% in 2011 excluding the biggest customer in 2010/2011
86
EBITDA development
8
3,5 %
7,0
7
3,0 %
6
2,5 %
MEUR
5
4,4
2,0 %
4
1,5 %
3
2
1,0 %
1,5
0,5 %
1
0
0,0 %
2009
2010
2011*
* Estimate
** Source IDC Nordic, September 2011
• EBITDA improved from MEUR 1.5 in 2009 to MEUR 7.0 in 2011
• EBITDA margin improved from 0.9% in 2009 to 3.1% in 2011
• Gross profit improved in all areas (HW, SW, Services)
87
The leading independent Infrastructure player in Finland
•
•
•
•
•
•
EUR +200 million in annual revenue
Leading independent player within IT infrastructure
11 locations (+ several service partners) in Finland
328 employees
Almost 200 consultants & technicians
1,300 active customers
• Roots from 1985 and since 2001 as Atea
– Acquisitions since 2001
•
•
•
•
•
Novosys, X-Way in 2004
Joensuun Datalaite in 2007
A Communications in 2009
Palnet, Datawest, ten of Ten in 2010
Demidoo in 2011
• Significant development from product reseller
to long-term infrastructure solution partner
88
Market development 2012 - 2015
Average Blue Box growth 2012 - 2015
5,0%
4,6%
4,5%
4,1%
4,0%
4,0%
3,5%
3,5%
3,0%
2,5%
2,0%
1,5%
1,0%
0,5%
0,0%
Hardware
Source IDC Nordic, September 2011
89
Software
Services
Total
400 : 15
2015 ambition
22
- Finland
Recurring
revenue
Preferred
advisor
- One Infra
Customer
knowledge
& consulting
226 : 11
7
90
Baltics
Arūnas Bartusevičius
Managing Director UAB Atea
Revenue development
* Estimate
• Average growth of 28.9% p.a. from 2009 to 2011
• Increased the number of employees from 319 in 2009 to 329 in 2011
• Recent acquisition of Elsis will add additional MEUR 15 in revenue and 86 new
employees
92
EBITDA development Baltics
* Estimate
• EBITDA improved from MEUR 1.1 in 2009 to MEUR 2.8 in 2011
• EBITDA margin improved from 3.2% in 2009 to 4.9% in 2011
93
The leading Baltic player within IT infrastructure
•
•
•
•
•
•
EUR 72 million in annual revenue including Elsis
Market leader within IT infrastructure
12 locations in the Baltic region
415 employees including Elsis
220 consultants & technicians
+2,000 customers
Baltic market
80
EUR mil. 60
40
20
0
Atea
94
Alna
Blue Bridge
Capital
BMK
180 : 15
2015 ambition
11
- Baltics
Egovernment
Collaboration
Student
devices
57 : 11
2.8
95
Shared Group Services
– A source of competitive advantage
André Løvestam
EVP Atea ASA
Shared Group Services
Atea eSHOP
• Advanced online B2B portal
• Online information and sales
• Handles ~65 % of orders
Atea Logistics
• Purchasing of IT products for Atea
• Logistics and configuration center
• Recycling (GoITloop), Trade in
Atea Services & Software, Riga/Gothenburg
• Application packaging and maintenance
• Full Client Operations, Service Desk
• Self service and process automization
Atea Finance
• Financing and rental of IT infrastructure
• Life Cycle Management
Atea International Customer Center (AICC)
• International customers and deliveries
97
Shared Group Services
Atea eSHOP
• Advanced online B2B portal
• Online information and sales
• Handles ~65 % of orders
Atea Logistics
• Purchasing of IT products for Atea
• Logistics and configuration center
• Recycling (GoITloop), Trade in
Atea Services & Software, Riga/Gothenburg
• Application packaging and maintenance
• Full Client Operations, Service Desk
• Self service and process automization
Atea Finance
• Financing and rental of IT infrastructure
• Life Cycle Management
Atea International Customer Center (AICC)
• International customers and deliveries
98
Atea eSHOP:
 Integrated to 80 distributors and
vendors
 Offers competitive prices and high
availability on HW/SW/services
 Supports customer unique
purchasing processes
 Not only a sales channel, but also
an effective way of handling orders
 Invest MNOK 20-25 p.a. in eSHOP
development
 Focus 2012: Margin improvement
Shared Group Services
Atea eSHOP
• Advanced online B2B portal
• Online information and sales
• Handles ~65 % of orders
Atea Logistics
• Purchasing of IT products for Atea
• Logistics and configuration center
• Recycling (GoITloop), Trade in
Atea Services & Software, Riga/Gothenburg
• Application packaging and maintenance
• Full Client Operations, Service Desk
