1 
 
ESG Report 2022 
ARICOMA Group

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Table of contents 
1. 
Introduction 
Message from Chairman of the Executive Committee 
Company profile 
Overview of geographical areas with ARICOMA Group’s presence 
Organisational structure of ARICOMA Group 
History at a Glance 
Economic performance 
Revenue by Geography 
Direct Economic Value Generated, Economic Value Distributed, Economic Value Retained 
About the report 
ARICOMA Group structure as of 4 January 2023 
Materiality Analysis 
Material topics 
Stakeholders 
Sustainable Development Goals 
ESG-related risks and opportunities 
2. 
Environment 
Environmental compliance 
Carbon footprint and emissions 
Electromobility 
Employee commuting 
Energy and fuel 
Energy consumption 
Renewable energy 
Energy efficiency 
Fuel consumption 
Waste and circular economy 
Paperless company 
Electronic waste 
Recycling 
Waste to energy 
Water 
Education and initiatives for employees 
3. 
Social 
Employee care 
Key Workforce Statistics 
Recruitment & Turnover 
Employee retention 
Performance evaluation and feedback 
Parental leave

3 
 
Education & training 
Health and work life balance 
Diversity and Non-discrimination 
Charities & Non-profit 
Company giving 
Employee giving 
Society education support 
4. 
Governance 
High governance body, Governance structure and composition 
Governance body model 
Governance structure as of 4th January 2023 was following: 
Remuneration and compensation 
ESG Governance 
Communication of critical concerns 
Ethics and compliance 
Processes to remediate negative impacts 
Collective bargaining agreements 
Membership associations 
Customer privacy (GDPR), Data security and management 
Responsible purchasing 
ARICOMA Group Value chain 
Supplier selection and evaluation 
Innovations 
ESG and innovation 
Social impact and governance 
Industry recognitions 
Report Summary 
Attachments 
Attachment no. 1 – GRI Content Index 
Attachment no. 2 – Service Practitioner’s Assurance Report 
Attachment no. 3 – Greenhouse Gas Emissions Inventory Report (“GHG Report”)

4 
 
1. Introduction 
Message from Chairman of the Executive Committee 
It is my pleasure to present to you this ESG report, which outlines our company's 
commitment to environmental, social, and governance (ESG) practices. Here at ARICOMA, 
we believe that conducting business in a responsible and sustainable manner is not only 
the right thing to do but is also essential for long-term success. 
In this report, we highlight our efforts to minimise our impact on the environment, 
promote social well-being, and uphold high standards of corporate governance. We 
recognise that our actions as a company can have a significant impact on the world 
around us, and we take our responsibilities seriously. 
Our company is pursuing the target of reducing emissions per employee by 20% over the 
next 5 years. As a result, we are also going to significantly decrease our energy 
consumption, which will have a positive impact not only on our cost base, but also on the 
environment. 
In general, our ESG initiatives include reducing our carbon footprint, informal support of 
diversity and inclusion, promoting employee health and safety, and ensuring transparent 
and ethical business practices. We strive to engage with our stakeholders and listen to 
their concerns, so that we can continue to improve and make a positive impact in the 
communities where we operate. 
We also consider it a particularly important part of our ESG initiative to support various 
non-profit organisations or culture as such, being a proud partner National Theatre, 
Memory of Nations organisation, etc. 
We understand that ESG factors are increasingly important to investors, customers, 
employees, and other stakeholders, and we are committed to integrating these 
considerations into our decision-making processes. By doing so, we aim to create value 
for all our stakeholders and contribute to a more sustainable future. 
Thank you for taking the time to read this report, and we welcome your feedback and 
suggestions as we continue to pursue our ESG goals. 
If 
you 
wish 
to 
share 
your 
feedback 
with 
us, 
please 
contact 
us 
at 
sustainability@aricoma.com. 
Milan Sameš 
Chairman of the Executive Committee 
ARICOMA Group

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Company profile 
ARICOMA Group is a European information technology company that combines the 
capabilities of its individual group companies to provide customers with high-quality 
individualised and complex solutions that help them to achieve their goals.  
Founded in 2017 with a vision of becoming a major European IT services player, ARICOMA 
Group offers IT services, via its member companies, to corporate and government clients, 
including application and software development, integration and implementation of IT 
systems, managed services, data centres, hardware sale, cyber security services and 
cloud services. 
With its headquarters in Prague (Czech Republic) and more `* core employees globally as 
of 31 December 2022, the focus is put on digitally progressive North-West European 
Markets as well as a presence in Eastern Europe and the Balkans to enable for a 
nearshoring delivery model. 
*Only core staff without contractors, subcontractors, and interns 
Portfolio overview of ARICOMA Group companies: 
 
Czech and Slovak system integrator focussed on providing complex IT solutions and 
services to both the private and public sectors. 
● Founded: 1990 
● Locations: 17 cities in Czechia and 6 in Slovakia 
● Partnerships: Platinum or Gold partnership with main global software and 
hardware producers, e.g., Microsoft, Dell, Hewlett Packard, IBM. 
● Main portfolio: Business applications, IT infrastructure, IT architecture and 
Strategy, IT Outsourcing 
 
 
Czech-based custom software developer of key eGovernment systems and industry IoT 
● Founded: 2021 (as separate entity) 
● Locations: 4 cities in Czech Republic 
● Partnerships: main global software and hardware producers, e.g., Microsoft, PTC, 
Rockwell, Advantech 
● Main portfolio: eGovernment Applications, LowCode Development and 
Information Management, IoT Industry Solutions, VERIFIA - Identity and access 
management platform

6 
 
 
Provider of complex cyber security solutions with a leading position in Czechia and 
Slovakia 
● Founded: 1991 
● Locations: Prague (CZ), Brno (CZ) and Bratislava (SK) 
● Partnerships: represents and offers products from world-leading cyber security 
companies, e.g., McAfee, Tesable, RSAMain clients 
● Main portfolio: Security Technologies, Cyber Defence Centre, Security 
Assessment, Risk & Compliance  
 
 
Czech-based provider of web applications, portals, omni-channel, and e-commerce 
solutions 
● Founded: 2001 
● Locations: Headquarters in Prague (CZ)  
● Partnerships: Sitecore Platinum Partner and Advanced OpenText Partner 
● Main portfolio: Web portals and applications, E-commerce solutions, Intranet and 
extranet, Digital transformation, and omni-channel 
 
 
Nearshore software development and IT outsourcing company 
● Founded: 1992 in Malmö, Sweden 
● Locations: +15 countries (through offices & client relationships) with the main 
delivery hub in North Macedonia 
● Focus area: Particular strength in telecom and financial services sectors 
● Main portfolio: End-to-end Client Software Production, IT Consultancy & 
Managed Services 
 
 
Czech-based custom application developer and provider of IT consultancy services 
● Founded: 2000 
● Locations: Prague (CZ), Brno (CZ), Bratislava (SK) and Bremen (DE) 
● Focus area: High-profile customer portfolio with a strong presence in banking, 
telco, and manufacturing industries 
● Main portfolio: Multichannel Banking System, Clever Industry, Mobile Solutions, 
System Integration, Consultancy, Data Analysis

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Sweden-based Custom Software Developer, specialised in data analytics and 
consultative selling 
● Founded: 2004 
● Locations: Malmö (SW) and Stockholm (SW) 
● Focus area: ~75% of revenues from Malmö/Lund area, ~25% revenue from 
Stockholm-based customers 
● Main portfolio: Custom software development. Data processing and analytics, 
Digitization Consultancy  
 
 
Czech-based custom application developer and provider of IT consultancy services. 
● Founded: 1992 
● Locations: HQ in Prague (CZ), offices also in Mladá Boleslav (CZ) and Brno (CZ) 
● Focus area: High-profile private sector clients and strong presence in public 
sector with focus on digitisation projects for ministries, health insurance 
companies and other public bodies. 
● Main portfolio: eGovernment, eHealth, Industry, Artificial Intelligence, Internet of 
Things, Data Analysis 
 
 
Global AdTech & MarTech Development Partner 
● Founded: 2009 
● Locations: Wrocław (PL), Katowice (PL) and New York (US) 
● Focus area: Tech companies, publishers, advertising agencies and brands from 
around the world  
● Main portfolio: Custom AdTech & MarTech Platform Development, Data and 
Analytics Platform Development, AWS Consulting Partner

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Developer of next-generation software products and enterprise solutions for major 
organisations worldwide 
● Founded: 2000 
● Locations: Sofia, Burgas, Ruse (BGR), Skopje (MK), Cairo (EG - office opened in 
June 2023) 
● Focus area: International companies in the fields of information technology, 
telecommunications, finance, and the automotive industry 
● Main portfolio: Software engineering for artificial intelligence, big data, IoT, 
analytics, cloud, and integration. 
 
 
IT Services and IT Consulting1 
● Founded: 2022 
● Locations: Prague (CZ) 
● Focus area: Provider of SAP consulting services and projects in the Czech and 
Slovak region. 
● Main portfolio: SAP expertise, business solutions and services that add 
significant value to companies, enhance their performance and prosperity.  
 
 
 
1 Considered immaterial for data analytics presented in this report as the part of the company that joined 
ARICOMA Group in November 2022 did not involve the whole legal entity.

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Overview of geographical areas with ARICOMA Group’s presence 
 
 
  
 
Organisational structure of ARICOMA Group  
 
As of 4 January 2023, the holding entity Aricoma Group Holding a.s., is at the top of the 
organisation structure of ARICOMA Group. Under this holding entity, there are two main 
branches – Aricoma and Qinshift. 
Qinshift is a next-generation IT services player primarily focused on custom software 
development and UX design and consulting. Clients are mainly large enterprises and 
governmental organizations from Western Europe, CEE and the US. Private sector clients 
come mainly from financial services, telecommunications, and industrial verticals. 
Qinshift includes Seavus, Musala Soft, Cleverlance, Clearcode, Komix Digital and Stratiteq 
as at 4 January December 2023. 
Aricoma provides a broad portfolio of end-to-end IT services including System 
Integration, Managed IT Services, Cloud & Hybrid solutions, Enterprise Applications, SW & 
HW resale, Business Process Services and Cyber Security to a variety of clients ranging 
from large enterprises to central and regional governmental organizations to small and 
medium-sized businesses. As at 4 January December 2023, it consists of AUTOCONT, 
CES EA, Internet Projekt, AEC, Komix Systems (Komix s.r.o.) and Sabris, and focuses on 
advanced IT infrastructure, cloud solutions, a wide range of enterprise applications and 
cybersecurity.

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Compared to the previous reporting period, the main changes were the acquisitions of 
Clearcode, Musala, and Sabris, all taking place in 2022. Additionally, in January 2023, part 
of Komix was demerged into Komix Digital. 
 
History at a Glance2 
 
 
 
For detailed ARICOMA Group structure, please refer to chapter Governance. 
 
Economic performance 
 
Market Overview and ARICOMA Group Position 
Strong macroeconomic drivers accelerated due to the COVID-19 pandemic. As 
technology becomes the key differentiator across industries, digital experience drives 
customer acquisition across business to business (B2B) and business to consumer (B2C) 
relations. Other factors that affect the IT sector are the global shortage of tech 
specialists, the cloud that is powering the next generation of Data and Analytics, as well 
as the work from home model that drives a more complex security environment. 
Rising inflation rates are having a negative impact on a number of sectors. However, they 
should have little to no impact on the IT services business, thanks to its cost-plus 
business model, which has a high ability to pass on higher input costs (including rising 
salaries for IT professionals) to clients.  
Global IT spending reached ~$4.4 trillion in 2022 driven by rapid adoption of digital 
technologies to meet the demands of today’s consumers. Global digital transformation 
spending is expected to exceed $2.9 trillion by 2025, more than double the amount 
allocated in 2020. 
 
 
 
 
 
2 Valid as of 31 December 2022

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Revenue by Geography3 
 
 
 
Thanks to the diverse portfolio of our companies, we can serve a wide range of market 
segments. Our corporate clients are from various sectors including Banking and 
insurance, Telecommunication, Manufacturing, Business Services, Real Estate, Small & 
Medium Enterprises, and Enterprise Industry in general. In addition to corporate clients, 
we also serve government clients from the Healthcare or Social services sectors as well 
as other public bodies. 
 
 
 
3 Pro forma consolidated revenue for 2022 incl. Clearcode and Musala for 12m; EUR/CZK = 25.10, EUR/SEK = 
10.17, EUR/PLN = 4.57, EUR/BGN = 1.96

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Direct Economic Value Generated, Economic Value Distributed, Economic Value 
Retained 
 
thousand EUR 
ARICOMA GROUP 
Jan-Dec 2022 
Jan-Dec 
2021 
Jan-Dec 
2020 
Revenues 
 
Total income 
485,730 
369,453 
345,891 
Interest income 
793 
1,801 
433 
Finance income 
4,380 
2,633 
699 
Direct economic value generated 
490,903 
373,887 
347,023 
Operating Costs 
 
Materials and consumables 
(181,215) 
(145,135) 
(135,008) 
Services 
(104,684) 
(7, 819) 
(72,684) 
Other operating expenses 
(10,625) 
(6,309) 
(5,955) 
Employee wages and benefits 
 
Personnel expenses 
(145,320) 
(107,690) 
(96,184) 
Payments to provider of capital 
 
Finance costs 
(19,457) 
(8,655) 
(6,960) 
Dividends PAID 
(5,936) 
(1,119) 
(185) 
Dividends paid - majority shareholder 
– 
– 
– 
Dividends paid 
– 
(1,119) 
– 
Payments to government 
 
Income tax PAID 
(3,492) 
(5,647) 
(4,256) 
Other taxes 
(591) 
(3,735) 
(3,907) 
Donations 
(244) 
(250) 
(370) 
Economic value distributed 
(471,564) 
(356,360) 
(325,509) 
Economic value retained 
19,339 
17,527 
21,514 
Note: Pro forma consolidated figures including, CZK/EUR = 24.5.

13 
 
About the report 
 
ARICOMA Group is issuing the non-financial information within this 2022 ESG Report in 
accordance with the GRI Standards (2021) covering the reporting period 1 January to 31 
December 2022, including the 2019, 2020, and 2021 historical data as comparatives. 
 
Restatement of 2021 carbon footprint data has been made to reflect the recent 
acquisitions as well as the change of the methodology of base year. Previously, the year 
2019 was considered a base year. Since 2022, ARICOMA Group decided to switch to rolling 
base year (same-year, all year approach) to allow smooth base year recalculations despite 
frequent acquisitions. Following the principle of a rolling base year (same year, all year 
approach), data for 2021 are shown twice:  
● 2021:  without Clearcode and Musala Soft (originally reported in 2021 ESG Report) 
● 2021+: including Clearcode and Musala Soft that were acquired in 2022. 
 
ARICOMA Group is not a separate legal entity with consolidated financial statements. The 
holding entity Aricoma Group Holding a.s., is at the top of the organisational structure.  
For the purposes of this report, ARICOMA Group is defined as a group of companies under 
the ownership of KKCG Technologies s.r.o., consisting of entities presented in the 
Company profile and Governance chapters and on the ARICOMA Group structure 
presented below. Formally, ARICOMA Group is composed of several companies that have 
their representatives registered in the respective commercial registers. There are two 
main sub-holdings: Aricoma Group a.s., (Czech and Slovak operations) and Aricoma Group 
International AB (international operations and Czech operations under QINSHIFT). 
 
Quantitative data are presented for the whole group, with the exception of entities that 
are immaterial to the group by all means (number of employees, key financial indicators, 
size of operations and significance of ESG impacts) or in case the entities did not exist in 
2022 or were acquired by ARICOMA Group later than 31 December 2022. The impact of 
the omitted entities is immaterial to the disclosures and indicators presented in the 
report.  
 
The scope of the reported entities was determined based on the ARICOMA Group 
structure as of 31 December 2022 (see below). Unless otherwise specified, the scope is 
the same across all material topics.

14 
 
ARICOMA Group structure as of 4 January 2023 
 
 
To simplify the data interpretation, the entities have been divided into six main subgroups 
within this report:  
Subgroup 
Entity (including country of operation)4 
Material for ESG 
reporting 
Material for carbon 
footprint calculation 
AUTOCONT 
AUTOCONT a.s. (Czechia) 
X 
X 
AUTOCONT s.r.o. (Slovakia) 
X 
X 
Internet Projekt, s.r.o. (Czechia) 
X 
X 
AUTOCONT SRL (Belgium) 
 
 
Sabris Consulting s.r.o. (Czechia) 
 
 
Aricoma Brand s.r.o. (Czechia) 
 
 
Aricoma Group a.s. 
 
 
Cleverlance 
Aricoma Digital CE a.s. (Czechia) 
 
 
 
4 Entities marked immaterial to ESG reporting - by all means (number of employees, key financial indicators, 
size of operations and significance of ESG impacts), entities marked immaterial to carbon footprint 
calculation - no significant emission sources.

15 
 
Subgroup 
Entity (including country of operation)4 
Material for ESG 
reporting 
Material for carbon 
footprint calculation 
Aricoma Espana (Spain) 
 
 
Cleverlance Enterprise Solutions 
s.r.o. (Czechia) 
X 
X 
Cleverlance H2B s.r.o. (Czechia) 
X 
X 
Cleverlance Deutschland GmbH (Germany) 
 
 
CES EA s.r.o. (Czechia) 
X 
X 
Cleverlance Slovakia s.r.o. (Slovakia) 
X 
X 
KOMIX s.r.o. (Czechia) 
X 
X 
KOMIX Digital s.r.o. (Czechia) 
 
 
KOMIX SK s.r.o. (Slovakia) 
 
 
AEC a.s. (Czechia) 
X 
X 
AEC s.r.o. (Slovakia) 
X 
X 
Seavus 
Seavus AB (Sweden) 
X 
X 
Seavus GmbH (Switzerland) 
X 
 
Seavus FLLC (Belarus) 
X 
X 
Seavus DOOEL (Macedonia) 
X 
X 
Seavus Educational and Development 
Centre DOOEL (Macedonia) 
X 
X 
Seavus Educational and Development 
Centre DOO (Serbia) 
 
 
Seavus DOO (Bosnia Herzegovina) 
X 
X 
Seavus DOO (Serbia) 
X 
X 
Seavus S.R.L. (Moldova) 
X 
X 
Seavus USA Inc. (USA) 
X

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Subgroup 
Entity (including country of operation)4 
Material for ESG 
reporting 
Material for carbon 
footprint calculation 
Seavus Sp. z o. o. (Poland) 
X 
 
SEAVUS SOFTWARE TECHNOLOGIES J. S. C. 
(Turkey) 
X 
X 
Aricoma Group AB (Sweden) 
 
 
Stratiteq 
Stratiteq Sweden AB (Sweden) 
X 
X 
Clearcode 
Services S.A 
Clearcode Services S. A (Poland) 
X 
X 
Clearcode LLC (USA) 
 
 
Musala Soft AD 
Musala Soft DOOEL (Macedonia) 
X 
X 
Musala Soft EAD (Bulgaria) 
X 
X 
Musala Services EOOD (Bulgaria) 
 
 
Musala Soft Kosovo LLC (Kosovo) 
 
 
Musala Soft LLC (Egypt) 
 
 
Entities marked immaterial to ESG reporting are immaterial (number of employees, key 
financial indicators, size of operations and significance of ESG impacts).  
Entities marked as immaterial to carbon footprint calculation did not have significant 
emission sources such as physical offices, data centres, company cars or other 
significant source of emissions and they are therefore out of the scope of the calculation. 
The calculation also excludes Seavus Sp. z.o.o. (Poland), this entity is considered non-
material as the office was established at the end of 2021 and there were only 10 
employees by the end of 2021. There were no company cars or other significant sources 
of emissions. The calculation also excludes Sabris Consulting s.r.o., (Czechia) as only a 
part of the company was acquired by Aricoma Group a.s., (Czechia) during 2022. See the 
details in ARICOMA Group GHG Inventory Report. 
The financial information presented in this report was compiled from financial statements 
of the ARICOMA Group components (individual entities or sub-groups). Financial 
information is also presented for 2021 and 2020 as comparative. 
Non-financial information was collected from the components’ internal systems (IT, HR, 
office facility management, car fleet management, purchasing, finance and governance) 
and from external partners (office landlords, suppliers, waste management companies).

17 
 
Most of the data in this report originates from measurement, systems, and primary 
records. 
In cases where the data were not available, we included a reasonable estimate. If an 
estimate represents a material proportion of the reported indicator, it is further explained 
in the body of the report. Non-financial data cover the full 12-month period of 2022, 
irrespective of the acquisition date of the entities. 
This report was reviewed by ARICOMA Group Executive Committee.  
Audit assurance according to ISAE 3410 has been provided by the independent auditor, 
PricewaterhouseCoopers Audit, s.r.o., over the Carbon Footprint Calculation. 
The Independent practitioner’s limited assurance report is an integral part of the 2022 
ESG report. 
The International IT industrial benchmark was used to perform the materiality 
assessment. The assessment was performed by the top management of the company 
and by a group of responsible leaders in ESG-related areas across territories. The 
stakeholder expectations, considerations and concerns were considered at the level of 
information known at the time of report preparation.  
Moreover, we present the commitment to UN Sustainable Development Goals and 
Targets, which we have based on priorities identified by the materiality analysis 
performed in the reporting period.  
In the interest of double materiality, we have begun to assess ESG-related risks and 
opportunities not only to assess our impact on ESG, but also the impact on our 
organisation of ESG and the transition to a green economy. 
We value your feedback, and we are happy to answer questions relating to this report or 
any concerns you may have regarding sustainability practice at ARICOMA Group. 
Please contact us at: sustainability@aricoma.com

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Materiality Analysis 
 
Material topics 
Topics that are material to ARICOMA Group emerged because of in-depth internal 
analysis. The topics have been identified based on the industry specifics, value chain 
understanding, evaluation of importance of these areas, definition of current availability 
of data indicators, needs and interests of external and internal stakeholders, positive and 
negative impacts analysis as well as risk and opportunities for the group within the ESG 
area. The results of the materiality analysis have been approved by ARICOMA Group 
management. 
Using the most common ESG concept, the topics have been organised into three 
categories: Environmental, Social and Governance and subsequently grouped into key 
sustainability areas. We perceive these topics and areas as key and with immense 
potential for future development in terms of reducing the negative impact and enhancing 
the positive impact of our operations.  
 