• Self service and process automization
Atea Finance
• Financing and rental of IT infrastructure
• Life Cycle Management
Atea International Customer Center (AICC)
• International customers and deliveries
99
Atea Logistics:
 A full-blown distributor
 Fast-growing; share of Atea’s total
volume up from 33 % in 2010 to
38 % in 2011
 Purchasing of IT products at
distributor prices
 Large-scale, industrialized
configuration services
 Trade-in, refurbishment, 2nd hand
sales, recycling, incl. complete and
permanent erasing of data
 Warehousing and logistical services
 Focus 2012:
Further penetration growth
Shared Group Services
Atea eSHOP
• Advanced online B2B portal
• Online information and sales
• Handles ~65 % of orders
Atea Logistics
• Purchasing of IT products for Atea
• Logistics and configuration center
• Recycling (GoITloop), Trade in
Atea Services & Software:
 Merging Atea Services in Riga with
Spintop in Gothenburg
 Effective, scalable production of
services
 Application packaging
Atea Services & Software, Riga/Gothenburg
• Application packaging and maintenance
• Full Client Operations, Service Desk
• Self service and process automization
Atea Finance
• Financing and rental of IT infrastructure
• Life Cycle Management
Atea International Customer Center (AICC)
• International customers and deliveries
100
 Full Client Operations services
 24/7/365 service desk (1st + 2nd line)
 A range of unique self service and
process automation software
solutions
 Focus 2012:
Further penetration growth
Shared Group Services
Atea eSHOP
• Advanced online B2B portal
• Online information and sales
• Handles ~65 % of orders
Atea Logistics
• Purchasing of IT products for Atea
• Logistics and configuration center
• Recycling (GoITloop), Trade in
Atea Services & Software, Riga/Gothenburg
• Application packaging and maintenance
• Full Client Operations, Service Desk
• Self service and process automization
Atea Finance
• Financing and rental of IT infrastructure
• Life Cycle Management
Atea International Customer Center (AICC)
• International customers and deliveries
101
Atea Finance:
 In-house, Atea-branded financing
 Financing helps accelerating sales
and adding margin
 5 % of our sales are currently
financed
 Focus 2012:
Further penetration growth, up to
10 % by 2015
Shared Group Services
Atea eSHOP
• Advanced online B2B portal
• Online information and sales
• Handles ~65 % of orders
Atea Logistics
• Purchasing of IT products for Atea
• Logistics and configuration center
• Recycling (GoITloop), Trade in
Atea Services & Software, Riga/Gothenburg
• Application packaging and maintenance
• Full Client Operations, Service Desk
• Self service and process automization
Atea Finance
• Financing and rental of IT infrastructure
• Life Cycle Management
Atea International Customer Center (AICC)
• International customers and deliveries
102
Atea International Customer
Center:
 Single Point of Contact for Nordic
customers with global footprint
 In-depth knowledge legal trade
challenges, VAT, tax, shipping, onpremise services etc.
 E.g. Statoil BNOK 1 deal for global
deliveries of preconfigured
collaboration solutions
Some of our Shared Service customers
103
Summary and final remarks
Claus Hougesen
&
Ib Kunøe
Chairman of the Board of Directors of Atea ASA
New dividend policy
105
Key investment considerations
Strong market position in a financial stable region
Solid customer base in both public and enterprise segments
Scalable business with strong eSHOP model
Highly skilled consultants
Value driven company
Strong cash flow
Solid financial position
Safe in economic downturns
Vendor & technology independent
Uniquely positioned to exploit new market opportunitues
Experienced management team with proven track record
106
Ambition 2015
7.5:15:500
11:15:600
8:15:500
400:15:22
Local goals in local currencies
107
180:15:11
Black Swan
108
Appendix
AT E A:20111124
A new and modern collaboration solution
revolutionized communication in the Atea Group
5.700 employees in 80 cities collaborate more effectively and save costs due to
internal use of Collaboration within the whole Atea Group.