 
Key ESG area 
Topic 
GRI Reference 
Environment 
 
 
 
 
Carbon Footprint & Emissions 
Emissions 
GRI 305 
Energy & Fuel 
Energy & Fuel 
GRI 302 
Waste and Water 
Waste 
GRI 306 
Water 
GRI 303 
Social 
 
 
 
 
Employee care 
Recruiting & Turnover 
GRI 401 
Employee care 
GRI 401 
Performance evaluation 
GRI 404 
Parental leave 
GRI 401 
Education & training 
GRI 404 
Health and work life balance 
GRI 403 
Diversity and Non-discrimination 
GRI 405

19 
 
Local Communities 
Charities and Non-profit 
GRI 413 
Governance 
 
 
 
 
General 
General Governance disclosures 
GRI 2 
Purchasing 
Purchasing 
GRI 2-6 
Compliance 
Customer privacy (GDPR) 
GRI 418 
Data security and management 
 
Business ethics and economic 
performance 
Collective bargaining 
GRI 2-30 
Anti-corruption 
GRI 205 
Technology & innovation 
 
Profile info 
Economic performance 
GRI 201 
 
Stakeholders 
Over the course of the last several years, we observe significant growth in stakeholder 
interest in ESG topics. ESG aspects are becoming focal points of our investors and clients. 
Also, as the young generations have been asserting themselves, our current employees, 
and talents that we strive to attract, want to work for a company that is driven by ESG 
values.  
The priorities of following external and internal stakeholders are considered when we 
build our future ESG direction: 
● Shareholders 
● Customers 
● Employees 
● Suppliers 
● Government and EU organisations, policy makers and regulators 
● Local communities 
● Investors 
● NGOs 
● Academia, Research 
● Industry partners, Industry associations

20 
 
Sustainable Development Goals 
A collection of 17 interlinked global goals called Sustainable Development Goals (SDGs) 
were set up in 2015 by the United Nations General Assembly to be a “blueprint to achieve 
a better and more sustainable future for all” by the year 2030. 
ARICOMA Group identified the following SDGs as potential areas where the group can 
positively contribute to the global efforts.  
 
SDG 
GOAL 
TARGET 
NAME 
ARICOMA Group 
MATERIAL TOPICS 
 
Goal 3. Ensure 
healthy lives 
and promote 
well-being for 
all at all ages 
3.3 
By 2030, end the epidemics of AIDS, 
tuberculosis, malaria and neglected tropical 
diseases and combat hepatitis, water-borne 
diseases, and other communicable diseases 
> home office 
> eHealth platform 
> coaching programme 
and a helpline with 
professional 
counsellors 
 
Goal 4 – Ensure 
inclusive and 
equitable quality 
education and 
promote lifelong 
learning 
opportunities 
for all 
4.4 
By 2030, substantially increase the number 
of youth and adults who have relevant 
skills, including technical and vocational 
skills, for employment, decent jobs, and 
entrepreneurship 
> Internal continuous 
education 
> Society education 
support – IT upskilling 
programmes for 
children and adults 
 
4.7 
By 2030, ensure that all learners acquire 
the knowledge and skills needed to promote 
sustainable development, including, among 
others, through education for sustainable 
development and sustainable lifestyles, 
human rights, gender equality, promotion of 
a culture of peace and non-violence, global 
citizenship, and appreciation of cultural 
diversity and of culture’s contribution to 
sustainable development 
> Sustainability 
awareness events for 
employees 
> Code of conduct 
> Compliance basics e-
learning 
> coaching for team 
leaders and delivery 
managers 
 
Goal 7 – Ensure 
access to 
affordable, 
reliable, 
sustainable, and 
modern energy 
for all 
7.2 
By 2030, increase substantially the share of 
renewable energy in the global energy mix 
Electricity from 
renewable resources 
7.3 
By 2030, double the global rate of 
improvement in energy efficiency. 
Energy efficiency 
measures 
 
Goal 8 – 
Promote 
sustained, 
inclusive, and 
sustainable 
8.2 
Achieve higher levels of economic 
productivity through diversification, 
technological upgrading, and innovation, 
including through a focus on high value 
added and labour-intensive sectors 
> implementation of a 
modern solution for EU 
VAT tax reclaims.

21 
 
economic 
growth, full and 
productive 
employment, 
and decent 
work for all 
8.8 
Protect labour rights and promote safe and 
secure working environments for all 
workers, including migrant workers, in 
particular women migrants, and those in 
precarious employment 
Code of Conduct 
8.10 
Strengthen the capacity of domestic 
financial institutions to encourage and 
expand access to banking, insurance, and 
financial services for all 
> Migration of Česká 
spořitelna to the 
Microsoft 365 platform 
> EURO currency 
support 
 
Goal 12 – Ensure 
sustainable 
consumption 
and production 
patterns 
12.2 
By 2030, achieve the sustainable 
management and efficient use of natural 
resources 
Purchasing and waste 
management 
12.5 
By 2030, substantially reduce waste 
generation through prevention, reduction, 
recycling, and reuse 
Paperless company, 
reselling of IT 
equipment to 
employees, waste 
sorting and recycling, 
food waste to biogas, 
municipal waste to 
energy 
 
Goal 13 – Take 
urgent action to 
combat climate 
change and its 
impacts 
13.3 
Improve education, awareness-raising and 
human and institutional capacity on climate 
change mitigation, adaptation, impact 
reduction and early warning 
Sustainability 
awareness events for 
employees 
 
Goal 16 – 
Promote 
peaceful and 
inclusive 
societies for 
sustainable 
development, 
provide access 
to justice for all 
and build 
effective, 
accountable, 
and inclusive 
institutions at 
all levels 
16.5 
Substantially reduce corruption and bribery 
in all their forms 
Anti-corruption 
training 
16.6 
Develop effective, accountable, and 
transparent institutions at all levels 
Customer privacy 
 
 
ESG-related risks and opportunities 
We understand that ESG-related risks have substantive impact on our business and 
have therefore started working on ESG risk management by identifying current and 
potential risks, classifying them, developing an outline of mitigation measures, and 
anticipating future trends. Similarly, we also recognise opportunities to our business 
brought by business transition to a more sustainable economy and our impressive 
performance within ESG.

22 
 
Risks: 
Type 
Sub-
category 
Name of the 
risk 
Mitigation 
action 
Classification 
Short term 
Classification 
Medium term 
Classification 
Long term 
Transition 
Policy and 
legal 
Regulation 
and/or pricing 
of GHG 
emissions and 
subsequent 
increases in 
energy and 
fuel costs, 
increases in 
the cost of 
carbon credits 
and expansion 
of Emission 
Trading 
System and 
Carbon tax 
could lead to 
increased 
expenses of 
our data 
centres, 
offices, 
business travel 
and supplier 
pricing 
Considering 
decarbonisation 
KPIs, decrease 
of energy 
consumption, 
energy 
efficiency, 
carbon 
offsetting, 
utilisation of 
renewable 
energy, utilising 
e-mobility in the 
company fleet, 
carbon credits 
while 
developing and 
updating future 
group ESG 
strategy 
Low 
Medium 
High 
Transition 
Policy and 
legal 
Enhanced 
emissions 
reporting 
obligations 
related to 
disclosures 
Monitor the 
upcoming CSRD 
and EU 
Taxonomy 
requirements, 
prepare 
transition plan 
to fulfil the 
requirements, 
investment to 
comply with 
regulations and 
to meet 
stakeholders’ 
expectations, 
disclose 
sustainability 
related 
information in 
format required 
by current 
legislation and 
stakeholders 
Medium 
High 
High 
Transition 
Policy and 
legal 
Emerging data 
centre energy 
rules in the EU 
market driven 
by EU 
Taxonomy 
Monitor 
regulation 
related to 
energy 
consumption of 
data centre and 
requirements 
Low 
Medium 
Medium

23 
 
Type 
Sub-
category 
Name of the 
risk 
Mitigation 
action 
Classification 
Short term 
Classification 
Medium term 
Classification 
Long term 
on design, 
future 
alignment with 
EU Taxonomy 
Transition 
Reputation 
Negative 
stakeholder 
feedback 
relating to data 
privacy 
incidents, AML, 
conflict of 
interest, 
whistleblowing 
Active 
stakeholder 
engagement, 
maintain and 
communicate 
the channels for 
raising concern, 
transparent 
disclosure of 
ESG data, 
adequate PR 
strategy 
Medium 
Medium 
Medium 
Physical 
Chronic 
Frequent heat 
waves leading 
to higher 
energy 
consumption 
Gradually 
upgrade the air-
conditioning 
systems to 
achieve higher 
effectiveness. 
Low 
Low 
Low 
Physical 
Acute 
Storm, tornado 
causing 
damage of 
data centres 
and/or offices 
Periodically 
review business 
continuity plans 
Low 
Low 
Low 
Note: short-term relates up to 5 years from the reporting year, medium-term more than 5 to 10 years, long-
term to more than 10 years, but no later than 2050.

24 
 
Opportunities: 
Sub-category 
Name of the 
opportunity 
Action to leverage the opportunity 
Energy 
efficiency 
Developing software 
and IT infrastructure 
with lower energy 
demand in comparison 
with our competitors 
Focus on innovative products and software that have an important level of 
energy efficiency 
Market 
opportunities 
Higher customer 
demand based on 
ARICOMA Group’s ESG 
performance 
Proactive and transparent disclosures of ESG data, regular stakeholders’ 
assessments, development of a group ESG strategy 
Human capital 
Improved talent 
attraction, employee 
engagement, 
satisfaction, and 
retention through ESG 
performance and 
reporting 
Proactive and transparent disclosures of ESG data, regular stakeholders’ 
assessments, development of group ESG strategy

25 
 
2.      Environment 
 
The ARICOMA Group constantly strives to preserve a healthy and undamaged 
environment for present and future generations. The environmental challenges we face 
today are significant, and we seek to reduce the negative impacts of our operations and 
find sustainable methods to maximise our positive environmental impact throughout the 
life cycle of our products and services. 
One of our highest priorities is to reduce the carbon footprint of our products and 
services. One of the methods we are undertaking to achieve this is by taking steps to 
increase energy efficiency, the usage of recycled and recyclable materials that are 
produced using low-carbon energy. We are focussing on resource efficiency and 
optimising consumption. Part of our operations are powered by green energy, which 
represented approximately 10% of our total purchased electricity consumption (including 
electric vehicles) in 2022 (compared to 8% of green energy in 2021). We are helping to 
reduce our environmental burden by replacing combustion engine vehicles with electric 
vehicles whenever possible. 
Digitalisation is especially important in our industry, and we are utilising it to maximise 
our environmental impact in a positive way. We are constantly working to improve our 
technology and services to help our clients make the essential transition to low-carbon 
technologies. 
Environmental compliance 
To be perceived as an environmentally ethical company, we ensure that our 
environmental management system is compliant with all applicable legislative 
requirements. Potential risks caused by our activities are identified, managed, and 
mitigated by addressing the environmental aspects and impacts. Our environmental 
management system is in accordance with the requirements of local legislation. In 
addition to that, the following entities have been certified according to ISO 14001:2015 
standard:      AUTOCONT a.s, AUTOCONT s.r.o., Internet Projekt s.r.o., Cleverlance 
Enterprise Solutions s.r.o., Cleverlance H2B s.r.o., CES EA s.r.o., Cleverlance Slovakia s.r.o., 
KOMIX s.r.o., Musala Soft EAD, Seavus DOOEL, Seavus DOO and Seavus FLLC. In these 
entities, potential environmental risks are identified, managed, and mitigated by 
addressing the environmental aspects and impacts. 
Environmental education 
Because we believe that reducing our environmental impact and our carbon footprint 
depends on properly educating our employees, ARICOMA Group regularly provides 
educational training for its employees in this area. 
● Seavus provides all employees with an environmental awareness system course 
so that we understand the importance of the environment and can respect and 
engage in environmental activities on an individual level. Currently, annual training 
courses are held where the focus is on basic knowledge of ISO standards. 
● Clearcode aims to raise awareness and promote sustainable practices among 
employees. They provide an overview of the importance of environmental 
stewardship and the role of individuals in promoting sustainability. Also, the

26 
 
education of employees on the significance of energy saving activities, waste 
reduction and recycling, water conservation, sustainable transport and 
sustainable purchasing is particularly important. They introduce green IT practices 
that promote energy efficiency and reduce electronic waste to employees. 
 
Carbon footprint and emissions 
We recognise that most human activities contribute to climate change and concur with 
the findings of current climate science as described in the latest assessment report from 
the Intergovernmental Panel on Climate Change (IPCC). Responsible behaviour towards 
the environment starts with an understanding of the current impact of our activities 
relating to the calculation of our carbon footprint.  
Cleverlance was the first Czech IT company to systematically calculate its carbon 
footprint. They were quickly followed by the other companies within the ARICOMA Group. 
We strive to understand the baseline state to the maximum possible and subsequently 
can design and drive effective strategies towards more sustainable company practices.  
As mentioned in the section About the report, restatement of the 2021 carbon footprint 
data has been made in order to reflect the recent acquisitions of Clearcode and Musala 
Soft. Currently, we present two variants across all carbon footprint results – 2021 (without 
Clearcode and Musala Soft, originally reported in 2021 ESG Report) and 2021+ (including 
Clearcode and Musala Soft that were acquired in 2022). See the section  About the report 
for detailed info. More information on the carbon footprint methodology used is available 
in the GHG Inventory report. 
In 2022, Scope 1 emissions slightly decreased compared to the previous year. Although 
Scope 1 emissions from vehicle combustion slightly increased since the previous year, 
there was a significant decrease in the stationary combustion compared to the 2021 
values. Following the decreasing tendency in recent years, there were no fugitive 
emissions in 2022 as no leakages of cooling agents were reported. 
The steep increase in Scope 2 emissions compared to 2021 reflects the rise of Scope 2 
emissions in all three categories: electric vehicles, purchased electricity, and purchased 
heat.  
Reported Scope 3 GHG emissions are based solely on emissions associated with waste 
generation. Compared to 2021, emissions from waste generation grew in 2022. 
Although the total carbon footprint in tCO2e increased compared to 2021, the value of 
emission intensity remains stable. Emission intensity is calculated from emissions in 
scopes 1, 2, and 3 per the number of employees.

27 
 
ARICOMA Group - GHG emissions: 
Source of emissions 
GHG Emission [tCO2e] 
2022 
2021+ 
2021 
2020 
2019 
Scope 1 
1 343,74 
1 354,21 
1 352,05 
1 417,82 
1 962,08 
Scope 2 
4 132,24 
2 782,89 
2 537,02 
2 551,09 
3 011,52 
Total Scope 1 + 2 
5 475,98 
4 137,10 
3 889,07 
3 968,91 
4 973,60 
Scope 3 
103,59 
68,28 
59,53 
92,27 
50,97 
Scope 1 + 2 + 3 intensity  
[tCO2e per employee] 
1,49 
1,26 
1,49 
1,58 
2,09 
Note: Scope 3 values cover only emissions associated with waste generation. For scope 2 emissions 
calculations, the market-based method was used. More detailed overview of the scope 2 emissions including 
comparison of both methods can be found in the GHG Inventory report.  
 
 
 
Scope 1 emissions come from the vehicles we operate, from the combustion of fossil fuels 
for heat generation and, to an exceedingly small extent, for backup power generators, as 
well as from refrigeration and air conditioning equipment (HFCs). Scope 1 emissions are 
expected to decrease with the transition to low-emission energy sources. 
The decrease in Scope 1 emissions in 2022 is driven by two factors – the first one being 
there were no fugitive emissions – this is because there were no refrigerant leaks reported 
in 2022. The second factor, lower emissions from stationary combustion compared to 
previous years, is mainly caused by a decrease in both diesel and natural gas consumption 
in AUTOCONT.  
In Scope 2, we report emissions from purchased electricity and purchased heat; we also 
include electric vehicle charging in this scope. The use of combustion engine vehicles was 
replaced with the use of electric vehicles to a greater extent compared to previous years 
in Cleverlance, which led to an increase in Scope 2 emissions in this category. Regarding 
54,76
54,76
354,74
310,06
1 296,86 
1 225,72 
1 223,65
1 048,78
1 632,05
46,88 
73,73
73,63
14,30
19,96
2022
2021+
2021
2020
2019
Aricoma Group - GHG emissions - Scope 1 by activity [tCO2e]
Fugitive emissions
Vehicles combustion
Stationary combustion
1,343.74
1,352.05
1,417.82
1,962.08
1,354.21

28 
 
purchased electricity and purchased heat, there was a significantly higher consumption 
of both in AUTOCONT which can be associated with new locations and the updated 
methodology for heat accounting.  
 
 
2 525,15
2 151,89 
2 227,80
2 403,43
3 671,28
486,37 
399,20 
306,35
376,59
452,13
0,01 
2,78
2,87
8,83
2019
2020
2021
2021+
2022
Aricoma Group - GHG emissions - Scope 2 by activity [tCO2e]
Purchased electricity
Purchased heat
Electric vehicles
2,551.09
4,055.68
2,537.02
3,011.52
2,782.89

29 
 
 
906,48 
893,64 
865,03 
1 314,46 
0,00
0,00
422,91
427,31
234,56
314,76
1,95
2,17
12,19
29,96
317,38
331,05
0,22
1,13
2 924,54 
1 708,17 
-
-
74,03
78,51
288,62
291,14
320,29
332,58
231,90
167,35
608,63
533,63
660,48
855,91
4,52
4,09
3 831,01
2 601,82
0,00
0,00
74,03
78,51
0,00
0,00
711,53
718,45
554,85
647,33
233,85
169,52
0,00
0,00
620,82
563,59
977,86
1 186,96
4,74
5,22
0,85
1,81
2022
2021
2020
2019
2022
2021
2020
2019
2022
2021
2020
2019
2022
2021
2020
2019
2022
2021
2020
2019
2022
2021
2020
2019
AUTOCONT
Clearcode
Cleverlance
Musala
Seavus
Stratiteq
Aricoma Group - GHG emissions - Scope 1, Scope 2  by subgroup 
[tCO2e]
Scope 1
Scope 2

30 
 
Note: Scope 3 values only cover emissions associated with waste generation 
In 2022, the most significant increase in Scope 3 emissions is related to an increase in 
emissions from waste production in AUTOCONT. While the total amount of waste in 
AUTOCONT is similar to the total amount of waste in 2021, the related emissions are 
significantly higher. This is due to the increase in the amount of non-recyclable waste in 
the category “Other” that is generally connected with a higher emission factor. 
 
 
Note: Emission intensity values were based on Scope 1, Scope 2, and Scope 3 emissions. Scope 3 values only 
cover emissions associated with waste generation. Workers that are not employees have not been considered 
here. 
 
103,59
68,28
59,53
92,27
50,97
2022
2021+
2021
2020
2019
Aricoma Group - GHG emissions - Scope 3  [tCO2e]
1,49
1,26
1,49
1,58
2,09
2022
2021+
2021
2020
2019
ARICOMA Group - GHG emission intensity per employee 
[tCO2e/employee]
Emission intensity

31 
 
 
Note: Emission intensity values were based on Scope 1, Scope 2, and Scope 3 emissions. Scope 3 values cover 
only emissions associated with waste generation. Workers that are not employees have not been considered 
here. 
 
Business trips 
In 2022, the frequency of business trips was comparable to 2021. The circumstances of 
the COVID-19 pandemic have forced us to reassess our travel planning management. 
Replacing business trips with virtual meetings, favouring ground transport over air 
transport, and optimising the use of company cars are practices that have become 
standard in communication between us and our clients and suppliers. This change has 
taken place quite naturally and has been supported by the economic advantages of 
working online. Before arranging a business trip, digital alternatives must always be 
considered. For meetings that require travel, the meeting organiser must be able to 
clearly justify why the meeting cannot be conducted as a distance meeting. 
3,35    
2,36    
2,36    
2,29    
3,02    
0,66    
0,69    
0,69    
1,31    
1,77    
0,62    
0,82    
1,06    
1,32    
1,32    
0,91    
1,12    
0,39    
0,29    
0,04    
0,05    
0,05    
0,02    
0,02    
Aricoma Group Average 1,49
Aricoma Group Average 1,26
Aricoma Group Average 1,49
Aricoma Group Average 1,58
Aricoma Group Average 2,09
2022
2021+
2021
2020
2019
ARICOMA Group -GHG emission intensity per employee by subgroup 
[tCO2e/employee]
AUTOCONT
Seavus
Clearcode
Cleverlance
Musala
Stratiteq

32 
 
Business trips are allowed mainly in cases where it is necessary to ascertain the technical 
condition. In the event of there being a need to travel, we prefer a means of transport that 
has the least impact on the environment, preferably public transport. 
To optimise resource usage, AEC utilises pool cars extensively and prioritises travelling in 
larger groups when using company vehicles for business trips. The company makes every 
effort to coordinate business trips, minimising the need for excessive vehicle usage. 
Emphasising sustainable practices, they strongly encourage the use of public transport 
for business-related travel. 
Stratiteq encourages employees to use the train, especially between its offices in 
Stockholm and Malmö. 
Electromobility 
At ARICOMA Group, we see the move away from combustion engine cars as an obvious 
change. This move is driven primarily by our need to reduce the overall carbon footprint 
of all our companies, but also supported by EU decisions that strongly support electro-
mobility and reflect transport emission reduction targets. In preparation for this 
transformation, we are gradually renewing our fleet and installing new charging stations 
at our sites and car parks. Currently, Cleverlance, KOMIX and Stratiteq utilise electric 
vehicles within the company fleet. 
● In 2022, additional charging stations were installed in the Prague office and an 
additional fifteen in Bratislava. Cleverlance increased the share of electric vehicles 
in its fleet in 2022. In addition to utilising electric cars in its Czech offices, the first 
electric vehicle is also used in Slovakia office.  
● At Stratiteq, we have an automotive policy that encourages lease car owners to 
think more about the environment when choosing a car. Cars are leased for three 
years, so replacement under the lease is gradual. Substantial influence on the 
change in the fleet is found in greater awareness of electromobility and support 
from the authorities, which offer lower car taxes to EV users. Compared to 2019 
when Stratiteq leased approximately 19 petrol/diesel cars, while the current fleet 
includes 1 petrol car, 6 hybrid cars and 4 electrical cars.  
In terms of fleet management, we always seek to include the life cycle of the cars being 
considered to maintain a proper balance between increasing the share of new cars 
meeting the latest sustainability requirements but also utilising the current fleet for a 
reasonable period of time.  
 
Employee commuting 
To reduce the environmental impact of commuting, we fully support working from a 
home-office for all jobs that allow this method of working. Having the choice between 
working from home and commuting to the office also makes it easier for people to have a 
better work-life balance. To further promote green commuting, we encourage our 
employees to cycle, scooter, or even walk to work where possible and offer safe bike 
parking for all. 
● Cleverlance and KOMIX employees have regularly participated in the Bike to Work 
project since 2014. We have a fully equipped bike room in our offices in Brno and

33 
 
Prague. This country-wide initiative tries to motivate as many people as possible 
to learn to use a bike as a regular urban means of transportation (alternatively to 
walk or run) to contribute to cleaner air and more pleasant, safer, and healthier 
cities.  
● AEC is committed to fully supporting working remotely, which not only reduces the 
number of people commuting by car, but also contributes to a significant reduction 
in the carbon footprint. The option to choose between working from home or 
coming to the office enables employees to achieve a better work-life balance. 
Additionally, some employees who prefer working from the office choose to 
commute by bike, promoting sustainable transportation practices. 
● At Clearcode, they plan to organise training programmes, workshops, and 
awareness campaigns on sustainability and carbon footprint reduction. All of this 
is to encourage employee suggestions and recognise their contributions to 
sustainability efforts. 
 
Energy and fuel 
 
Energy consumption 
Total energy consumption consists of the electricity and heat that we purchase from local 
utilities as well as electricity and heat that we generate, in lesser amounts, directly in our 
operations.  
Electricity consumption in office buildings shows fluctuations depending on 
meteorological parameters, working hours and the number of employees. Overall, the 
electricity consumption data shows an increasing trend across all the clusters in 2022, 
with the most noticeable rise in AUTOCONT. Except for AUTOCONT where the heat 
consumption went up in 2022 based on the change in methodology, the heat 
consumption in the rest of companies was comparable to the previous year.

34 
 
 
Note: Total energy consumption was based on purchased electricity, purchased heat, fuel consumed for 
electricity and heat generation. Fuel consumed by the fleet has not been included. 
 
 
Note: Purchased heat for consumption presented in MWh. Data were estimated partially - see details in the 
GHG inventory report. 
6 094,69
4 697,41
4 350,57
4 036,41
4 425,46
21,52
88,95
88,95
7,10
17,40
2 862,08
2 397,38
1 985,98
2 527,72
2 977,53
227,77
287,14
286,71
68,46
85,39
8 370,50
7 470,89
6 712,22
6 639,69
7 505,78
2022
2021
+
2021
202
0
2019
ARICOMA Group - Total energy consumption [MWh]
Purchased electricity
Electricity generation
Purchased heat
Heat generation
1 384
1 011
1 011
1 531
1 997
181
210
791
719
719
730
715
252
201
14
42
42
51
50
240
215
215
215
215
2 862
2 397
1 986
2 528
2 978
2022
2021
+
2021
202
0
2019
ARICOMA Group - Heat purchased for consumption by subgroup [MWh]
AUTOCONT
Clearcode
Cleverlance

35 
 
 
 
Note: Energy intensity per employee was based on purchased electricity, purchased heat, fuel consumed for 
electricity and heat generation. Fuel consumed by the fleet has not been included here. Workers that are not 
employees have not been considered here. 
 
Renewable energy 
Electricity is a critical resource for our operations, reducing the amount of consumption 
is in some cases impossible and would not be in line with sustainable development. It is 
therefore important to reduce energy consumption from non-renewable sources and 
utilise green energy. In this case, the availability of green energy must be considered, as 
we operate internationally in different countries that have different renewable energy 
supply options. In general, we are already using or planning to switch to renewables where 
possible. 
 
● In Stratiteq’s office, the electricity is 100 % renewable from water, wind, and 
nuclear. The office is heated centrally, and 88% of the heat is produced from 
waste, residual waste gas, rest heat, and flue gas condensation produced in a local 
controlled plant. Stratiteq’s premises have been powered by renewable energy for 
the last 12 years. 
4,79
3,83
3,83
3,78
4,38
1,71
2,51
2,58
2,58
1,94
2,10
1,01
0,78
0,90
0,90
1,39
2,09
2,73
2,62
2,62
2,61
2,94
Aricoma Group Average 2,23
Aricoma Group Average 2,24
Aricoma Group Average 2,57
Aricoma Group Average 2,58
Aricoma Group Average 3,12
2022
2021+
2021
2020
2019
ARICOMA Group - Energy intensity per employee by subgroup 
[MWh/employee]
AUTOCONT
Clearcode
Cleverlance
Musala
Seavus
Stratiteq

36 
 
● Prague office in Palmovka (occupied by AEC a.s., Cleverlance Enterprise Solutions 
s.r.o., and Cleverlance H2B s.r.o.) purchases energy only from renewable sources 
through the purchase of Guarantee of Origin. 
 
 
Note: the amount of electricity purchased from renewable sources is displayed only from certified sources. 
In 2021, only Cleverlance and Stratiteq used renewable resources. In 2022 renewable energy was used by 
Cleverlance, Stratiteq and AEC.  
 
Energy efficiency 
Energy efficiency is the priority in all our locations. Emissions associated with energy 
consumption are among the most significant and there is a strong focus on reducing 
them. The aim is therefore to continuously improve the energy efficiency of our 
operations. Our efforts to reduce energy consumption include the installation of efficient 
lighting and related electrical equipment, the installation of insulation solutions and, last 
but not least, improving the energy efficiency of our data centres. 
 
● The most significant aspect is the efficiency of the data centres. One of our data 
centres in Lužice, Czech Republic, owned by AUTOCONT and operated by 
DataSpring Cloud Services (former DataSpring s.r.o.), was built in 2015 at a high 
industry standard, requiring low energy demand. Environmental efficiency is also 
not left out of the process of designing data centres for our clients. Virtualisation 
and consolidation of servers enables savings in a client’s CAPEX expenses but also 
significantly increases the expandability of the data centre, reduces space 
requirements, and finally reduces electricity and cooling demands.  
● As the COVID-19 pandemic in 2022 has transitioned to an endemic phase, an 
upward trend in electricity consumption is exhibited, compared with 2021, in 
almost all offices, except for Brest where Seavus cancelled the rental agreement. 
To prevent excessive energy consumption in some offices, such as the Skopje 
office, the HVAC systems were closely monitored and activated depending on the 
employment attendance rate on a daily basis. The same principle was applied with 
66,77
53,70
351,60
632,66
Renewable
sources
ARICOMA Group - total electricity purchased for consumption by 
renewable source [MWh]
2022
2021
2020
2019

37 
 
lighting by purchasing energy-efficient LED lights for the newly refurbished office, 
using LED lighting efficiently, and turning lights off after working hours or for the 
spaces that are not occupied such as kitchens, restrooms, or meeting rooms, and 
corridors and taking advantage of natural sunlight when possible. 
Also, they advise switching off the equipment when possible (not leaving it on 
standby). 
● Stratiteq only uses LED lights on its premises, supplemented by energy saving 
lamps.  
● Cleverlance also uses standard measures like LED lights, sensors, and equipment 
with lower consumption in its premises. In addition, a smart automatization system 
for heating and cooling is being used. 
● AEC benefits from sharing office buildings with other companies within the 
ARICOMA Group across two branches. This arrangement leads to reduced 
electricity consumption compared to if AEC had separate buildings for each 
branch.  
● At Clearcode, they educate employees on the significance of energy conservation 
and ways to reduce energy consumption. The company provides tips for energy-
efficient practices such as turning off lights and equipment when not in use, 
utilising power-saving features on computers, and optimising energy settings. An 
important change was the decision to stop using computers equipped with Intel 
processors and choose computers based on AMD processors as the primary 
platform. This made it possible to almost double the computers' performance while 
reducing their energy consumption by 50%. 
● Energy efficiency is one of Musala Soft’s main priorities and for that reason, they 
strive to encourage new and more efficient practices such as replacing onsite 
business meetings and other types of company events with virtual ones; 
encouraging the use of public transport; low energy-demand equipment, and 
efficient lighting. 
 
Fuel consumption 
We use the fuel mainly to power our fleet of vehicles and a small amount to generate 
electricity. Fleet fuel consumption in 2022 increased by approximately 0.98 % compared 
to the previous year. To maintain the downward trend, we encourage car sharing for 
business travel. 
● AEC regularly replaces older cars with new ones via operative leasing. In AEC, 
commuting in larger groups in cars is fully supported. 
● From the environmental perspective, Seavus is taking care to optimise travelling 
by company car (car sharing) or always flying in economy class, with low-emission 
airlines and by avoiding layovers.  
● The new trend shows a significant increase in the number of plug-in cars as well 
as electric cars. 
● Electric mobility is one of the key topics of the future when it comes to making 
road travel sustainable. In recent years, we have significantly expanded our fleet 
in all entities. As is shown in the chart below, there has been a massive increase in 
plug-in hybrid vehicles.

38 
 
● Online meetings at Clearcode eliminate the need for participants to travel, 
especially over long distances. This reduction in travel results in lower fuel 
consumption and fewer greenhouse gas emissions from vehicles, thereby 
reducing the carbon footprint. From the original 2 plug-in hybrids and one electric 
vehicle, the fleet has grown to 3 plug-in hybrid vehicles and 5 electric vehicles. 
The consumption of diesel decreased because of this change and by petrol cars. 
 
 
Note: Estimated consumption for Stratiteq Sweden AB (Sweden) based on km using average car consumption 
in Sweden. 
Total consumption of fuel in the company fleet did not increase because of the use of 
more plug-in hybrid vehicles and fully electric vehicles in 2022. 
267 279
285 915
285 179
238 012
382 613
253 525
227 788
227 788
183 925
278 533
417
433
433
487
963
4 642
1 995
1 995
215
130
16 946
8 072
525 863
516 132
515 395
439 585
670 311
2022
2021+
2021
2020
2019
Aricoma Group - total fuel consumed by fleet by type [litres]
Diesel
Petrol
LPG
Plug-in Hybrid Electric Vehicles (PHEVs) - petrol/Diesel
Unknown

39 
 
 
Note: Estimated consumption for Stratiteq Sweden AB (Sweden) based on km using average car consumption 
in Sweden. 
 
Waste and circular economy 
The circular economy is a sustainable model that extends the optimisation of the life cycle 
value of products and services. Over the past years, we have put circular economy 
principles into daily practice and made them part of our sustainable corporate DNA. 
ARICOMA Group’s waste management programme is based primarily on waste 
management hierarchy. Our waste management philosophy is driven by the rules 
“Prevent, Reduce, Reuse, Recycle’’ which is considered within all aspects of our work.  
Across ARICOMA Group’s corporate activities we are reducing the amount of waste we 
produce, which is evident in our statistical results. By increasing the number of entities 
and therefore the number of employees, the total amount of waste production slightly 
increased. Besides the usual waste separation (paper, plastic, Tetra Pak, glass), we also 
separate electronic waste and bring the importance of this to our employees’ attention.  
● To curb plastic waste, two of AEC branches have adopted environmentally friendly 
practices. Instead of relying on plastic bottles for beverages, they have installed 
filtered water dispensers for still water and machines for sparkling water.  
● To reduce the amount of plastic waste at Musala Soft, they encourage employees 
to use glass bottles and cups. 
 
As our companies are mostly based in office buildings, waste removal and disposal are 
predominantly arranged through the landlords in cooperation with local waste 
management companies. Therefore, in some cases, waste data is not available for each 
tenant, and the values are based on calculations provided by the landlord or on averages 
of comparable entities within the subgroup.  
375 170
342 847
342 847
346 771
542 260
144 286
168 373
168 373
89 261
118 186
5 085
3 711
3 711
3 189
9 082
599
465
465
364
783
724
736
525 863
516 132
515 395
439 585
670 311
2022
2021+
2021
2020
2019
Aricoma Group - total fuel consumed by fleet by subgroup [litres]
AUTOCONT
Cleverlance
Seavus
Stratiteq
Musala

40 
 
 
 
 
29,85
47,51
47,33
54,52
40,20
264,02
253,09
234,66
179,57
212,61
293,87
300,60
281,99
234,09
252,81
2022
2021+
2021
2020
2019
ARICOMA Group - Waste generated by category [t]
Hazardous waste
Other waste
216,42
203,40
188,56
141,06
164,57
32,67
35,40
33,68
26,33
32,67
13,69
12,85
11,33
10,76
12,99
Glass 0,86
Glass 1,43
Glass 1,09
Glass 1,08
Glass 2,03
Wood 0,35
264,02
253,25
234,66
179,57
212,61
2022
2021+
2021
2020
2019
ARICOMA Group - Other waste generated by category [t]
Municipal waste
Paper
Plastic
Glass
Food waste
Wood

41 
 
 
 
Paperless company 
Since ARICOMA Group is an IT company, it is only fitting that we are as digitised as 
possible. From our employee training all the way down to our marketing materials, every 
effort has been made at reducing the usage of paper materials to achieve a more 
environmentally conscious approach to our daily work.  
● In AEC, instead of printing and submitting project documentation in physical hard 
copy, accompanied by an electronic version on CD/DVD, the transition was made 
to primarily sending project outputs in an electronic format. Whenever feasible, 
they utilise electronic signatures for signing contracts, subject to the approval of 
our customers and partners. 
● At Clearcode, they encourage a paperless work environment by minimising the use 
of printed documents by promoting digital storage, electronic communication, and 
collaboration 
tools. They 
have 
also 
implemented 
electronic 
document 
management systems to reduce paper waste and improve efficiency. 
● The number of printers at Seavus offices was reduced in 2022 to switch from 
paper use to digital use. 
 
Electronic waste 
As we are an IT company, the disposal of electronic waste plays a crucial role in our 
business practice. We strive to optimise the utilisation of IT equipment considering its 
entire life cycle. Electronic waste represented 10.06% of our overall waste generation in 
2022.  
● To reduce electronic waste, AEC offers employees the opportunity to purchase 
used electronic equipment, including smartphones and laptops, for reasonable 
prices. 
● At AUTOCONT, IT equipment is being used for a minimum of five years. Thereafter, 
it is utilised by their trainees for at least a couple additional years. Finally, at the 
29,57
47,19
47,03
53,45
39,81
0,28
0,31
0,30
1,07
0,39
29,85
47,51
47,33
54,52
40,20
2022
2021+
2021
2020
2019
ARICOMA Group - Hazardous waste generated by category [t]
Electric waste
Bateries

42 
 
end of its useful life, the equipment will be handed over to a qualified and certified 
company to be 100% recycled.  
● At Cleverlance, instead of disposing of older devices such as mobile phones, they 
are offered to our employees for residual prices. We also organise the collection of 
inoperable mobiles which are then being recycled by a sheltered workshop. We 
perceive this as an initiative with both positive environmental as well as social 
values. 
● At Stratiteq, all IT equipment is leased from sustainable companies who are 
committed to responsible disposal. At the end of their useful life, the products are 
sorted, repaired if required and sold to third parties. Alternatively, if there is no 
other option, they are responsibly disposed of.  
● The production of technical waste at Seavus depends on the need to replace 
hardware due to its ageing or degradation. 
● At Clearcode they implemented a battery recycling programme to collect and 
recycle used batteries from devices such as laptops, smartphones, and other 
portable electronics. Also, they recycle empty ink and toner cartridges from 
printers and copiers. Equipment that reaches the end of its service life in the 
company is often still in good condition. They try to pass on still-functional 
computers for further use. This can be done either for a fee or by donating such 
equipment to a charitable organisation. This significantly reduces the amount of 
electronics requiring disposal than would be expected. 
 
Recycling 
The percentage of waste recycled was 14% in 2022. Nevertheless, we are aware that even 
the most diligent practice on our side sometimes does not ensure a prominent level of 
recycling efficiency that is in most cases locally conditioned.  
 
 
2,84
1%
248,48
85%
42,55
14%
Waste management - recycling rate in year 2022
Incineration with energy recovery
Landfill
Recyclation

43 
 
Waste to energy 
Another major shift in the waste management hierarchy was away from landfills and the 
use of waste in energy production in waste incineration plants. Waste is used for 
incineration unless it is for some reason unsuitable for recycling or reuse. The highest 
proportion of waste incinerated is in our Stratiteq office, where the residual waste is taken 
to an incinerator and the energy produced is used to heat houses in Malmö. The graphic 
below shows a significant increase in waste incineration. The increase in the percentage 
of energy recovery and recycling of waste is indicative of the improving waste 
management of our offices, but also of the countries in which the offices are located.

44 
 
Water 
We are fully aware of how precious of a resource water is. Therefore, we are committed 
to responsible water stewardship with a focus on employee education and motivation to 
act responsibly, not only at work but also in their homes.  
In 2022, we performed an assessment of water stress levels (we used the methodology 
according to the website: https://www.wri.org/aqueduct) in areas where our offices are 
located: 
Country 
Water stress level 
Czech Republic 
Low - Medium-high 
Slovakia 
Low 
Germany 
Low-medium 
Macedonia 
Low-medium - Medium-high 
Sweden 
Low-medium 
Belarus 
Low-medium 
Switzerland 
Low 
Serbia 
Low 
Bosnia & Herzegovina 
Low 
Moldova 
Low-medium 
Poland 
Low 
US 
Medium-high 
Belgium 
Extremely high 
Bulgaria 
High 
Turkey 
High 
 
As our companies are mostly based in office buildings, water withdrawal and discharge 
are managed on a centralised approach by landlords.

45 
 
 
Note:  Water withdrawal data is based on freshwater consumption from public utilities. For locations where 
submetering is not available, the values were estimated based on location average. Seavus’ water 
consumption data is incomplete because it only includes metered consumption from the public water supply. 
Most of the water in the Seavus’ office in Skopje, Macedonia, is taken from a well owned and operated by the 
landlord without a metering system. As consumption from the well is not metered, no data is available. 
 
Water from public utilities is the primary source in most of our locations except for the 
Skopje office of Seavus where the water drill was activated in the summer of 2021 to be 
used for yard irrigation.  
Water is consumed predominantly for drinking, hygiene, and sanitation in our premises.  
In AUTOCONT’s Lužice data centre, Czech Republic, water is also utilised for cooling, using 
two technologies – direct cooling and water circle cooling. 
Water consumption increased by 26% compared to 2021 as Musala Soft and Clearcode 
joined the Group in 2022. We strive to educate our employees in the area of water-
reducing-initiatives. 
Education and initiatives for employees  
We believe that every process starts with an idea that needs to be further nurtured to 
make a difference. That is why we continuously work on enhancing our people’s 
awareness of environmental topics through various campaigns and events.  
At Cleverlance, employees held a talk about zero waste for their colleagues and organised 
a workshop on natural cosmetics. Also, the last issue of Cleverlance’s magazine #IT was 
focussed on sustainable transformation and areas where IT companies can support these 
efforts. As part of this issue, we also distributed bookmarks in the form of seed paper in 
preparation for a guerrilla planting event. Cleverlance also informs its newcomers about 
environmental topics within the adaptation days. 
Seavus Life is an annual event where our employees plant more than 300 office plants 
and take good care of them throughout the year. 
At Clearcode, they plan to organise training programmes, workshops, and awareness 
campaigns on sustainability and carbon footprint reduction. All to encourage employee 
suggestions and recognise their contributions to sustainability efforts. 
13,654
10,044
13,505
18,602
2022
2021
2020
2019
ARICOMA Group -Total water withdrawal [Megalitres]

46 
 
3. Social 
In terms of having a positive social impact, ARICOMA Group focusses not only on its own 
employees, but also on local communities by delivering products with positive social value 
and building partnerships with the non-profit sector at many levels. 
Employee care 
When it comes to Human Resources, ARICOMA Group’s strategy supports the vision, 
mission, and overall strategy of our companies by creating conditions for engaging, 
supporting the company culture, as well as creating workflows and great leadership that 
supports the employee’s professional development. The main goal is to deliver a clear and 
sustainable recruitment strategy that encourages and enables the development of 
internal talent, the identification of external talent, and the use of appropriate tools and 
methods for recruitment. 
Key Workforce Statistics 
Note: All HR figures are based on headcount at the year-end unless otherwise specified. 
 