It lowers our carbon footprint, boosts employees’ work-life balance and gives
us flexibility in workflow.
The corporate solution
Atea has over the years grown in numbers of employees and
cities. And it is highly prioritized to use technology to get an
efficient workflow across borders with a very high flexibility
to be able to collaborate effectively. Our company therefore
uses Video Conference, Telepresence and Lync. The system is
integrated and collaborates over different platforms.
Every employee has access to personal video and videoconferencesolutions, so we can communicate visually with
teams, and with partners, suppliers and customers at a moment’s notice.
Easy in use
The technology takes visual collaboration to a new level with
distinguished qualities and features:
• Immersive – with the use of video - feel as if you’re in the
same room
• Simple – The technology is easy to use, and the training
period has been short and gone smooth.
• Access for Everyone – The boundaries of dissimilar
networks, multi-vendor systems, inconsistent quality and
functional complexity are eliminated so that colleagues,
customers and partners can communicate with total ease
and with total security.
How we work
Our teams are spread out around on 80 locations, and
employees are also working from a greater variety of places
-- office, home office, customers and anywhere in between.
Business moves faster these days, too. Scheduling a large
group meeting is often too slow for fast-paced projects and
businesses like us. Today, meetings occur ad hoc when they
are needed, wherever they are needed.
“Collaboration becomes a seamless part of the everyday
workflow and benefits an organization in multiple ways,”
says Claus Hougesen, CEO in Atea ASA.
AT E A:20111124
“It delivers robust instant messaging and presence functionality that enables real-time person-to-person communication via text, voice and video, across our organization.
Through presence awareness, workers can quickly detect a
colleague’s availability for a timesensitive consult or
businesscritical decision and then connect rapidly using a
reliable, security-enhanced solution,” Hougesen continues.
A cohesive company culture can be hard to maintain when
employees are spread around. With Collaboration as i.e.
video, employees begin to see remote colleagues for the first
time. People become more than just a voice on the phone or
an e-mail signature. This face-to-face interaction helps employees avoid miscommunication and to feel more included
in decision making.
Cost savings
“The focus on use of video and Lync has lowered the need of
transportation. This has saved the group millions,” says Rune
Falstad, CFO in Atea ASA. On top of this the group estimates
a gain of 3 % in overall efficiency.
“Atea will keep on investing in a modern communication
platform and in 2011 a new big step will be taken with
launch of the project One Infrastructure,” says Hougesen.
Attracting new hires
Younger employees are often already accustomed to using
visual technologies in school and at home. When they join
the workforce, they expect to be constantly connected and
to collaborate visually regardless of location. When you
equip grassroots employees with video communication you
are sending a powerful message that their contributions are
highly valued.
Reduced Carbon Footprint
Atea’s focus on the climate is a part of the company’s overall
environmental eort and a central part of the Group’s
strategy, with the ambition of becoming a leading environmentally conscious service provider. The Carbon Footprint
report for 2010 shows a reduction of CO2 emission per
employee by 20 % over the last years. The extensive use
of technology as video, Telepresence and Lync within the
whole Atea Group, is one of the most important factors to
explain the carbon footprint reduction.
Facts About Atea:
Atea is the leading Nordic and Baltic supplier of IT
infrastructure. Atea is present in 80 cities in
Norway, Sweden, Denmark, Finland, Lithuania, Latvia
and Estonia. Atea delivers IT products from leading
vendors and assist its customers with specialist
competencies within IT infrastructure services with its
approximately 3.400 consultants and 7.500 technology
certifications.
No. of employees: approx. 5.700
Annual revenue: approx. NOK 20 billion
Atea is listed on Oslo Stock Exchange