 
 
1 155
1 105
1 085
1 049
1 078
895
778
676
677
545
612
581
598
135
108
102
103
96
3 751
2 647
2 578
2 402
2022
2021
2020
2019
ARICOMA Group - Number of employees
AUTOCONT
Seavus
Cleverlance
Musala Soft
Clearcode
Stratiteq
1 559
1 423
1 387
1 320
792
562
477
475
450
267
225
301
302
228
207
182
68
143
149
155
169
142
1
67
31
37
48
47
19
1
15
10
8
21
9
17
13
3 751
2 647
2 578
2 402
2022
2021
2020
2019
ARICOMA Group - Number of employees by country
Czech Republic
Macedonia
Bulgaria
Slovakia
Serbia
Sweden
Poland
Turkey
Belarus
Moldova
Bosnia & Herzegovina
Other

47 
 
 
 
 
2022 
Gender 
Total # of 
employees 
# permanent 
employees 
# temporary 
employees 
# non-
guaranteed-
hours 
employees 
# full-time 
employees 
# part-time 
employees 
Male 
2 616 
2 406 
96 
114 
2 441 
169 
Female 
1135 
1 031 
50 
54 
1 009 
132 
Totals 
3 751 
3 437 
146 
168 
3 450 
301 
 
 
 
 
 
 
 
92%
3 437
89%
2 367
89%
2 287
87%
2 085
4%
146
5%
143
5%
141
6%
146
4%
168
5%
137
6%
150
7%
171
3 751
2 647
2 578
2 402
2022
2021
2020
2019
ARICOMA Group - Number of permanent, temporary and non-
guaranteed-hours employees
Permanent
Temporary
Non-guaranteed
92%
3 450
92%
2 437
94%
2 417
93%
2 228
8%
301
8%
210
6%
161
7%
174
3 751
2 647
2 578
2 402
2022
2021
2020
2019
ARICOMA Group - number of full-time and part-time employees
Full-time
Part-time

48 
 
2021 
Gender 
Total # of 
employees 
# permanent 
employees 
# temporary 
employees 
# non-
guaranteed-
hours 
employees 
# full-time 
employees 
# part-time 
employees 
Male 
1 873 
1 698 
90 
86 
1 766 
107 
Female 
774 
669 
53 
51 
671 
103 
Totals 
2 647 
2 367 
143 
137 
2 437 
210 
 
 
 
 
 
 
 
2020 
Gender 
Total # of 
employees 
# permanent 
employees 
# temporary 
employees 
# non-
guaranteed-
hours 
employees 
# full-time 
employees 
# part-time 
employees 
Male 
1 862 
1 676 
83 
107 
1 763 
99 
Female 
716 
611 
58 
43 
654 
62 
Totals 
2 578 
2 287 
141 
150 
2 417 
161 
 
 
 
 
 
 
 
2019 
Gender 
Total # of 
employees 
# permanent 
employees 
# temporary 
employees 
# non-
guaranteed-
hours 
employees 
# full-time 
employees 
# part-time 
employees 
Male 
1 726 
1 524 
97 
104 
1 618 
108 
Female 
676 
561 
49 
67 
610 
66 
Totals 
2 402 
2 085 
146 
171 
2 228 
174 
 
2022 
Country 
Total number of 
employees 
# permanent 
employees 
# temporary 
employees 
# non-
guaranteed-
hours 
employees 
# full-time 
employees 
# part-time 
employees 
Czech Republic 
1 559 
1 385 
32 
142 
1 321 
238 
Macedonia 
792 
747 
45 
0 
790 
2 
Bulgaria 
450 
450 
0 
0 
442 
8 
Slovakia 
267 
232 
10 
25 
233 
34 
Serbia 
228 
222 
6 
0 
226 
2 
Sweden 
143 
127 
16 
0 
142 
1 
Poland 
142 
132 
9 
1 
131 
10 
Turkey 
67 
65 
2 
0 
67 
0 
Belarus 
31 
8 
23 
0 
29 
2 
Bosnia & 
Herzegovina 
22 
22 
0 
0 
22 
0 
Moldova 
29 
28 
1 
0 
28 
1 
Other 
21 
19 
2 
0 
19 
3 
Totals 
3 751 
3 437 
146 
168 
3 450 
301

49 
 
2021 
Country 
Total number of 
employees 
# permanent 
employees 
# temporary 
employees 
# non-
guaranteed-
hours 
employees 
# full-time 
employees 
# part-time 
employees 
Czech Republic 
1 423 
1 290 
17 
116 
1 243 
199 
Macedonia 
562 
502 
60 
0 
559 
3 
Bulgaria 
0 
0 
0 
0 
0 
0 
Slovakia 
225 
201 
3 
21 
202 
4 
Serbia 
207 
201 
6 
0 
205 
2 
Sweden 
149 
128 
21 
0 
149 
0 
Poland 
1 
0 
1 
0 
1 
0 
Turkey 
0 
0 
0 
0 
0 
0 
Belarus 
37 
6 
31 
0 
35 
2 
Bosnia & 
Herzegovina 
15 
13 
2 
0 
15 
0 
Moldova 
19 
19 
0 
0 
19 
0 
Other 
9 
7 
2 
0 
9 
0 
Totals 
2 647 
2 367 
143 
137 
2 437 
210 
 
 
 
 
 
 
 
2020 
Country 
Total number of 
employees 
# permanent 
employees 
# temporary 
employees 
# non-
guaranteed-
hours 
employees 
# full-time 
employees 
# part-time 
employees 
Czech Republic 
1 387 
1 263 
0 
124 
1 242 
145 
Macedonia 
477 
421 
56 
0 
476 
1 
Bulgaria 
0 
0 
0 
0 
0 
0 
Slovakia 
301 
269 
6 
26 
291 
10 
Serbia 
182 
174 
8 
0 
180 
2 
Sweden 
155 
131 
24 
0 
154 
1 
Poland 
0 
0 
0 
0 
0 
0 
Turkey 
0 
0 
0 
0 
0 
0 
Belarus 
48 
6 
42 
0 
46 
2 
Bosnia & 
Herzegovina 
10 
10 
0 
0 
10 
0 
Moldova 
1 
1 
0 
0 
1 
0 
Other 
17 
12 
5 
0 
17 
0 
Totals 
2 578 
2 287 
141 
150 
2 417 
161

50 
 
2019 
Country 
Total number of 
employees 
# permanent 
employees 
# temporary 
employees 
# non-
guaranteed-
hours 
employees 
# full-time 
employees 
# part-time 
employees 
Czech Republic 
1 320 
1 183 
10 
127 
1 184 
136 
Macedonia 
475 
425 
50 
0 
475 
0 
Bulgaria 
0 
0 
0 
0 
0 
0 
Slovakia 
302 
239 
19 
44 
270 
32 
Serbia 
68 
65 
3 
0 
66 
2 
Sweden 
169 
149 
20 
0 
167 
2 
Poland 
0 
0 
0 
0 
0 
0 
Turkey 
0 
0 
0 
0 
0 
0 
Belarus 
47 
7 
40 
0 
45 
2 
Bosnia & 
Herzegovina 
8 
8 
0 
0 
8 
0 
Moldova 
0 
0 
0 
0 
0 
0 
Other 
13 
9 
4 
0 
13 
0 
Totals 
2 402 
2 085 
146 
171 
2 228 
174

51 
 
 
76
62
20
18
620
571
425
431
12
4
5
16
133
75
64
55
26
15
63
47
22
125
17
15
13
19
12
2
7
8
3
5
2
2022
2021
2020
2019
2022
2021
2020
2019
2022
2021
2020
2019
2022
2021
2020
2019
2022
2022
AUTOCONT
Cleverlance
Seavus
Stratiteq
Clearcode
Musala
ARICOMA Group - Number of workers who are not employees
Contractors
Subcontractors
Interns

52 
 
Recruitment & Turnover 
 
 
 
Recruitment 
Because our people are a critical factor in our success, recruitment is an essential part of 
our internal processes. The war for talent has become one of the biggest challenges for 
the IT and application development industry, so we use a variety of tools including social 
media, headhunting, and various internal or external contacts to reach the desired 
candidates for open positions. We also encourage recruitment from internal positions to 
provide career progression opportunities for our employees. Last but not least, we engage 
with universities and use our own public academy programmes as a unique source of 
brand-new IT talent and hire the most successful individuals as core employees. 
Examples of various recruitment strategies of our companies are: 
 
● AUTOCONT and CES EA are open to all those who have a desire and interest in 
continuous personal development, and not only within the IT industry. A university 
degree or 5 years of experience in IT is not a strict requirement. As part of the 
recruitment process, they aim to respond quickly to candidates in the first 
instance and then maintain contact with them from the beginning to the end of 
the process. The company has started to promote the Reference Programme 
more. The latest results show that about half of the total number of referred 
candidates have joined AUTOCONT. 
● For AEC, the SECURITY conference is one of the ways to attract young talent - a 
number of university students were given free tickets to the conference. 
● Stratiteq works contiguously to attract relevant profiles within the strategy and 
tech area, for example arranging a bootcamps for new graduates in a certain field 
if needed. Beyond this work, Stratiteq continuously works to curate a relevant 
network of potential candidates with the right technical background. The overall 
26%
20%
17%
21%
17%
16%
13%
15%
2022
2021
2020
2019
ARICOMA Group  - Rate of new hires and turnover
Rate of new hires
Turnover rate
445 new employees
962 new employees
345 employees left
642 employees left
537 new employees
414 employees left
503 new employees
355 employees left

53 
 
recruitment strategy is based on creating awareness connected to the employer 
brand, a great employee and candidate experience. This is crucial because 
recruitment is mainly search-based. 
● Through its recruitment initiatives and academies, Cleverlance actively 
contributes to building a diverse and skilled workforce in the IT sector. By providing 
opportunities for individuals from various backgrounds and facilitating ongoing 
professional growth for IT specialists, the company promotes inclusivity and 
innovation within its workforce. Cleverlance also recognises the importance of 
employee referrals in finding exceptional talent and has implemented a robust 
referral programme to harness the power of its employees' networks. 
● The recruitment strategy at Clearcode is based on creating awareness related to 
the employer brand (social media, job portals), great employee and candidate 
experience. As AdTech is a specific area in the market, long-term recruitment 
strategy is based on growing its own professionals in this area by giving many 
opportunities to juniors who are willing to work on themselves and grow within the 
company. There are many success stories of interns who have been recruited to 
Clearcode and have grown into team leaders or valued industry specialists. 
Clearcode also uses an internal referral programme where employees can 
recommend their friends or former colleagues. 
● Recruitment at Musala Soft is conducted through various tools including social 
media, headhunting, and various internal or external contacts to reach the desired 
candidates for open positions. Company also encouraged recruitment from 
internal positions to provide career progression opportunities for employees. 
Furthermore, Musala has established strong connections and programmes with 
universities that allow it to have a unique source of a brand-new IT talent pool. 
 
ARICOMA Group - New hires by age group: 
 
 
2022 
2021 
2020 
2019 
Age 
group 
Total 
number of 
employees 
Number 
of new 
hires 
Rate 
of 
new 
hires 
Total 
number of 
employees 
Number 
of new 
hires 
Rate 
of 
new 
hires 
Total 
number of 
employees 
Number 
of new 
hires 
Rate 
of 
new 
hires 
Total 
number of 
employees 
Number 
of new 
hires 
Rate 
of 
new 
hires 
Under 
30 
years 
old 
987 
432 
44% 
604 
218 
36% 
664 
184 
28% 
655 
219 
33% 
30-50 
years 
old 
2 383 
503 
21% 
1 689 
289 
17% 
1 599 
247 
15% 
1 452 
260 
18% 
Over 
50 
years 
old. 
381 
27 
7% 
354 
30 
8% 
315 
14 
4% 
295 
24 
8% 
Totals 
3 751 
962 
26% 
2 647 
537 
20% 
2 578 
445 
17% 
2 402 
503 
21%

54 
 
ARICOMA Group - New hires by gender: 
 
 
2022 
2021 
2020 
2019 
Gender 
Total 
number of 
employees 
Number 
of new 
hires 
Rate 
of 
new 
hires 
Total 
number of 
employees 
Number 
of new 
hires 
Rate 
of 
new 
hires 
Total 
number of 
employees 
Number 
of new 
hires 
Rate 
of 
new 
hires 
Total 
number of 
employees 
Number 
of new 
hires 
Rate 
of 
new 
hires 
Male 
2 616 
662 
25% 
1 873 
387 
21% 
1 862 
329 
18% 
1 726 
376 
22% 
Female 
1 135 
300 
26% 
774 
150 
19% 
716 
116 
16% 
676 
127 
19% 
Totals 
3 751 
962 
26% 
2 647 
537 
20% 
2 578 
445 
17% 
2 402 
503 
21% 
 
ARICOMA Group - New hires by country of operation 
 
 
2022 
2021 
2020 
2019 
Country 
Total 
number of 
employees 
Number 
of new 
hires 
Rate 
of 
new 
hires 
Total 
number of 
employees 
Number 
of new 
hires 
Rate 
of 
new 
hires 
Total 
number of 
employees 
Number 
of new 
hires 
Rate 
of 
new 
hires 
Total 
number of 
employees 
Number 
of new 
hires 
Rate 
of 
new 
hires 
Czech 
Republic 
1 559 
338 
22% 
1 423 
197 
14% 
1 387 
210 
15% 
1 320 
228 
17% 
Macedonia 
792 
205 
26% 
562 
166 
30% 
477 
95 
20% 
475 
115 
24% 
Slovakia 
267 
64 
24% 
225 
25 
11% 
301 
43 
14% 
302 
71 
24% 
Serbia 
228 
62 
27% 
207 
73 
35% 
182 
41 
23% 
68 
35 
51% 
Sweden 
143 
29 
20% 
149 
33 
22% 
155 
27 
17% 
169 
25 
15% 
Belarus 
31 
10 
32% 
37 
11 
30% 
48 
19 
40% 
47 
20 
43% 
Moldova 
29 
16 
55% 
19 
21 
111% 
1 
1 100% 
0 
0 
0% 
Bosnia & 
Herzegovina 
22 
10 
45% 
15 
8 
53% 
10 
4 
40% 
8 
7 
88% 
Others 
680 
228 
34% 
10 
3 
30% 
17 
5 
29% 
13 
2 
15% 
Totals 
3 751 
962 
26% 
2 647 
537 
20% 
2 578 
445 
17% 
2 402 
503 
21% 
 
 
Turnover 
In 2022, technology employers increased their efforts to recruit the largest demographic 
in the labour market, the millennial workforce, given their ever-increasing demand for "go 
remote." Although remote work remains specific to many industries, the technology 
industry is taking a leading role in shaping modern, remote and hybrid (semi-remote) 
workplaces. The lack of remote work options, as the main reason for the ongoing "Great 
Resignation," force job seekers in tech fields to look for more flexible employers in 2022. 
Besides the absence of remote working, there are a number of factors why IT 
professionals are leaving their jobs, ranging from a desire for a higher salary, lack of 
flexibility, outdated technology in the current company, poor company culture and 
management style, poor work-life balance or lack of job prospects and training 
opportunities. At ARICOMA Group, we make every effort to develop all these areas to 
maximise employee retention.

55 
 
ARICOMA Group - Turnover by age group 
 
 
2022 
2021 
2020 
2019 
Age 
group 
Total 
number of 
employees 
Number of 
employees 
left 
Turnover 
rate 
Total 
number of 
employees 
Number of 
employees 
left 
Turnover 
rate 
Total 
number of 
employees 
Number of 
employees 
left 
Turnover 
rate 
Total 
number of 
employees 
Number of 
employees 
left 
Turnover 
rate 
Under 
30 
years 
old 
987 
229 
23% 
604 
141 
23% 
664 
123 
19% 
655 
127 
19% 
30-50 
years 
old 
2 383 
376 
16% 
1 689 
242 
14% 
1 599 
202 
13% 
1 452 
199 
14% 
Over 50 
years 
old. 
381 
37 
10% 
354 
31 
9% 
315 
20 
6% 
295 
29 
10% 
Totals 
3 751 
642 
17% 
2 647 
414 
16% 
2 578 
345 
13% 
2 402 
355 
15% 
 
ARICOMA Group - Turnover by gender: 
 
 
2022 
2021 
2020 
2019 
Gender 
Total 
number of 
employees 
Number of 
employees 
left 
Turnover 
rate 
Total 
number of 
employees 
Number of 
employees 
left 
Turnover 
rate 
Total 
number of 
employees 
Number of 
employees 
left 
Turnover 
rate 
Total 
number of 
employees 
Number of 
employees 
left 
Turnover 
rate 
Male 
2 616 
448 
17% 
1 873 
309 
16% 
1 862 
283 
15% 
1 726 
280 
16% 
Female 
1 135 
194 
17% 
774 
105 
14% 
716 
62 
9% 
676 
75 
11% 
Totals 
3 751 
642 
17% 
2 647 
414 
16% 
2 578 
345 
13% 
2 402 
355 
15%

56 
 
ARICOMA Group - Turnover by country of operation 
 
 
2022 
2021 
2020 
2019 
Country 
Total 
number of 
employees 
Number of 
employees 
left 
Turnover 
rate 
Total 
number of 
employees 
Number of 
employees 
left 
Turnover 
rate 
Total 
number of 
employees 
Number of 
employees 
left 
Turnover 
rate 
Total 
number of 
employees 
Number of 
employees 
left 
Turnover 
rate 
Czech Republic 
1 559 
226 
14% 
1 423 
187 
13% 
1 387 
174 
13% 
1 320 
176 
13% 
Macedonia 
792 
144 
18% 
562 
84 
15% 
477 
68 
14% 
475 
84 
18% 
Slovakia 
267 
46 
17% 
225 
27 
12% 
301 
14 
5% 
302 
4 
1% 
Serbia 
228 
43 
19% 
207 
48 
23% 
182 
34 
19% 
68 
19 
28% 
Sweden 
143 
42 
29% 
149 
42 
28% 
155 
35 
23% 
169 
57 
34% 
Belarus 
31 
6 
19% 
37 
18 
49% 
48 
16 
33% 
47 
11 
23% 
Moldova 
29 
8 
28% 
19 
3 
16% 
1 
0 
0% 
0 
0 
0% 
Bosnia & 
Herzegovina 
22 
3 
14% 
15 
3 
20% 
10 
2 
0% 
8 
2 0% 
Others 
680 
124 
18% 
10 
2 
20% 
17 
2 
12% 
13 
1 8% 
Totals 
3 751 
642 
17% 
2 647 
414 
16% 
2 578 
345 
13% 
2 402 
354 15%

57 
 
Employee retention 
At ARICOMA Group, we consider and deploy various pillars for our employee retention 
scheme: 
1. Working conditions 
2. Brand, values, and culture 
3. Technology 
4. Stability and remuneration 
 
The first pillar provides employees with working conditions that are in line with 
current trends in the IT labour market. Our companies offer flexible working hours, 
part-time work, and home office so that employees can better balance their work and 
private life. At the same time, fully equipped offices remain available to employees. With 
COVID-19 as a catalyst, we changed our operation model, predominantly utilising hybrid 
working.  
● For example, Seavus successfully finalised and opened renovated coworking 
spaces in the Seavus Building in Skopje and introduced the hybrid working model 
as a regular working standard and practices in all offices. In addition, this year they 
also changed the location of the office space in Belgrade to a larger, and more 
modern co-working space with a private parking lot close to the city centre. Over 
the year, Seavus also reintroduced the practices of conducting Pulse-Check and 
Employee Satisfaction Surveys, which gave a good indication of the employees’ 
perception of significant work-related topics. Also, several talent and education 
programmes were finalised, such as: Recruitment Talent Programme, Telecom 
Talent Programme, Managed Services Talent Programme, Code Talks, Panel 
Discussions on Test Automation and FrontEnd Expert. The talent programmes and 
technology-related events are a unique opportunity for professional development 
by learning from the best people in the field and building a career in the industry 
in which Digitalisation, 5G, and Predictive Analytics are rolling the dice. 
● At AEC, people can professionally grow as much as they want. The company 
prioritises providing employees with considerable autonomy in managing their 
work schedules. Flexibility is a key component, and they actively promote options 
such as remote work and flexible working hours. Their greatest advantage is that 
the company focusses on IT security in a complex way; therefore, AEC can offer 
many specialisations to employees which leads to gaining a lot of experience in 
many different fields of IT security. Employee growth is also one of the company’s 
main values. AEC fosters the growth of junior talents, offering them many 
opportunities to evolve into senior positions. Nurturing specialised professionals is 
a core aspect of their long-term strategy.  
● Clearcode holds its own "It Depends" meetup, where the speakers discuss various 
IT topics, meet the IT community, and promote the company. Each team has its 
own room that it can decorate at will. In addition, they support those working 
remotely by shipping equipment, or lending desks, chairs, and other necessary 
furniture for employees to furnish their home office. Considering the voice of 
employees, a chill room will be created in the Wroclaw office. To find out how it 
should be decorated, workshops were held with architects that provided 
information on how to design a chill room according to the expectations of 
employees. 
,

58 
 
● Musala Soft offers flexible working hours, part-time work, and work from anywhere 
so that employees can better balance their work and private life. At the same time, 
fully equipped offices remain available to employees. 
● AUTOCONT provides its employees with working conditions that are in line with 
current trends in the IT labour market. The company offers time-flexible 
cooperation, part-time work, and home office so that employees can better 
balance work and private life. At the same time, fully equipped offices remain 
available to all employees. 
 
 
The brand, values and culture of our companies are also especially important for 
employee retention.  
● AEC, as a smaller Czech and Slovak company focussed exclusively on IT security, 
has become highly sought after by candidates. The ability to retain employees 
stems from captivating projects, avenues for personal improvement, and 
comprehensive training programmes encompassing both technical and soft skills. 
The company takes pride in organising our very own Security Conference, which 
is attended by all team members, as well as providing internal training in diverse 
security domains. To further enhance employee satisfaction, AEC arranges a 
variety of company events and team-building activities.  
● To strengthen the relationship between employees and further improve the 
internal culture, Clearcode organises various initiatives, celebrates various major 
and minor holidays where people can meet, talk, and relax together. Also important 
is the company's "Keynote" meeting, which is held twice a year. In addition to a 
speech by the management presenting the company's results and goals, 
employees can share with the rest of the company what they have recently 
learned or done or create a lecture on a topic of interest. This helps foster 
knowledge sharing and transparency, which are important aspects of our culture. 
● At Cleverlance, they place great emphasis on employee retention and creating a 
positive work environment that fosters long-term commitment and satisfaction. 
91
98
100
100
100
100
100
100
97
AUTOCONT
Cleverlance + CES EA
AEC
Seavus
Stratiteq
KOMIX
Cleracode
Musala Soft
ARICOMA Group
ARICOMA Group - % of employees utilizing flexible working hours

59 
 
The company organises regular breakfast gatherings where colleagues can come 
together, socialise, and start their day on a positive note. They also organise an 
annual Children's Day event, where Cleverlance invites their employees and their 
partners and children to a fun-filled day at an amusement park. 
 
Another pillar for talent attraction is the opportunity to become a part of the development 
of cutting-edge technology, solutions, and services. For technically oriented 
individuals, this is a way to be in at the beginning of the latest innovations in the field and 
a chance to further expand their own expertise.  
● Clearcode often allows teams to choose the technology for a given project. In 
addition, the "PoET" (Presentations of The Engineering Teams) initiative has been 
running since 2022. It takes the form of, every month, one development team 
conducts a presentation for the whole company during which they share 
challenges, interesting solutions from the last months or novelties and 
technologies they have recently learned. The initiative aims to support the sharing 
of knowledge and keeping technical knowledge up to date among technical staff. 
Finally, is the stability of our companies and competitive salaries. One of the important 
stabilising factors for our employees is the inherent stability and size of the employer, 
who is aware of the value of its human capital. As employee satisfaction is the priority, 
our companies conduct satisfaction surveys on a regular basis. 
● Clearcode tracks the labour market and wages. At least once each quarter, salary 
research is conducted, which we then compared with the salaries of our 
employees to keep salaries in the company at the market level. Based on the 
research, the board and managers regularly receive results so that they can 
incorporate them into their strategies for retention, competitiveness, and fair 
remuneration. 
● AUTOCONT works to stabilise employees from their first day of work by way of an 
adaptation plan. The adaptation plan and sharing it with the incoming person is an 
important guiding element in the period of probation. 
 
Performance evaluation and feedback 
We perceive the evaluation of performance as a helpful tool for sharing feedback and 
career development, as well as adjusting our strategy within employee retention and care. 
Tools to communicate with our employees are used from the very start, and periodic 
formalised reviews are in place to ensure fairness and objectivity in the evaluation 
process, providing essential information for career paths and personal development of 
each individual employee in our group.

60 
 
 
 
Note: Uncategorised category - created to cover data that was not available in required granularity; Seavus’ 
Senior and Middle management performance review has not been included as it was conducted in a form of 
non-formal interview without official record. 
93,7
90,4
70,7
73,8
83,6
78,3
56,6
56,5
2022
90,6
2021
86,9
2020
66,8
2019
68,9
2022
2021
2020
2019
ARICOMA Group - % of employees who received regular 
performance and career development review by gender
Male
Female
Average
88,7
90,6
90,0
90,0
57,3
41,3
10,8
13,0
92,3
89,1
81,2
85,3
0,0
0,0
28,4
23,9
2022
90,6
2021
86,9
2020
66,8
2019
68,9
2022
2021
2020
2019
% of employees who received regular performance and 
career development review by level
Senior management
Middle management
Staff
Uncategorized
Average

61 
 
 
Note: Uncategorised category - created to cover data that is not available in required granularity 
● During 2022, Seavus agreed on extension of the Performance Evaluation And 
Annual Performance Evaluations closure time. In addition, during 2022, Seavus 
started working on the Performance Evaluation report in Power BI. 
● At AEC, performance reviews have been part of the culture for many years. 
Quarterly evaluations are conducted for the majority of employees, following a 
structured process. Initially, employees rate themselves using a designated form, 
which is then reviewed and discussed with their supervisor. This evaluation 
encompasses AEC's core competency values, as well as learning opportunities. To 
facilitate navigation and provide a comprehensive overview of available options, 
AEC has developed a learning map for employees. 
● Within Stratiteq, there is a process of ongoing setup between immediate manager 
and each employee. This means that there are continuously ongoing dialogues 
regarding development, wellness, work-life balance, and performance. A 
performance evaluation is done every six months with a goal check-up. Salary 
reviews and salary discussions based on the employee’s performance and 
achievements are held on an annual basis. In general, Stratiteq collaborates with 
employee engagement assessment on a weekly basis, where the employees 
provide feedback to the company and the respective discipline groups. The 
outcomes serve as a platform of strategic decision making going forward. 
● Clearcode operates a tool created by employees for the internal needs of 
"Development Paths". It enables self-assessment and placement of one's own 
skills on the Junior - Tech Lead scale. The results are discussed with Project 
Manager. Each of the Project Managers conducts regular one-on-one feedback 
sessions with their team members at least once each quarter. These sessions help 
93,3
89,1
81,1
86,7
72,4
70,2
50,9
50,0
95,9
100,0
100,0
100,0
0,0
0,0
28,4
23,9
2022
90,6
2021
86,9
2020
66,8
2019
68,9
2022
2021
2020
2019
% of employees who received regular performance and career 
development review by function
Technical
Administrative
Other
Uncategorized
Average

62 
 
employees learn about the aspects of their work that are being done well and those 
that need improvement. Development goals are also often set during such 
meetings. Twice a year, feedback surveys for project managers are also used, 
which are completed by team members. These surveys assess, among other 
things, the cooperation of the manager with the team, contact between the 
manager and the client, team representation by the manager in front of the 
company, or the transparency of the manager's work.  
● At Musala Soft, internal tools are used for sharing feedback, praising colleagues 
and periodic reviews. The company also has a dedicated team that conducts 
informal one on ones with the employees on a three-month basis. 
● In the performance evaluation and feedback processes, Cleverlance encourages 
employees to leverage their creativity and develop their ideas without 
unnecessary constraints. The company believes that granting individuals the 
freedom to explore and innovate leads to increased motivation and enhanced 
performance. This approach fosters a culture of continuous improvement and 
empowers employees to take ownership of their work, pushing boundaries to 
achieve exceptional outcomes. 
● AUTOCONT monitors the development of the labour market and average wages. 
They are part of a regular sample survey of employee remuneration for the Czech 
Statistical Office. 
 
Parental leave 
When it comes to parental leave, we strictly follow the requirements and 
recommendations of the local labour Laws of each country. We strive to maintain close 
contact with our employees on parental leave by keeping them informed and inviting 
them to companies’ events. We also support them when they return to work and if the 
nature of the job allows for part-time work, we are always open to flexible work options, 
giving our employees the opportunity to balance work and family life.

63 
 
 
 
Education & training 
Employee development is a key part of our human resources strategy to ensure ARICOMA 
Group’s long-term growth. We are committed to offering programmes, resources and 
experiences that enable our employees to grow and maintain momentum in a dynamic IT 
environment. Our scope of training sessions differs company-wide, from technical 
training, through language courses to soft-skills training; however, regardless of the 
company, every single employee must undergo mandatory training required by local 
legislation.  
 
106
39
52
25
64
24
50
24
31
27
18
16
15
14
25
27
137
66
70
41
79
38
75
51
employees currently on parental leave
employees  returned from parental leave
employees currently on parental leave
employees  returned from parental leave
employees currently on parental leave
employees  returned from parental leave
employees currently on parental leave
employees  returned from parental leave
2022
2021
2020
2019
ARICOMA Group - Number of employees currently on parental 
leave and returned from parental leave
Female
Male

64 
 
 
Note: Average number of training hours were calculated based on the formula: (number of attends * hours 
of training)/total number of employees). 
 
 
 
Note: Uncategorised category - created to cover data that was not available in required granularity 
66 355
33 709
21 152
26 923
17,7
12,7
8,2
11,2
2022
2021
2020
2019
ARICOMA Group -  Total training hours and average 
training hours per employee
Total training hours
Average training hours per employee
17,7
12,9
8,0
11,0
17,6
12,4
8,7
11,7
2022
2021
2020
2019
ARICOMA Group - Average training hours per employee by 
gender
Male
Female

65 
 
 
Note: Uncategorised category - created to cover data that is not available in required granularity 
 
 
8,6
11,3
11,9
12,5
23,8
14,2
15,9
23,6
17,6
10,2
9,2
13,0
0,0
53,8
4,1
4,6
2022
2021
2020
2019
ARICOMA Group - Average training hours per employee 
by level
Senior management
Middle management
Staff
Uncategorized
226
243
1,003
106
1,201
951
77
77
230
AUTOCONT
Cleverlance
AEC
Seavus
Stratiteq
KOMIX
Clearcode
Musala Soft
ARICOMA
Group
ARICOMA Group - Average amount EUR spent per FTE employee on 
training and development

66 
 
● Stratiteq runs an internal leadership academy aligned with business goals and 
strategy for all leaders. Each employee also has an individual development plan 
with an attached competence budget. Stratiteq also prides itself on hosting both 
a hackathon and a competence-conference each year.  
● In 2022, AEC introduced special training and coaching for team leaders and 
delivery managers to help them grow and adapt to their roles. In 2021, AEC 
introduced a long-term training programme in collaboration with the University of 
Applied Management and continued this collaboration in 2022. This initiative 
focuses on enhancing management and leadership skills among our workforce 
through coaching and specialised courses. There are also new training 
opportunities thanks to ARICOMA Group that are focussed on presentation skills, 
negotiating and other soft skills. The company places a strong emphasis on 
supporting students, employing many of them and assisting them in their 
academic pursuits through study leave and thesis supervision.  
Throughout the year, the company conducts in-house training sessions covering 
a diverse range of IT security areas. Partnerships with external entities grant 
access to a wealth of training on security products.  
● In 2022, Seavus successfully moved all its development activities to a digitalised 
system, by introducing the Events Module in Seavus Space, linking it with the 
already existing ticketing system for tracking purposes. They also started working 
on the PowerBI reporting that allowed Seavus to centralise the database of 
certificates on a corporate level. In addition, the company introduced a new 
education platform and substituted the existing Thinkific Edu Platform, with the 
new KnowBe4 platform, which provided the possibility of not just transferring 
educational content in a digital format, referring to Induction, Onboarding 
processes and Soft-skills training sessions, but also offering more frequent short 
training videos on Security Awareness and GDPR offered by the platform itself.  
● Upon joining AUTOCONT, new employees undergo mandatory training such as 
GDPR, Compliance, Information Security supplemented by Decree 50 and Working 
at Height training for technical staff, as well as "FAST START'' training, where they 
will learn about the history, present and future of AUTOCONT. In addition to the 
training for newcomers, employees are provided with cutting-edge technical 
training, including the necessary certifications, complemented by soft-skills 
training, not only at management level, provided by external companies and 
tailored to AUTOCONT’s needs. Employees are also encouraged to use the services 
of the AUTOCONT training centre. The language courses are available - individual 
or group language lessons, in the form of online or face-to-face training. 
Employees can also take advantage of another alternative, which is English 
language teaching in the form of e-learning, through the domain onlinejazyky.cz. 
Those interested in studying can also find other languages on offer, not only 
English. Among other things, AUTOCONT provides our employees with training and 
the necessary certifications they need to perform their work, such as PRINCE 2, 
Microsoft Dynamics 365 for Sales, Navision 4.0, Axapta Finance, MS Transcript, 
and others. They place great emphasis on the development of software skills, not 
only at the managerial level. They have created a 3-year training programme for 
successors to management positions. 
● Clearcode offers a series of internal soft skills trainings conducted by members of 
the People & Culture team on the following topics: basics of communication, work

67 
 
in a distributed team, conflict resolution, or strengths based on the Clifton 
Strengths test. Clearcode offers teams a development budget (2000 PLN/per 
person/per year). Employees can use it throughout the year to purchase 
development books, training or conference tickets or other activities and 
initiatives related to their own professional development. From 2022, Clearcode 
allows employees to take part in group English lessons with a native speaker. 
Everyone can freely sign up for lessons and after completing the placement test, 
they are added to the group according to their skills. 
● At Musala Soft, they constantly strive to improve the Training and Certification 
options available to employees. The Talent Development Team is responsible for 
the development, organisation, and phasing-out of training and certification 
initiatives: Musala Soft Knowledge Sharing events, Internal Training Programme, 
Self-paced Learning and Certification 
 
Health and work life balance    
We believe that the health of our people is one of our most significant values, so we are 
committed to protecting it to the maximum degree possible and extending it not only by 
complying with local health and safety requirements in all our locations and minimising 
chances for any incidents or illnesses, but also by encouraging our employees to have a 
healthy lifestyle and protect their mental health.  
Occupational Health & safety 
Even though most of our positions are office-based with a low risk of potential incidents, 
the health and safety of our employees is our top priority, a statement that is backed up 
by the fact that some of our locations have ISO 45001 certification. All employees undergo 
mandatory health and safety training as well as mandatory health checks, the frequency 
of which is defined by local legislations.  
● Most of our positions are office-based except for AUTOCONT, where in addition to 
office positions there are also risky technical positions. The safety aspects are 
managed by an external company, which regularly monitors occupational safety 
at all sites and issues an output from each inspection to ensure that all the 
workplaces are maintained in a safe and compliant manner. All the positions are 
organised into occupational health & safety groups to determine the limitations of 
the activities and the associated risks as well as reflect the need for protective 
work equipment. Technical workers are also regularly trained for working in high 
places.  
● AEC has taken measures to ensure the safety of employees by training them in 
first aid. Moreover, AEC offers guidance through our HR department, connecting 
them with specialists and providing essential tips for handling emergencies. While 
most positions in Clearcode are office-based, with the minimal risk of potential 
incidents, the health and safety of employees is top priority. All employees 
undergo mandatory health and safety training and mandatory medical 
examinations, the frequency of which is determined by local law.  
● In 2022, Musala Soft EAD was certified with ISO 45001 and proved once more that 
its main concern is for the people and their well-being.

68 
 
 
2022 Statistics 
No work-related illnesses were reported in 2022, and four recordable work-related 
injuries occurred in the form of a car accident, tripping -dislocated shoulder, injury while 
lifting a box and stepping on a wire while walking.  
ARICOMA Group - Injuries 
 
2022 
2021 
2020 
Total hours worked by own 
employees 
6 384 524 
4 751 514 
4 712 299 
Recordable work-related injuries 
4 
1 
1 
Recordable work-related injuries 
rate 
0.12 / 200,000 hours 
worked 
0.04 / 200,000 hours 
worked 
0.04 / 200,000 hours 
worked 
 
Healthy lifestyle 
We encourage our people to have a healthy lifestyle by organising internal sport events 
for employees and their families, paying the starting fee for various sport competitions to 
individuals, company relays or teams, organising sport classes in the office premises and 
providing employees with cafeteria systems that could be utilised for relaxation and 
recovery trips or contributions for sport activities. We also support our employees in 
maintaining a healthy work-life balance.  
● Fresh water is always available at Clearcode, and fresh juices, fruit, and vegetables 
are delivered to the office once a week. The company supports various groups 
focussing on sports, e.g., running or cycling. Employees agree to spend time 
together in a way that is interesting for them. Once a year, willing employees of 
the company take part in the Company Run, during which they form relays of five, 
in which each member has to run 5 kilometres. The profit from the Company Run 
supports charity. 
● Stratiteq has an annual health benefit budget that each employee can use for 
wellness activities and training. There are initiatives for weekly training sessions 
at the office.  
● In 2022, Seavus started preparations to reopen the corporate gym in the Skopje 
office and initiated the gym available in the Belgrade office with a personal trainer 
for the first time. Also, they continued offering Yoga and Aerobic classes via online 
digital link. The sports activities offered to the employees grew proportionally in 
number as COVID restrictions proportionally subsided. The private health care 
insurance policies of different countries were reevaluated and allowed using 
services targeting both the physical and the mental health of the employees, 
broadening the scope and the quality of healthcare services. 
● When it comes to the sense of belonging and building rapport on different levels, 
in 2022 Seavus organised many different events, such as: Hiking, Cycling, 
Marathons, Triathlons, Beat Yourself Challenge, Plant a Flower Day Challenge, 
International Beer Day, Cocktail Day Challenge, Barbeque Summer Event, Coffee 
Day, World Pizza Day, Pasta Day Challenge, National Espresso Day Challenge, 
Movember, Love your Pet Challenge, World Book Day, Charities on versatile causes, 
etc. Furthermore, the company provided different remote deliverables, packages, 
and prizes on various occasions, such as: Plant Deliveries, New Year’s Presents,

69 
 
Concert Ticket Giveaways etc. Also, during 2022, they reintroduced the sport’s 
Football League of the company and introduced for the first time a special sport’s 
benefit for our valuable staff in Macedonia, that allow them to use an assortment 
of sports, recreation and SPA/Wellness activities and programmes, with more than 
70 facilities supported, available for them to choose from. 
● At Cleverlance, they understand the importance of physical and mental well-
being. To support this, the company offers regular yoga sessions in the office. 
These sessions provide employees with an opportunity to unwind, reduce stress, 
and improve their flexibility and overall fitness. As part of a comprehensive 
benefits package, Cleverlance provides employees with a Multisport card. They 
believe that small steps towards a healthier lifestyle can make a substantial 
difference, which is why the company offers fresh fruit and vitamins on-site, 
ensuring that employees have access to nutritious options throughout the day. 
● As part of the steps taken to strengthen relationships and further improve internal 
cooperation, AUTOCONT organises sports events and staff days for employees, 
often including families. The company supports small employee sports teams - 
runners (e.g., Vltava-Labe run, etc.), hiking teams - climbing Lysá mountain and 
also organises hockey matches in Brno, AC bikes, ski alps, dragon boats and 
squash tournaments. 
● Recognising the importance of work-life balance, AEC has invested in 
comprehensive training programmes for all employees. This training equips them 
with practical guidance on establishing and maintaining a healthy work-life 
balance. At AEC, they believe in the value of fostering a vibrant and enjoyable work 
environment. Themed afternoons are actively organised, including table football 
tournaments, board games, quizzes, and communal breakfasts. These initiatives 
reflect commitment to creating a well-rounded experience beyond just work. 
● Musala Soft provides competitive social and professional benefits to employees, 
striving to achieve professional and personal life balance. 
● AUTOCONT has introduced health days at its branches, where a day is organised 
once a year to prevent health problems and to visit various medical specialists. 
 
Mental health 
The mental health of our employees is by no means less important than their physical 
health, which is why our companies put various measures in place to best support 
employee mental health. 
 
● At Seavus, employees have access to an internal ‘Wellbeing’ page, coaching 
programme, and a helpline with professional counsellors available every day from 
8am to 6pm. 
● Stratiteq organised various seminars on mindfulness and meditation. 
● AEC continuously expands the benefits package, for example employees have the 
opportunity for consultations with both coaches and psychologists and they also 
offer doctor’s consultations free of charge. 
● Each employee at Clearcode has access to a psychiatrist and psychologist through 
private medical care offered and paid for by the company. They celebrate 
Depression Day by making employees aware of taking care of their mental health.

70 
 
Also, they encourage employees to take time off or sick leave if they feel it will 
improve their mental health.  
● Musala Soft has an Employee Assistance Programme, which provides mental 
health support for employees. 
 
Diversity and Non-discrimination 
We perceive diversity as an asset at ARICOMA Group. Diverse teams consisting of people 
with diverse backgrounds, experiences and world views prove to be more creative and 
enable team members to enrich and build on each other’s experiences. Our work 
environment is based on mutual respect for differences between individuals and 
encourages our people to act naturally and speak up. We have non-discrimination policies 
in place, supported by internal training on diversity topics.  
We focus on following diversity areas: 
● Parents at work, support to employees returning from parental leave. 
● Employee work-life balance. 
● Women in leadership. 
● Age diversity - multiple generations in the workplace - students, trainees, and 50+. 
● Extending the active phase of life, support to employees at different life stages, 
flexibility, and mobility of people 50+. 
● Supporting the entry and inclusion of young people into the labour market. 
● Recruiting expat employees across countries and continents. 
 
We select our candidates based on qualities and or the expertise they possess, regardless 
of gender or other social categories. We are proud of our diverse teams that contain 
women and men, young and old, people of various nationalities, people with disabilities, 
working parents, people from the LGBT community, people with various religious beliefs, 
faith, and culture. 
● Seavus is committed to promoting diversity and supporting the career 
advancement and inclusion of women in IT. Its approach includes training and 
development for women, a strong culture of diversity supported by, for example, 
the publication of its own Seavus Women in IT Report, and the introduction of a 
flexible working model, including a hybrid model that enables employees to better 
balance work and family life. To integrate diversity into company processes, 
Seavus finalised and officialised the corporate Code of Conduct document, which 
tackles and profoundly elaborates on the topics of diversity, inclusion, and non-
discrimination as well. The company updated and reviewed the content of the 
Seavus Compliance Training that targets the topic of gender equality, diversity, 
before launching this training to the new training platform KnowBe4.  
● AEC embraces diversity wholeheartedly. The company actively seeks to enhance 
the representation of women in recruitment efforts, surpassing the numbers from 
previous years both in management and tech roles. As part of our future vision, 
ARICOMA Group empowers us to expand our recruitment of security specialists 
beyond borders. Presently, we are proud to have team members from Ukraine, 
contributing their expertise and perspectives to the organisation.

71 
 
Employee diversity 
 
896
848
851
825
456
359
426
411
722
591
510
420
76
75
75
70
91
375
259
257
234
224
221
186
186
170
356
304
268
256
32
27
28
26
44
223
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2022
2021
2020
2019
2022
2021
2020
2019
2022
2021
2020
2019
2022
2021
2020
2019
2022
2022
AUTOCONT
Cleverlance
Seavus
Stratiteq
Clearcode
Musala
ARICOMA Group - Number of employees by gender
Male
Female

72 
 
 
Note: Uncategorised category - created to cover data that was not available in required granularity 
 
 
Note: Uncategorised category - created to cover data that was not available in required granularity 
25,81
22,8
16,3
17,4
63,93
63,8
49,8
48,3
10,26
13,4
10,2
10,1
23,7
24,2
2022
2021
2020
2019
ARICOMA Group -% of employees by age group
Under 30 years old
30-50 years old
Over 50 years old.
Uncategorized
41
51
35
36
24
24
21
22
19
21
10
7
9
8
3
7
9
7
8
3
4
4
5
1
1
2
2
1
1
1
2022
2021
2020
2019
ARICOMA Group - %  of employees by nationality
Czech
Uncategorized
Macedonian
Bulgarian
Serbian
Slovak
Swedish
Belarusian
Ukrainian
Moldovan

73 
 
 
Management diversity 
 
 
 
 
70,1
64,1
62,9
62,3
29,9
35,9
37,1
37,7
2022
2021
2020
2019
ARICOMA Group -% of individuals within C-level 
management by age group
30-50 years old
Over 50 years old.
79,4
82,8
80,6
83,6
20,6
17,2
19,4
16,4
2022
2021
2020
2019
ARICOMA Group -% of individuals within C-level 
management by gender
Male
Female

74 
 
 
Charities & Non-profit 
We are dedicated to maximising the positive impact of our activities on local communities. 
There are many long-term and short-term engagements with charities and non-profit 
organisations at the organisational level, such as sponsorships, corporate donations, as 
well as at the employee level initiatives such as volunteering or employee giving. Last but 
not least, we strive to develop products that bring positive value to society and local 
communities and provide systematic IT upskilling programmes for children, young people, 
and women. Our support of local communities is diverse due to the multiple locations in 
which we operate, but our goal is always the same, to bring something positive to the 
world we live in.  
 
Charities indicator 
2022 
2021 
Total amount spent on CSR activities (EUR thousands) 
244 
250 
Number of partnerships with NGOs 
13 
8 
Number of programmes for communities enhancing professional skills and 
knowledge 
39 
28 
Total number of employee volunteering hours in CSR activities 
1,811 
446 
Note: Number of programmes for communities enhancing professional skills and knowledge means any co-
operation with non-profit organisation, schools, industry associations etc. where business-based knowledge 
is shared. The co-operation is based on agreement, memorandum, or any other alternative. 
Company giving 
AEC donated educational platforms to SOS Children's Villages, the NGO that helps children 
in need. AEC has provided free licences to use all Security Academy courses for three 
years to the employees of this non-profit organisation. They also provided a Phishing 
module for free in response to cyber-attacks as a reaction to the war in Ukraine.  
In 2022, AUTOCONT continued to support the Memory of Nations Institutes (Paměti 
národa) – Post Bellum. The direct support in 2022 was EUR 33,755 for the Creation of 
Educational Institutes in given cities. Since 2000, AUTOCONT has been the main partner 
of the National Theatre in Prague. Its support continued in 2022. The annual amount of 
support is more than EUR 80,000. A small portion of the donation was in the form of ticket 
purchases enjoyed by AUTOCONT employees and their guests. 
AUTOCONT also supported other various organisations in 2022. For example, the support 
donation of EUR 3,376 to Ze srdce VZP (pojišťovna Všeobecného zdravotního pojištění), 
organising charity Fenix Runs, EUR 2,110 to Brno’s Masaryk Oncological Hospital, or EUR 
2,532 to House of Ronald McDonald nonprofit organisation to equip a hospital room. 
In Slovakia, AUTOCONT donated EUR 5,000 to Child Hero of The Year, as well as the 
donation of EUR 10,000 to Plamienok NPO. Besides that, EUR 2,590 was provided to each 
of the following subjects: ZÁMOK – support of children from the Children´s Home in Bytča, 
Children with cancer NPO and Filipko NPO.

75 
 
In response to the onset of the conflict in Ukraine, Cleverlance initiated several charitable 
initiatives to support those affected by the crisis - collecting essential supplies and 
resources, purchasing an artwork by a Ukrainian artist, IT skills education tailored for 
individuals from Ukraine.  
In the autumn of 2022, Cleverlance supported the restoration of a historical bell dating 
back to 1497. After careful renovation, the bell rang once again, echoing its significance 
as a historical treasure. The company takes pride in contributing to the preservation of 
this cultural heritage for future generations. 
Clearcode organised a Company run - an initiative to raise money for disabled children. 
Employees from different companies in Wrocław take part in a five-kilometre run. Over 10 
years, a total of 2200 committed companies, 66000 participants took part. The company 
has donated 50,000 PLN to an organisation that helps people affected by the war in 
Ukraine. They support Ukrainian employees, their families, and friends by helping them 
with transport to Poland or finding and paying for accommodation. Clearcode celebrates 
International Dog Day - a company competition where employees match dogs with their 
owners. Winners (first 3 places) receive cash vouchers to support animal-friendly 
foundations. And they also celebrate International Cat Day - a company competition 
where employees choose cat miss and mister from the employee’s cats. Winners (2 
places) receive cash vouchers to support animal-friendly foundations. 
Musala Soft is dedicated to doing business that brings positive value to society and local 
communities. They not only have a large portfolio of CSR activities on their own, but they 
stimulate, and support endeavours driven by our employees and partners. Over the years, 
the company has supported numerous organisations that aim to help people in need.  
Employee giving 
Clearcode donated to a worthy cause - an initiative carried out in December together with 
other companies in Wrocław. It consisted of collecting clothes from employees and 
delivering them to the charity shop "Na dobrą sprawy", which is run by the 
Go'n'ActFoundation and uses the profit from sales to help children and young people. 
Musala’s Christmas Charity Bazaar is one of the most anticipated internal events. 
Employees are enthusiastically involved in initiatives such as Race for the Cure®, 
Europe’s biggest sporting event for women’s health that helps breast cancer 
organisations and hospitals to collect funds and raise awareness. 
Stratiteq has offered all employees a fixed number of hours in volunteering for different 
charity start-ups. 
 
Society education support 
 
AUTOCONT Training Centre 
AUTOCONT Training Centre offers IT courses as well as mobile classroom and technology 
rentals for the public. A varied scope of courses is offered depending on the target 
audience, ranging from Office 365 for users through OS, servers, databases, networks, 
security, development courses for IT specialists or strategy, process management, ITIL,

76 
 
PRINCE2 courses for IT managers. Other popular courses include Excel for Intermediate, 
IT Strategy for Your Business, Team Training, Power BI - Data Analysis and Reporting, 
Visio and more. 
IThink Academy 
IThink is the introductory Academy for children in the field of technology organised by 
the Seavus Education Development Centre in Skopje. The main goal is affirmation among 
young people through the logical and creative solving of challenges and problems with 
the help of technology. Taking place in premises that are attractive for kids and 
youngsters, the academy consists of three modules based on the level of experience, 
when the elementary Basic programme introduces the design, internet programming and 
robotics, while at the end of the Advanced programme, each student will have their own 
design of a real web site, and the final product of the Upper level programme is the 
student’s own design of a game. Several additional events are organised for students and 
the public, such as Codefest, Kid’s Day, Open Day, Zoo events, etc. 
 
 
 
Seavus Education and Development Centre (SEDC) 
In addition to in-house training, Seavus Education and Development Centre also offers 
development programmes for the public. Anyone interested in growing in the IT 
education field can participate in high quality training that results in 85% of participants 
being employed after engagement with the SEDC. Programmes range from Prometric, 
Pearson VUE, Certiport and ECDL certifications to the delivery of various commercial IT 
and business courses and academies.

77 
 
 
AEC Academy 
As part of the commitment to security education, AEC Academy was developed - an 
animated e-learning platform. This resource is available to the public and serves as an 
internal tool for IT security education within our organisation.  
4. Governance 
Our approach to corporate governance is based on balancing the interests of 
stakeholders such as regular shareholders, employees, customers, suppliers, and the 
communities in which we operate. We believe that clear and transparent governance 
processes help cultivate a corporate culture of integrity. As an IT company, we are 
committed to a high level of data security and protection.  
High governance body, Governance structure and composition 
Operationally, ARICOMA Group is composed of two groups of companies, Aricoma 
(formerly Aricoma Systems) and QINSHIFT (formerly Aricoma Digital). Each group has its 
own CEO (Milan Sameš for Aricoma and Ludovic Gaudé for QINSHIFT). For both groups, 
the ARICOMA Group Executive Committee is represented by 4 committee members (Milan 
Sameš, the Chairman; Michal Tománek, the Vice-Chairman: Ludovic Gaudé and Ondřej 
Matuštík). Executive committee members are appointed by the KKCG AG shareholder. The 
nomination criteria are based on common aspects such as experience, integrity, and 
credibility. The tenure of the committee members has been effective since 1 November 
2021 when ARICOMA Group was regrouped into Aricoma (formerly Aricoma Systems) and 
QINSHIFT (formerly Aricoma Digital). All Committee members are male with the following 
diversity composition: 
Age group 
Number of Committee 
members 
% of Committee 
members 
30-50 years old 
2 
50 
Over 50 years old 
2 
50 
Totals 
4 
100 
 
Nationality 
Number of Committee 
members 
% of Committee 
members 
Czech 
3 
75 
French 
1 
25 
Totals 
4 
100

78 
 
 
Governance body model 
 
 
Mr. Milan Sameš holds the post of Chairman of the Executive Committee and also CEO of 
Aricoma and chair of the board of Aricoma Group a.s., with a 5-year tenure. 
There are measures in place to prevent conflict of interest of Chairman and Executive 
Committee members that are aligned with Act 90/2012 Coll. on Commercial Companies 
and Cooperatives (Business Corporations Act). 
From the statutory point of view, ARICOMA Group is composed of several companies that 
have their representatives registered in the respective commercial registers. 
As of 4 January 2023, the holding entity Aricoma Group Holding a.s., is at the top of the 
organisational structure of ARICOMA Group. This holding entity falls under the ownership 
of KKCG Technologies s.r.o. Under this holding entity, there are two main branches. 
Aricoma Branch is represented by the holding entity Aricoma Capital a.s., and QINSHIFT 
branch is represented by the holding entity QINSHIFT Capital a.s. This separation of 
Aricoma and QINSHIFT groups was the main reason for the reorganisation. 
There are three main sub-holdings: Aricoma Group a.s., (Czech and Slovak operations), 
Aricoma Group AB (Scandinavia, Eastern Europe, Balkans, and North America) and 
Aricoma Group International AB (international operations and Czech operations under 
QINSHIFT CE). Companies with the name “Aricoma” in QINSHIFT part are now undergoing 
renaming process and name “Aricoma” will be changed to QINSHIFT. 
Compared to the previous reporting period, the main changes were the acquisitions of 
Clearcode, Musala, and Sabris, all taking place in 2022. Additionally, in January 2023, part 
of Komix was demerged into Komix Digital.

79 
 
Governance structure as of 4th January 2023 was following: 
 
 
Remuneration and compensation 
Members of the ARICOMA Group Executive Committee, as well as members of the senior 
management, are remunerated based on written contracts with extraordinary 
remuneration to be approved by the highest corporate body, specifically, the shareholder 
or the General Meeting. 
The KPIs, for which these seniors are responsible, are based on their individual 
performance, combined with the assessment of the performance of the respective part 
of the group. Currently, KPIs do not consider the ESG performance.  
ESG Governance 
Our ESG strategy, as well as due diligence in identifying and managing our impact on the 
economy, environment, and people, is guided by the Executive Committee. 
In terms of the delegation of authority, Ondřej Matuštík has been appointed as the senior 
executive overseeing the ESG agenda within the ARICOMA Group. As Ondřej is also a 
member of the ESG team within KKCG, his role is, among other things, to relay important 
ESG-related information from KKCG to ARICOMA Group and contrariwise on a regular 
basis. 
The Executive Committee is afterwards responsible for developing, approving, and 
updating ESG-related purpose, value or mission statements, strategies, policies, and 
goals if they are supposed to be developed on ARICOMA Group level. In terms of 
statements, strategies, policies, and goals that are company-specific, the responsibility 
lays on the Board of Directors of the particular company.

80 
 
When it comes to ESG operational roles, a multidisciplinary team of SMEs representing all 
ESG-related functions across the whole group has been appointed. The Executive 
Committee and SMEs are being provided with the relevant information from external and 
internal resources to possess sufficient collective knowledge, skills, and experience 
needed to manage the ESG agenda and due diligence adequately. 
In terms of sustainability reporting, the Executive Committee is responsible for reviewing 
and approving the reported information, including the Group’s ESG material topics. The 
first step of the process is initial approval of SMEs that participate in the annual corporate 
sustainability reporting process and taking responsibility for the reported information. 
Representation of all subgroups is ensured. The final version of the ESG report is 
subsequently reviewed and approved by the Executive Committee prior to the official 
release. 
 Communication of critical concerns 
Critical concerns are communicated to respective parties based on their severity. The 
least severe concerns are communicated at a company level to the Board of Directors. In 
case of greater severity, the concern is brought by the company representative to the 
Executive Committee. All critical concerns are communicated, including complaints from 
the whistleblowing and grievance mechanism. 
Ethics and compliance 
Our compliance programme has been compiled on the KKCG level and put in place to 
ensure that we comply with all applicable laws and regulations and conduct our day-to-
day business in an ethical manner. 
The programme includes policies addressing bribery, corruption, anti-money laundering, 
charitable contributions, political donations, facilitation payments, gifts and hospitality, 
fair competition, know-your-client principles (including sanction lists) and other 
compliance topics. These policies are codified in internal guidelines and each company 
has a person dedicated for compliance. 
Employees are regularly educated via compliance training sessions, and each new joiner 
is required to undergo compliance training as well. These compliance training sessions 
are held regularly to reflect on proper addressing of identified issues. Since 2022, 
compliance training has been conducted through a new universal group-wide training 
platform that provides us with real-time information about the training completeness 
across the whole group. 
We plan to establish a new role of Compliance Director in 2023 at the ARICOMA Group 
level to reflect specifics of compliance within IT business. 
As we have been growing continuously, it is absolutely crucial for us to ensure that our 
compliance programme is embedded into the processes of newly acquired companies. As 
a part of our standard due diligence processes, we check the status of formal compliance 
processes within the target company including any potentially pending compliance

81 
 
issues so that we can effectively roll out our standard compliance programme in the 
target companies after acquisition and deal swiftly with any issues identified. 
Following the acquisition, we require each new company to join our compliance standards 
and prepare a plan on how these compliance standards would be introduced. The 
progress of implementation is assessed on a monthly basis. Our position is that there will 
be the same level of compliance within ARICOMA Group, regardless of the country of 
incorporation of each company and timing of the company ARICOMA Group incorporation. 
In 2022, the group-wide policies were fully implemented in all locations, and 100% of the 
workforce passed through compliance training except for Musala and Sabris that were 
acquired at the end of 2022 and completed the training in 2023. All Executive Committee 
members undergo the compliance training in prescribed intervals. 
Besides compliance with local legislation in all locations where we operate, any policy 
commitments such as the Paris Agreement, ILO conventions, UN Guiding principles on 
business and human rights have not been officially articulated; however, these have been 
considered when creating our general ESG direction. 
Each company in the group is required to include standard compliance provisions in its 
contractual templates with its employees, and the breach of such provisions can lead to 
termination of the respective contractual relationships. 
No significant instances of non-compliance with laws and regulations or corruption were 
confirmed in 2022. 
 
Governance indicator 
2022 
2021 
Business ethics training - employee passing rate 
86% 
92% 
AML training – designated employee passing rate 
86% 
88% 
Number of money laundering incidents 
0 
0 
Total number of cases reported by internal whistleblowers 
0 
0 
 
Processes to remediate negative impacts  
One unified process has been established to cover grievance mechanisms and 
whistleblowing mechanisms. Grievance mechanisms enable all internal and external 
stakeholders to raise concerns about, and seek remedy for, the organisation’s potential 
and actual negative impacts on their human rights whereas whistleblowing mechanisms 
enable internal and external stakeholders to raise concerns about wrongdoing or 
breaches of the law in the organisation’s operations or business relationships, regardless 
of whether the stakeholders themselves are harmed or not. We plan to straighten our

82 
 
whistleblowing process in 2023 to meet the requirements of upcoming whistleblowing 
law. 
As part of our compliance programme, each company is required to post the 
compliance@aricoma.com email address on its website that is dedicated to these issues. 
In the event of a concern being sent in, the relevant case is properly addressed, 
communicated to the Board of Directors, and also communicated with the specific 
stakeholder to remedy the negative impact of our actions. Subsequently, all concerns are 
evaluated, and the process is concluded with an annual compliance report. 
There were no concerns reported in 2022. 
Collective bargaining agreements 
 
ARICOMA Group companies are not involved in collective bargaining agreements, except 
for Seavus Group where Seavus AB is a part of trade unions and has a collective 
bargaining agreement with Almega. Communication with this trade union is performed 
through an HR representative in Seavus AB. Similarly, Seavus DOOEL is bound by the 
General collective bargaining agreement for the private sector in accordance with 
applicable Macedonian Law. 
Despite there being no official agreements in most of the locations, freedom of 
association is not limited by any means and transparent communication channels 
between employees and company are in place. Our employees are encouraged to ask any 
potential questions as well as express their concerns, comments, or suggestions for 
improvements.  
 
Membership associations 
ARICOMA Group companies are members of respected professional organisations in their 
countries. For example, in the Czech Republic, AUTOCONT is a member of ICT UNIE, which 
is a professional association of companies active in the field of information technology 
and electronic communication. 
Apart from that, ARICOMA Group companies are ISO certified and hold certifications such 
as ISO 9001, ISO 20000, ISO 27001, ISO 14001, TISAX, VMware Master Services 
Competency certification for Cloud Management and Automation and others. 
Customer privacy (GDPR), Data security and management 
 
It is critical to our business that we protect customer data, manage it responsibly, and 
ensure we are collecting and storing it in the most compliant, secure, and effective way. 
Our global cyber security, data privacy and data protection processes are standardised to 
meet the requirements of all applicable laws and regulations as well as the relevant 
certifications.

83 
 
To further improve our overall security posture and strategic planning in information 
protection, we have engaged a dedicated Chief Information Security Officer at Group 
level, focussing on information security, risk, governance, compliance, and data Privacy. 
As a result, the information security roadmap for the group is defined, communicated, 
and updated annually.  
One of 2022’s information security roadmap outcomes were the group-wide deployment 
of a learning management system from KnowBe4 and mandatory user-security 
awareness training for all employees on a monthly basis. We have also introduced regular 
phishing test campaigns for at least 30% of employees approximately every 60 days. Both 
measures are bringing measurability and sustainability into our cyber security 
programme. 
 
We have not experienced any confirmed personal data incidents and have not received 
any substantiated complaints concerning personal data from external parties or 
regulatory bodies in 2022.  
In terms of process enhancements, we have shifted processing GDPR documents from 
paper form to a fully digital environment. This shift is not only giving us greater savings 
of human labour and paperwork, but also giving more rights to employees in expressing 
their consent with use of their personal data. 
Cybersecurity is currently one of most critical concerns for companies, especially for 
those that have moved their key processes to the cloud. Our cyber security programme 
is designed to meet all potential challenges that might occur in terms of cyber risks. We 
undergo internal audits, external certifications, and audits on a regular basis (ISO 20000, 
ISO 27001, TISAX) as well as client account audits. We have not experienced any cyber 
security incidents within our operations in 2022.

84 
 
Cyber security indicator 
2022 
2021 
Number of business continuity disruptions: 
  
 
● 
caused by a cybersecurity related incidents 
0 
1 
● 
caused by a technology malfunction-related incident 
0 
1 
Employees with a completed cybersecurity training 
100% 
93% 
 
As few companies in ARICOMA Group’s portfolio will be subject to the EU NIS2 Directive, 
we have launched a group-wide gap analysis to identify areas of improvement to fully 
comply with upcoming compliance requirements. We are extensively implementing multi-
factor authentication in all newly acquired companies and preparing to adopt Zero Trust 
Network Architecture concept. 
Another enhancement in managing external cyber risks is teaming up with Security 
Scorecard, which allows us as a group to observe and respond to vulnerabilities reported 
by third independent parties. We aim to maintain the score above 90 points / A category 
out of 0- 100 points / A – F category scale in the long term. 
 
Considering ARICOMA Group’s portfolio, AEC is the Czech and Slovak leader in IT security. 
In order to protect our clients from cyber threats, AEC provides a wide range of products 
and services from a variety of security analyses, through the design of customised 
security solutions within safeguard proposals considering legislative and client 
requirements, integration of cyber security throughout the whole organisation, testing 
applications and infrastructure, to conducting independent audits to correct the defects.  
Also, other companies actively help their clients to manage cyber security threads:  
● For instance, AUTOCONT deals with the security of end-devices, including mobile 
platforms, networks and connections to the Internet or cloud, protection and 
management of user identities, data protection against leakage and theft, as well 
as protection of applications and data centres, and implements systems for 
security management. Security monitoring and ICT security consulting services 
are a very important part of the offer as well.  
● Also, Seavus offers services provided by a team of Security professionals in the 
form of Security Assessment service, the detailed evaluation of the external and 
internal threats, by delivering vulnerability assessment and penetration testing 
services, including recommendations for improving the overall security posture as 
well.

85 
 
Responsible purchasing 
We recognise our suppliers as essential partners in creating successful services and 
product offers for our customers and therefore are an important aspect of our value 
chain. Our supply chain could be broken down into 4 main segments: hardware & 
software, people we need to acquire and energy. Our suppliers represent the critical 
resources that could be perceived as the upstream of our operations. We strive to utilise 
these resources in a sustainable manner and bring value to our customers when 
delivering our downstream products and solutions such as IT and SW infrastructure, IT 
solutions, digitalisation and data and cloud solutions. 
 
ARICOMA Group Value chain 
 
In 2022, we spent almost EUR 230 million in purchases from our suppliers worldwide. 
Purchased items have been grouped into 7 main categories – Building rent, 
Transportation, IT&IS, Telco, Education, IT & Software for resell and Capex.

86 
 
Note - Categories explanation: 
Building rent 
Expenses for buildings and premises rent 
Transportation 
Expenses for external transportation, operative leasing, fuel expenses, service 
expenses 
IT & IS 
Expenses for internal IT (HW & SW), expenses for IT vendors 
Telco 
Telecommunication, mobile phones, internet 
Education 
External training, Employee education, awareness campaigns 
IT&SW for resale 
HW/SW for resale 
Capex 
capital expenditure 
Other 
Office supplies, refreshment, coffee 
 
Supplier selection and evaluation 
Our long-term goal is to achieve a balanced supplier selection process across the whole 
group to choose suppliers not only based on past positive experience and economical 
advantage, but to also take other aspects into consideration, such as their approach to 
environmental, social, and human rights aspects. Currently, our companies have their 
own approach to these topics and each of them is characterised by their respective level 
of maturity. In general, we preferably collaborate with globally recognised brands where 
the alignment with ESG principles is, in most cases, ensured by sound ESG strategies with 
a good track record. 
● At AUTOCONT, approximately 80 % of suppliers have an ESG programme in place, 
and the trend is being monitored over time. AUTOCONT maintains targets and 
achieves the same with its major vendors such as DELL, HPE, HPI, Microsoft, 
Lenovo. Vendors are selected based on Gartner Magic Quadrant technology 
grants, our own research in the IT sector, and customer requirements. Purchasing 
is managed in two ways - directly from the manufacturer and indirectly through 
an approved distribution channel. Approved suppliers are then evaluated twice a 
year against set criteria. As part of that, all key suppliers were found eligible in 
2022. 
● Cleverlance prefers hardware manufacturers and distribution partners that keep 
their carbon footprint at a low level. As some cloud services are being utilised, the 
providers are selected not only with respect to the high level of security measures, 
but also to ensure a low impact on the environment (e.g., Microsoft). 
● At Seavus, the well-structured and effective procurement process is achieved 
through compliance with established internal processes such as Procurement 
procedure documents and others. Seavus prefers cooperating with larger 
suppliers that have similar standards and processes in terms of environmental and 
social matters. A periodic assessment of the procurement process is performed,

87 
 
including supplier evaluation. This evaluation is also based on ESG criteria: 
Sustainability (10% weight) and Environmental and social responsibility (5% 
weight). The major suppliers are regional distributors of IT equipment, such as Dell 
and Cisco.  
● In accordance with Stratiteq’s Environmental policy, requisitions from suppliers 
that offer eco-labelled and, if possible, locally produced products are encouraged 
and the purchasing personnel are obligated to strive for choice of the most 
environmentally friendly alternative at every opportunity. This is also encouraged 
by Stratiteq’s employees who support environmentally approved products. 
Relevant directives, such as RoHS and WEEE, are followed during the purchasing 
process. There is also a Supplier environmental policy in place, which considers 
the responsible disposal of IT equipment, as IT equipment is rented from a third 
party in Stratiteq. As most of Stratiteq’s electronic equipment is supplied by the 
hardware suppliers Caperio Finance AB and Dell AB, Stratiteq follows their 
environmental policies in these respects. Caperio Finance takes great 
responsibility towards its surroundings and the environment. Both Stratiteq and 
Caperio Finance do their best, even beyond the scope of the applicable 
regulations, to avoid and minimise the burden on the environment together with 
their partners in this area. This applies in particular to the management of used IT 
products with respect to the circular economy.  
● For KOMIX, the most important group of suppliers in terms of volume and number 
are the individual employees working as freelancers. When selecting suppliers, 
there is a commitment to ISO 14001, ISO 9001 and ISO 27001 and compliance. There 
is no set code of conduct for suppliers. Approximately 80 suppliers are assessed 
annually for ISO 9001. All suppliers have been assessed as eligible. 
● At Clearcode, they try to allow only equipment from reputable manufacturers to 
be purchased. In the case of computers, these are: Lenovo, Dell, HP, and Apple, 
and for selected models, Asus. In the case of monitors: Dell, Benq, IIyama, LG.  
● It is integral to Musala's business strategy and success to have a positive impact 
when dealing with clients, suppliers, employees, and the wider community 
wherever they do business. Therefore, the company is committed to ensuring that 
all procurement activities conducted are conducted in an honest, competitive, fair, 
and transparent manner, and that incumbent suppliers are appropriately managed 
on an ongoing basis. Musala Soft has a set of internal rules for those involved in 
procurement activity, to support this commitment. Musala Soft is continuously 
engaged with its suppliers to ensure that principles are met, and that the Supplier 
Code of Conduct is adhered to by all the company’s suppliers and throughout the 
supply chain. 
 
Innovations  
Our primary goal is to support our clients with innovative solutions that help them serve 
end-clients and solve long-term problems, increase productivity and efficiency, and 
achieve their goals. We leverage the broad portfolio of IT services offered by our 
companies to design, implement. and operate customised and comprehensive solutions 
tailored to our customers. Our main workstreams are: 
● Custom software development

88 
 
● UI/UX design 
● Technology consultancy services 
 
ESG and innovation 
We believe that there is a strong link between ESG and innovation. Firstly, ESG as the 
transforming force moving the whole world towards sustainability, drives innovation. This 
presents us with an incredible opportunity as our clients look for products and services 
to help them with this transformation. 
Secondly, we always consider the ESG perspective when working on a new innovative 
solution, and a new product or service should in no way harm the environment or society 
but should deliver a positive impact whenever possible. We are convinced that this is the 
main area for us to actively contribute to the sustainability transition. 
When it comes to the environmental impact of our innovative products, our main goal is 
to ensure that each new product is as efficient as possible. This means embedding 
efficiency principles in all development processes, making sure that our code has optimal 
energy consumption and maximising memory space, thus optimising CPU usage and 
reducing hardware requirements. It is part of the agenda of our newly hired Head of 
Delivery to oversee that these principles are embedded in all work we do. Even small 
improvements in our code efficiency can have sizable impacts, as our products are 
eventually used by millions around the world. 
Another venue for efficiency and sustainability is our approach to international 
cooperation and the use of resources. As ARICOMA Group grows, more opportunities are 
arising to pool resources together, so to share and use less as a result. In combination 
with post-COVID reality, this translates into reducing office space to suit our needs, 
conducting most of our international meetings virtually to limit travel carbon footprint, 
and pooling many central support functions in order not to waste human capital by 
duplicating work.  
Social impact and governance 
In terms of social impact of our innovative products, we recognise two main aspects: 
●   The human brain as unlimited resource - unlike other resources, the human 
brain is truly unlimited. Because we believe that innovation is a product of 
energy and can be organised, our goal is to provide our people with tools and 
an environment that allows them to use their brains efficiently and 
progressively, thereby fostering innovation. As part of this, we prefer a flat 
organisation that holds teams accountable. We also believe that innovation is 
born in healthy tension, so we challenge our people to step out of their comfort 
zone, providing them with a safe environment at the same time in the form of 
a respectful team spirit, but also a physical environment, as our office space is 
designed for integration and collaboration. 
●    Digital inclusion - a concept we are trying to implement primarily internally by 
providing career opportunities to people who come from any underrepresented

89 
 
groups or face any kind of disability. However, we offer the same opportunity 
to our customers by providing them with user-friendly software that, provided 
they have the necessary hardware and internet connection, brings inclusion to 
people who might otherwise feel excluded due to physical or mental barriers. 
Our commitment to governance principles runs strong throughout ARICOMA Group. We 
operate in an extremely dynamic, youthful, and informal environment of IT and software 
development, and we fully reflect this in our governance and organisation. We are building 
an extremely flat and open organisation, we maintain a collegial informal attitude 
throughout, and we bridge cultures through the development of international 
cooperation. On the people front, we drive natural diversity, boosted by our skill-oriented 
meritocratic approach. Leading by example, our management team fully represents this 
approach, bringing together a truly diverse set of people. As we grow and expand, the 
clear objective is to continue in this direction. 
  
Examples of innovative solutions delivered to our clients: 
Oversight of security incidents and events for Colt Group (Czech Company Česká 
Zbrojovka - member of Colt Group) 
Since 2017, Česká Zbrojovka has decided to use the services of AUTOCONT´s AC SOC and 
entrusted the supervision of security incidents to an experienced team of external 
specialists. AC SOC provides highly qualified and fast support in the field of Cyber 
security.  
 
Kofola (Czech beverage manufacturer) has cybersecurity under control thanks to 
AUTOCONT 
Due to the increasing number of cyber-attacks and their increasing complexity, it was 
necessary to change the security protection philosophy and deploy an EDR/XDR security 
solution. The goal of the project was to provide automated data collection from endpoints 
with the possibility of future extension to third-party sources. At the same time, it was a 
requirement to find an administrator-friendly solution that would not burden the 
administrator unnecessarily thanks to the abundance of pre-prepared or easily 
completed analytical queries. 
 
Modernisation of the infrastructure for the operation of critical applications of the travel 
agency Invia.cz 
Invia.cz has long used AUTOCONT as a contractual service partner. AUTOCONT holds the 
highest partner certification, HPE Platinum, and their specialists fulfil the conditions of 
several implementation and service competencies. Business-critical applications are now 
running on the new converged HPE solution, which gives flexibility and allows optimizing 
operating costs in combination with the use of AUTOCONT DCS pleAzureStack and 
MICROSOFT Azure cloud services.

90 
 
Generali Paperless 
The paperless initiative aims to digitise insurance policies, transforming them from paper-
based to digital format. Musala Soft's team has designed and developed a comprehensive 
solution for issuing and managing policies within Generali's Core Insurance System. This 
innovative solution encompasses the generation, archiving, and digital signing of various 
documents, including insurance policies, annexes, payment receipts, terms, and 
conditions, and more. As part of this initiative, a new database has been developed to 
store all electronically issued documents, with the objective of reducing the reliance on 
paper documents and their storage in physical repositories. The project was successfully 
delivered in 2022 and is widely adopted in Generali Bulgaria as part of the Generali 
strategy for paperless policies. 
 
EU VAT Tax reclaims 
Working for a Danish client, Seavus has finalised implementation of a modern solution for 
EU Vat tax reclaims that supports the automated EU-VAT reclaim process instead of 
doing it manually. The solution is a fully automated open-API solution for EU-VAT 
financing, VAT reclaim management for admin and Liquidity Providers, and a Mobile App 
solution for usage by employees. 
 
EURO currency support 
Seavus has worked on a big project to adapt several applications from the banking 
ecosystem to support the Euro operations as official country currency instead of the 
Croatian Kuna, following the resolution of the European Council for Croatia to becoming 
a member of EU. The project was finalised on time by the end of Dec 2022 as per the 
regulation, and the bank is now successfully running the EURO currency transactions. 
AEC CE Digital & Enviro Grouping member 
AEC is a member of CE Digital & Enviro Grouping (CEDEG) which is a research, business, 
and networking group that operates within the Central European area. Through its 
activities, the organisation has the nature of a non-profit organisation, a transnational 
cluster grouping (metacluster). The metacluster is dedicated to research, development, 
dissemination, and monetisation of activities in two important topics of contemporary 
global society - the field of digitalisation and environmentally advanced technologies. The 
main goals of the group are: 
● Innovation and support of its own members. 
● Dynamisation and growth of small and medium-sized member companies. 
● Promoting the principle of the digital and environmental ecosystem. 
● International cooperation. 
Automatic invoice handling 
Lekolar's (Nordic leader in developing learning environments for children and young 
people) challenge was high shipping costs, without detailed information on exactly where 
the costs arise and how they impact the margin on an individual order. Stratiteq has built 
an automated solution that retrieves information on shipping costs for each individual

91 
 
shipment, visualised in a Qlik Sense report. Lekolar has gained increased insight into how 
the costs are allocated per customer/order/shipment. 
● Lekolar has a foundation for making decisions on new business rules. 
● Lekolar can identify repetitive behaviour at the customer level and take action. 
● Lekolar can calculate the actual margin per shipment/order/customer using the 
provided information. 
 
Digital fine collection in Transport 
Stratiteq has built an ecosystem for seamless digital fine collection in a public transport 
setting. The solution also introduces a new process for the issuing and tracking fines, 
end-to-end. 
● New section implemented into the existing validation app. 
● Feature for handheld validation devices (Zebras) 
● Scan standardised identification papers (Swedish Drivers Licence & Passport) 
● Manual input for non-standardized ID papers 
● API to collection partner handling invoicing 
● Invoice pages for travellers 
● Admin UI for PTA 
 
Cooperation platform in healthcare 
Stratiteq also built an ecosystem for seamless digital collaboration in a decentralised 
health care environment, to enable communication, education, connectivity, and to 
create a more cohesive organisational culture. 
● An easy to sign up on portal where the patient gets relevant information based on 
their diagnosis. A way for the patient to share self-monitoring data, allowing the 
doctor to follow the progress remote and digital. It enables the possibility to 
intervene if any pattern deviates. 
● A one-stop-shop for medical personnel to get all the relevant information about 
their day and their patients, sourcing data from different systems to create an 
easy-to-use overview. 
 
Enhanced customer experience - Real Estate 
Stratiteq has an improved customer portal with access to relevant information from Real 
Estate core system bundled in a solution with Microsoft Dynamics Customer Service.

92 
 
Examples of internal innovative solutions: 
Development of agile project management methodologies - SCRUM 
Another major step towards innovation was the development of agile project 
management methodologies such as SCRUM. This approach allows KOMIX and its teams 
to react quickly to changes in customer requirements and better plan and organise their 
projects. SCRUM promotes collaboration, transparency, and ongoing communication 
between teams and customers, which increases the efficiency and success of projects. 
By implementing agile methodologies, KOMIX has a greater ability to deliver quality 
solutions in a short timeframe and better adapt to market dynamics. 
 
Industry recognitions 
 
Excellence in New Business Development and Excellence in Client Solutions Sales award 
for AUTOCONT 
At the end of November and December 2022, HP recognised its best partners in Prague 
and Bratislava. AUTOCONT, as a sales and service partner of HP, proved that it is the most 
important commercial partner of HP in the corporate sector in the Czech Republic and 
Slovakia. Probably the most valuable award is the "Excellence in New Business 
Development", which AUTOCONT received for the biggest contribution of new business 
for Dell, both in terms of the number of new customers and sales volume, in both server 
and storage categories. 
The "Excellence in Client Solutions Sales" award, which is regularly awarded by Dell for 
the highest sales volume in the area of client systems on the Czech market, is also 
significant. 
 
IBM Security Partner of the Year 2022 
The category in which AUTOCONT was awarded refers to the services and competencies 
of the partner with a link to the technologies that IBM delivers in the form of several 
editions of IBM Cloud Pak for Security or individual products separately.

93 
 
Report Summary 
 
2022 ESG report is the third issuance of an ARICOMA Group-wide sustainability report. 
The information cited in the GRI Content Index has been reported with reference to the 
GRI Standards. The disclosures are based on the early adopted Revised Universal 
standards (2021). 
For the GRI Content Index, please refer to Attachment no. 1. 
The 2022 ESG Report contains disclosures that present the economic, social, and 
environmental impacts connected with ARICOMA Group business activities. 
We aim to continue to further improve internal processes, awareness, and 
comprehensiveness of non-financial reporting. 
 Restatement of 2021 carbon footprint data has been made to reflect the recent 
acquisitions as well as the change of the methodology of base year. See more in the 
section About the report. 
This report was reviewed by the ARICOMA Group Executive Committee.  
Audit assurance according to ISAE 3410 has been provided by the independent auditor, 
PricewaterhouseCoopers Audit, s.r.o., over the Carbon Footprint Calculation. 
The Independent practitioner’s limited assurance report is an integral part of the  
2022 ESG report. 
All relevant details on the calculating of ARICOMA Group’s carbon footprint including the 
methodology used, organisational and operational boundaries, sources excluded from 
inventory, reporting period, consolidation approach, base year and detailed GHG results 
are contained in the Greenhouse Gas Emissions Inventory Report (“GHG Report”).  
GHG Report should be read along with the GHG results published in ESG Report 2022. 
For the GHG Report, please refer to the Greenhouse Gas Emissions Inventory Report. 
For further details regarding this report, please refer to the chapter About the report. 
If 
you 
wish 
to 
share 
your 
feedback 
with 
us, 
please 
contact 
us 
at 
sustainability@aricoma.com.

94 
 
Attachments 
 
Attachment no. 1 – GRI Content Index 
 
GRI Content Index 
Statement of use 
 
Aricoma Group has reported the information cited in this GRI content index for the period 1 January - 31 December 2022 
with reference to the GRI Standards. 
GRI 1 used 
 
GRI 1: Foundation 2021 
  
  
  
  
  
Omissions 
GRI Standard 
Disclosure 
Number 
Disclosure Name 
Individual requirements ('a', 'b', 
'c', etc.) are not listed here 
Location of Disclosure 
Note 
Requirement(s) 
omitted 
Reason 
Explanation 
General Disclosures 
  
  
  
  
  
  
  
GRI 2: General Disclosures 2021 
2-1 
Organizational details 
Company profile, 
About the report 
  
  
  
  
GRI 2: General Disclosures 2021 
2-2 
Entities included in the 
organization’s sustainability 
reporting 
About the report 
  
  
  
  
GRI 2: General Disclosures 2021 
2-3 
Reporting period, frequency 
and contact point 
About the report 
  
  
  
  
GRI 2: General Disclosures 2021 
2-4 
Restatements of information 
About the report 
  
  
  
  
GRI 2: General Disclosures 2021 
2-5 
External assurance 
About the report 
  
  
  
  
GRI 2: General Disclosures 2021 
2-6 
Activities, value chain, and 
other business relationships 
Company profile 
Economic performance 
Responsible purchasing 
  
  
  
  
GRI 2: General Disclosures 2021 
2-7 
Employees  
Key workforce statistics

95 
 
GRI 2: General Disclosures 2021 
2-8 
Workers who are not 
employees 
Key workforce statistics 
  
  
  
  
GRI 2: General Disclosures 2021 
2-9 
Governance structure and 
composition 
High governance body, 
Governance structure 
and composition, 
ESG Governance 
  
  
  
  
GRI 2: General Disclosures 2021 
2-10 
Nomination and selection of 
the highest governance body 
High governance body, 
Governance structure 
and composition 
  
  
  
  
GRI 2: General Disclosures 2021 
2-11 
Chair of the highest 
governance body 
High governance body, 
Governance structure 
and composition 
  
  
  
  
GRI 2: General Disclosures 2021 
2-12 
Role of the highest governance 
body in overseeing the 
management of impacts 
ESG Governance 
  
  
  
  
GRI 2: General Disclosures 2021 
2-13 
Delegation of responsibility for 
managing impacts 
ESG Governance 
  
  
  
  
GRI 2: General Disclosures 2021 
2-14 
Role of the highest governance 
body in sustainability reporting 
ESG Governance 
  
  
  
  
GRI 2: General Disclosures 2021 
2-15 
Conflicts of interest 
High governance body, 
Governance structure 
and composition 
  
  
  
  
GRI 2: General Disclosures 2021 
2-16 
Communication of critical 
concerns 
Communication of 
critical concerns 
  
  
  
  
GRI 2: General Disclosures 2021 
2-17 
Collective knowledge of the 
highest governance body 
ESG Governance 
  
  
  
  
GRI 2: General Disclosures 2021 
2-18 
Evaluation of the performance 
of the highest governance 
body 
Remuneration and 
compensation 
  
  
  
  
GRI 2: General Disclosures 2021 
2-19 
Remuneration policies 
Remuneration and 
compensation

96 
 
GRI 2: General Disclosures 2021 
2-20 
Process to determine 
remuneration 
Remuneration and 
compensation 
  
  
  
No 
independent 
committee in 
place, 
determined 
by 
shareholders 
GRI 2: General Disclosures 2021 
2-21 
Annual total compensation 
ratio 
  
  
X 
Confidentialit
y constraints 
Information is 
not available 
to public 
GRI 2: General Disclosures 2021 
2-22 
Statement on sustainable 
development strategy 
Message from CEO 
  
  
  
  
GRI 2: General Disclosures 2021 
2-23 
Policy commitments 
Ethics and compliance 
  
  
  
  
GRI 2: General Disclosures 2021 
2-24 
Embedding policy 
commitments  
Ethics and compliance 
  
  
  
  
GRI 2: General Disclosures 2021 
2-25 
Processes to remediate 
negative impacts 
Processes to remediate 
negative impacts  
  
  
  
  
=B33:I121GRI 2: General 
Disclosures 2021 
2-26 
Mechanisms for seeking advice 
and raising concerns 
Processes to remediate 
negative impacts  
  
  
  
  
GRI 2: General Disclosures 2021 
2-27 
Compliance with laws and 
regulations 
Ethics and compliance 
  
  
No non-
compliance 
  
GRI 2: General Disclosures 2021 
2-28 
Membership associations 
Membership 
associations 
  
  
  
  
GRI 2: General Disclosures 2021 
2-29 
Approach to stakeholder 
engagement 
Stakeholders

97 
 
GRI 2: General Disclosures 2021 
2-30 
Collective bargaining 
agreements 
Collective bargaining 
agreements 
0.93% 
employees 
covered by 
collective 
bargaining 
agreement
s (Seavus 
AB) 
  
  
  
 
Material Topics 
  
  
  
  
  
  
  
GRI 3: Material Topics 2021 
3-1 
Process to determine material 
topics 
Materiality Analysis 
  
  
  
  
GRI 3: Material Topics 2021 
3-2 
List of material topics 
Materiality Analysis 
  
  
  
  
GRI 3: Material Topics 2021 
3-3 
Management of material topics    
Captured 
within 
particular 
section 
  
  
  
Economic 
  
  
  
  
  
  
  
GRI 201: Economic Performance 
(2016) 
201-1 
Direct economic value 
generated and distributed 
Economic performance 
  
  
  
  
GRI 201: Economic Performance 
(2016) 
201-2 
Financial implications and other 
risks and opportunities due to 
climate change 
ESG-related risks and 
opportunities 
  
  
  
  
GRI 203: Indirect Economic Impacts 
(2016) 
203-2 
Significant indirect economic 
impacts 
Charities and Non-profit

98 
 
GRI 205: Anti-corruption (2016) 
205-2 
Communication and training 
about anti-corruption policies 
and procedures 
Ethics and compliance 
Covered in 
Business 
ethics 
training - 
employee 
passing 
rate 
  
  
  
GRI 205: Anti-corruption (2016) 
205-3 
Confirmed incidents of 
corruption and actions taken 
Ethics and compliance 
No 
incidents 
  
  
  
GRI 206: Anti-competitive 
Behaviour (2016) 
206-1 
Legal actions for anti-
competitive behaviour, anti-
trust, and monopoly practices 
Ethics and compliance 
No legal 
actions 
  
  
  
Environmental 
  
  
  
  
  
  
  
GRI 302: Energy (2016) 
302-1 
Energy consumption within the 
organization 
Energy and fuel 
Total fuel 
consumed 
by fleet 
reported in 
litres. Total 
energy 
consumptio
n is 
reported in 
MWh. 
  
  
  
GRI 302: Energy (2016) 
302-3 
Energy intensity 
Energy and fuel 
  
  
  
  
GRI 303: Water and Effluents 
(2018) 
303-1 
Interactions with water as a 
shared resource  
Water 
  
  
  
  
GRI 303: Water and Effluents 
(2018) 
303-2 
Management of water 
discharge-related impacts  
Water 
  
  
  
  
GRI 303: Water and Effluents 
(2018) 
303-3 
Water withdrawal  
Water 
  
  
  
  
GRI 305: Emissions (2016) 
305-1 
Direct (Scope 1) GHG emissions 
Carbon footprint and 
emissions

99 
 
GRI 305: Emissions (2016) 
305-2 
Energy indirect (Scope 2) GHG 
emissions 
Carbon footprint and 
emissions 
  
  
  
  
GRI 305: Emissions (2016) 
305-3 
Other indirect (Scope 3) GHG 
emissions 
Carbon footprint and 
emissions 
  
  
  
  
GRI 305: Emissions (2016) 
305-4 
GHG emissions intensity 
Carbon footprint and 
emissions 
  
  
  
  
GRI 306: Waste (2020) 
306-1 
Waste generation and 
significant waste-related 
impacts 
Waste 
  
  
  
  
GRI 306: Waste (2020) 
306-2 
Management of significant 
waste-related impacts 
Waste 
  
  
  
  
GRI 306: Waste (2020) 
306-3 
Waste generated 
Waste 
  
  
  
  
Social 
  
  
  
  
  
  
  
GRI 401: Employment (2016) 
401-1 
New employee hires and 
employee turnover 
Recruitment and 
Turnover 
  
  
  
  
GRI 401: Employment (2016) 
401-3 
Parental leave  
Parental leave 
  
  
Informatio
n 
incomplet
e 
Only number 
of employees 
currently on 
parental leave 
and returned 
from parental 
leave is 
monitored, by 
gender 
GRI 403: Occupational Health and 
Safety (2018) 
403-1 
Occupational health and safety 
management system 
Occupational Health & 
safety 
  
  
  
  
GRI 403: Occupational Health and 
Safety (2018) 
403-5 
Worker training on occupational 
health and safety 
Occupational Health & 
safety 
  
  
  
  
GRI 403: Occupational Health and 
Safety (2018) 
403-6 
Promotion of worker health 
Healthy lifestyle 
Mental health

100 
 
GRI 403: Occupational Health and 
Safety (2018) 
403-9 
Work-related injuries 
Occupational Health & 
safety - 2022 Statistics 
  
  
  
  
GRI 403: Occupational Health and 
Safety (2018) 
403-10 
Work-related ill health 
Occupational Health & 
safety - 2022 Statistics 
  
  
  
  
GRI 404: Training and Education 
(2016) 
404-1 
Average hours of training per 
year per employee 
Education & training 
  
  
  
  
GRI 404: Training and Education 
(2016) 
404-2 
Programs for upgrading 
employee skills and transition 
assistance programs 
Education & training 
Point a. 
  
  
  
GRI 404: Training and Education 
(2016) 
404-3 
Percentage of employees 
receiving regular performance 
and career development 
reviews 
Performance evaluation 
and feedback 
  
  
  
  
GRI 405: Diversity and Equal 
Opportunity (2016) 
405-1 
Diversity of governance bodies 
and employees 
Diversity and Non-
discrimination 
High governance body, 
Governance structure 
and composition 
  
  
  
  
GRI 406: Non-discrimination (2016) 406-1 
Incidents of discrimination and 
corrective actions taken 
Diversity and Non-
discrimination 
No 
incidents 
  
  
  
GRI 413: Local Communities (2016) 
413-1 
Operations with local 
community engagement, 
impact assessments, and 
development programs 
Charities and Non-profit 
  
  
Informatio
n 
incomplet
e 
We disclose 
initiatives and 
programs, no 
formal impact 
assessment 
available. 
GRI 418: Customer Privacy (2016) 
418-1 
Substantiated complaints 
concerning breaches of 
customer privacy and losses of 
customer data 
Customer privacy 
(GDPR), Data security 
and management

Attachment no. 2 – Service Practitioner’s Assurance report

Attachment no. 3 – Greenhouse Gas Emissions Inventory Report (“GHG Report”) 
 
Greenhouse Gas Emissions 
Inventory Report  
 ARICOMA Group

Contents 
Introduction 
2 
Required information 
4 
Description of the company and inventory boundary 
4 
Information on emissions 
6 
Information on methodologies used to calculate or measure emissions 
7 
Optional information 
11 
Detailed breakdown of the carbon footprint 
11 
Attachment – carbon footprint overview for each Group 
12

Introduction 
The subject GHG emissions report has been prepared in accordance with the GHG 
Protocol Corporate Standard A Corporate Accounting and Reporting Standard revised 
Edition, GHG Protocol Scope 2 Guidance An amendment to the GHG Protocol Corporate 
Standard. 
In the “Required information” section, we present information that, according to the GHG 
Protocol, should be published along with the presentation of the GHG results. 
In the Optional information section, we present additional, non-mandatory information 
that specifies the method and results of the calculations. 
In the Attachment section are detailed data for each group which can provide further 
information on the sources of the emissions and their structure.

Required information 
Description of the company and inventory boundary 
Description of the company 
ARICOMA Group is a European information technology company that combines the 
capabilities of its individual group companies to provide customers with high-quality 
individualised and complex solutions that help them to achieve their goals. Founded in 
2017 with a vision of becoming a major European IT services player, ARICOMA Group 
offers IT services, via its member companies, to corporate and government clients, 
including software development, integration and implementation of IT systems, managed 
services, data centres, hardware sale, cyber security services and cloud services. 
This inventory GHG report is issued on behalf of two main sub-holdings: Aricoma Group 
a.s. and Aricoma Group International AB. Under these two legal entities 6 
subgroups/clusters have been formed for GHG emissions reporting purposes. For the 
calculation of carbon footprint of ARICOMA Group, entities listed in the table below 
represent 6 reporting subgroups and these entities are at the same time considered to be 
in scope. 
 
Subgroup/Cluster 
Entity (incl. country of operation) 
AUTOCONT 
Aricoma Brand s.r.o. (Czechia)* 
Aricoma Group a.s.* 
AUTOCONT a.s. (Czechia) 
AUTOCONT s.r.o. (Slovakia) 
AUTOCONT SRL (Belgium)* 
Internet Projekt, s.r.o. (Czechia) 
Sabris Consulting s.r.o. (Czechia)* 
Cleverlance 
 
AEC a.s. (Czechia) 
AEC s.r.o. (Slovakia) 
Aricoma Digital CE a.s. (Czechia)* 
Aricoma Espana (Spain)* 
CES EA s.r.o. (Czechia) 
Cleverlance Enterprise Solutions s.r.o. (Czechia) 
Cleverlance H2B s.r.o. (Czechia) 
Cleverlance Slovakia s.r.o. (Slovakia) 
Cleverlance Deutschland GmbH (Germany)* 
KOMIX s.r.o. (Czechia) 
KOMIX Digital s.r.o. (Czechia)*

KOMIX SK s.r.o. (Slovakia)* 
Seavus 
Seavus AB (Sweden) 
Seavus GmbH (Switzerland)* 
Aricoma Group AB (Sweden)* 
Seavus FLLC (Belarus) 
Seavus DOOEL (Macedonia) 
Seavus Educational and Development Center DOOEL (Macedonia) 
Seavus Educational and Development Center DOO (Serbia)* 
Seavus DOO (Bosnia Herzegovina) 
Seavus DOO (Serbia) 
Seavus S.R.L. (Moldova) 
Seavus USA Inc. (USA)* 
Seavus Sp. z.o.o. (Poland)* 
Seavus Software Technologies J.S.C. (Turkey) 
Stratiteq 
Stratiteq Sweden AB (Sweden) 
Musala  
      
Musala Soft DOOEL (Macedonia) 
Musala Soft EAD (Bulgaria) 
Musala Services EOOD (Bulgaria)* 
Musala Soft Kosovo LLC (Kosovo)* 
Musala Soft LLC (Egypt)*      
Clearcode  
Clearcode Services S.A (Poland) 
Clearcode LLC (USA)* 
* Not in the scope 
During the course of 2022, two clusters were added to the Aricoma Group: Musala and 
Clearcode. Following the principle of a rolling base year, data for 2021 are shown twice: 
without these two new clusters (2021) and with them (2021+). 
The calculation of carbon footprint excludes Aricoma Brand s.r.o. (Czechia), Aricoma 
Digital CE a.s. (Czechia), Aricoma Espana (Spain), Clearcode LLC (USA), Cloud4com SK, 
s.r.o. (Slovakia),  KOMIX Digital s.r.o. (Czechia), KOMIX SK s.r.o. (Slovakia), Musala Services 
EOOD (Bulgaria), Musala Soft Kosovo LLC (Kosovo), Musala Soft LLC (Egypt), Seavus 
GmbH (Switzerland), Seavus S.R.L. (Moldova) and Seavus USA Inc. (USA), as these don’t 
have any physical offices, data centres, company cars or other significant source of 
emissions and they are therefore out of the scope of the calculation. Calculation also 
excludes Seavus Sp. z.o.o. (Poland), this entity is considered non-material as the office 
was established at the end of 2021 and there were only 10 employees by the end of 2021.

There were no company cars or other significant sources of emissions. Calculation also 
excludes AUTOCONT B.V. (Belgium) and Cleverlance Deutschland GmbH (Germany), as 
these entities are considered non-material. The calculation also excludes Sabris 
Consulting s.r.o. (Czechia) as only a part of the company was acquired by Aricoma Group 
a.s. (Czechia) during 2023. 
Carbon footprint related strategy and decarbonisation KPIs 
ARICOMA has at this moment no internal policies or strategies related to carbon footprint. 
The company has also not yet developed and published any measurable targets and 
commitments to reduce GHG emissions. 
Operations and/or emissions sources have been excluded from this inventory 
Business trips by employees have not been included due to lack of data and poor quality 
of data. Their impact on GHG emissions is expected to be significant, but the reporting 
system in the organisation is not designed to allow for the provision of this data across 
the Group. Process changes have been identified to ensure data collection in future years. 
The calculation tool used by ARICOMA Group is designed to enable the organisation to 
process and report this data in future years. 
 
Reporting period covered by this inventory 
From 01.01.2022 to 31.12.2022 
 
Consolidation approach 
Operational Control 
Scope 3 emissions included in this inventory (types of emissions) 
Waste

Information on emissions 
 
Total emissions 
independent of any 
GHG trades such as 
sales, purchases, 
transfers, or banking of 
allowances 
Scope 1 
Scope 2* 
Scope 3 
Total 
emissions 
2019 TOTAL (tCO2e) 
1,962.08 
3,011.52 
50.97 
5,024.57 
2019 Emission 
intensity  
(tCO2e/number of 
employees) 
0.82 
1.25 
0.02 
2.09 
2020 TOTAL (tCO2e) 
1,417.82 
2,551.09 
92.27 
4,061.18 
2020 Emission 
intensity  
(tCO2e/number of 
employees) 
0.55 
0.99 
0.04 
1.58 
2021 TOTAL (tCO2e) 
1,352.05 
2,537.02 
 
59.53 
 
3,948.60 
2021 Emission 
intensity  
(tCO2e/number of 
employees) 
0.51 
0.96 
0.02 
1.49 
2021+ TOTAL (tCO2e) 
1,354.21 
2,782.89 
68.28 
     4,205.38 
2021+ Emission 
intensity  
(tCO2e/number of 
employees) 
0.41 
0.83 
0.02 
1.26 
2022 TOTAL (tCO2e) 
1,343.74 
4,132.24 
103.59 
5,579.57 
2022 Emission 
intensity  
(tCO2e/number of 
employees) 
0.36 
1.10 
0.03 
1.49 
* For scope 2 emissions calculations the market-based method was used. More detailed 
overview of the scope 2 emissions including comparison of both methods could be found 
below.  
All GHG emissions data in this report are reported in CO2 equivalent (CO2e).

Year chosen as base year 
2021 - rolling base year (same-year, all year approach) 
Context for any significant emissions changes that trigger base year emissions recalculations 
Not applicable 
Base year emissions - 
2021+ 
TOTAL 
(tCO2e) 
Emission intensity  
(tCO2e/number of employees) 
Scope 1 
1,354.21 
0.41 
Scope 2* 
2,782.89 
0.83 
Scope 3 
68.28 
0.02 
Total emissions 
4,205.38 
1.26 
* For scope 2 emissions calculations we used the market-based method. More detailed 
overview of the scope 2 emissions including comparison of both methods could be 
found below.  
Information on methodologies used to calculate or measure emissions 
Input data 
Vehicle combustion: 
Diesel, petrol, LPG - The data on fuel consumption for AEC, AUTOCONT, Cleverlance, 
KOMIX, Musala, Seavus (except for Seavus DOO (Serbia)) and Stratiteq are calculated 
using measured driven distance in km. The data on fuel consumption for Stratiteq are 
estimated using an average emissions for each car from the government register and a 
distance measured in km. For Seavus DOO (Serbia), the data on fuel consumption are 
estimated.  
The conversion from kilometres has been used to estimate fuel consumption in litres for 
the purposes of this report. The source for the conversion was the IEA; Global Fuel 
Economy Initiative 2021, (December 2021). Emissions calculations were based on 
measured or estimated miles driven.

The estimated data represents 0.54 % of vehicle combustion emissions in 2022. 
Consumption of fuels per fuel 
type in litres 
2019 
2020 
2021 
2021+ 
2022 
Diesel 
382,612.94 
238,011.82 
285,179.12 
285,915.38 
267,278.79 
LPG 
963.00 
487.00 
433.21 
433.21 
416.79 
Petrol 
278,533.17 
183,925.15 
227,787.86 
227,787.86 
253,525.72 
Plug-in Hybrid Electric Vehicles 
(PHEVs) - petrol 
129.82  
 215.16  
538.72 
538.72 
4,641.92 
Plug-in Hybrid Electric Vehicles 
(PHEVs) - diesel 
- 
- 
1,456.54 
1,456.54 
- 
Unknown 
8,072.00 
16,946.00 
- 
- 
- 
Total consumption 
670,310.93 
439,585.12 
515,395.45 
516,131,71 
525,863.22 
Total tCO2e 
1,632.05 
1,048.78 
1,223,65 
1,225.72 
1,296.86 
 
Electric vehicles and plug-in hybrid electric vehicles (PHEVs): 
The consumption of plug-in hybrid electric vehicles is divided into electricity 
consumption and fuel consumption. Electricity consumption is included in the electricity 
purchased if the vehicles are recharged directly at charging stations managed by 
ARICOMA. If they are recharged outside these stations, it is not yet possible to track 
electricity consumption. In the future, refuelling cards for EV chargers are planned for 
this measurement. Fuel consumption is included in scope 1 as petrol or diesel. The 
electricity consumption of plug-in hybrid and electric vehicles is methodologically 
classified in Scope 2. 
Fuel consumption as well as electricity consumption is calculated based on kilometres 
driven, for this reason kilometres are used as an indicative unit of data displayed in this 
report.

The estimated data represents 27.16 % of electric vehicle emissions in 2022. 
Total kilometres driven and 
carbon footprint emissions 
[tCO2e] from electric car 
operation 
2019 
2020 
2021 
2021+ 
2022 
Cleverlance [km] 
0.00 
0.00 
23,398.00 
23,398.00 
89,560.00 
Stratiteq [km] 
120.00 
609.00 
5,785.00 
5,785.00 
7,839.00 
Total [km] 
120.00 
609.00 29,183.00 
29,183.00 
97,399.00 
Total tCO2e 
0.00 
0.01 
2.87 
2.87 
8.83 
 
Stationary combustion: 
Natural gas consumption data for AEC s.r.o., AUTOCONT s.r.o. (Slovakia) a AUTOCONT a.s. 
(Czechia) comes from invoices, for Cleverlance Slovakia s.r.o. (Slovakia) it is estimated. 
The rest of the companies reported no stationary combustion of natural gas. 
Diesel consumption data for AUTOCONT a.s. (Czechia) comes from invoices and there was 
no need for estimation. The data on diesel consumption for Musala Soft Dooel 
(Macedonia), MUSALA SOFT AD (Bulgaria) and Seavus DOO (Serbia) was estimated based 
on fuel combustion needed for the office's area. The rest of the companies reported no 
stationary combustion of diesel. 
The estimated data represents 26.35 % of stationary combustion emissions in 2022. 
Consumption of fuels per fuel 
type in GJ 
2019 
2020 
2021 
2021+ 
2022 
Diesel 
62.63 
25.56 
320.22 
321.76 
80.44 
Natural Gas 
307.42 
246.47 
1,032.17 
1,032.17 
817.00 
Total 
370.05 
272.03 
1,352.39 
1,353.93 
897.44 
Total tCO2e 
19.96 
14.30 
73.63 
73.73 
46.88 
 
Fugitive emissions: 
In previous years, ARICOMA's fugitive emissions were associated with cooling systems 
used in data centres. In 2022, no refrigerant leakages were recorded.  
Amount in tonnes per type 
2019 
2020 
2021 
2021+ 
2022 
HFC-134a 
0.0000 
0.0000 
0.0000 
0.0000 
0.0000 
R407C 
0.0100 
0.0100 
0.0200 
0.0200 
0.0000 
R410A 
0.1400 
0.1614 
0.0100 
0.0100 
0.0000 
Total 
0.1500 
0.1714 
0.0300 
0.0300 
0.0000 
Total tCO2e 
310.06 
354.74 
           54.76 
           54.76 
0.0000

Purchased energy: 
Electricity - Most of the electricity consumption data are estimated. Data for subgroups 
and companies AEC, AUTOCONT (except for AUTOCONT s.r.o. (Slovakia)), Cleverlance and 
Seavus are estimated from utility bills. Data for subgroups and companies Clearcode, 
KOMIX, Stratiteq, AUTOCONT s.r.o. (Slovakia) and Musala are measured.  
The share of emissions produced by electricity consumption in 2022 was approximately 
65.80 % of ARICOMA's total emissions. 
Heat - Most of the data on the consumption of purchased heat is estimated.  The data for 
subgroups and companies AEC, AUTOCONT (except for AUTOCONT s.r.o. (Slovakia), 
Clearcode, Cleverlance, KOMIX, Seavus and Stratiteq are estimated based on share of the 
leased area and the heat consumption of the whole building, in the case of Musala 
estimates are based on average heat consumption in Bulgaria per m2. The heat 
consumption data for AUTOCONT s.r.o. (Slovakia) are measured and obtained from utility 
bills. 
Electricity - the estimated data consist of 85.32% of the total purchased energy in 2022.   
Heat - the estimated data consist of 95.00% of the total purchased energy in 2022.  
Energy 
consumption 
per type in kWh 
2019 
2020 
2021 
2021+ 
2022 
Electricity 
consumption 
4,425,455.00 
4,036,406.00 
4,350,562.08 
4,697,409.26 
6,094,689.17 
Heat 
consumption 
2,977,532.41 
2,527,720.70 
1,985,982.25 
2,397,384.16 
2,862,079.20 
Total 
consumption 
7,402,987.41 
6,564,126.70 
6,336,544.33 
7,094,793.42 
8,956,768.37 
Total tCO2e 
(location based) 
2,812 
2,496 
2,180 
2,166 
2,810 
Total tCO2e 
(market based) 
3,011.52 
2,551.08 
2,534.16 
2,780.03 
4,123.41 
For calculation of the total company carbon footprint was used the market-based 
method.  
Waste: 
The data on waste production of batteries and electronic waste for AUTOCONT is 
measured. The data on municipal waste of KOMIX s.r.o. (Czechia) is measured and comes 
from internal reports from the landlord. The rest of the data is estimated using average 
waste production per person from offices where such reports are available, average 
waste production per person from previous year, or waste production per m2 multiplied 
by m2 of leased area and occupancy rate. In the case of Clearcode, the estimate is based 
on frequency of waste disposal multiplied by container capacity and density of waste. 
The waste category "Municipal waste" includes the waste types "Commercial and 
industrial waste", "Other waste", “Wooden waste” and "Household waste".

The estimated data represent 90.23 % of the waste production in 2022.   
Produced waste by type in 
tonnes 
2019 
2020 
2021 
2021+ 
2022 
Batteries 
0.39 
1.07 
0.30 
0.31 
0.28 
Food waste 
0.35 
0.35 
0.00 
0.02 
0.02 
Glass 
2.03 
1.08 
1.09 
1.43 
0.86 
Municipal waste 
164.57 
141.06 
188.56 
203.41 
216.77 
Paper waste 
32.67 
26.33 
33.68 
35.40 
32.67 
Plastic waste 
12.99 
10.76 
11.33 
12.85 
13.68 
Electronic waste 
39.81 
53.45 
47.03 
47.19 
29.57 
Total production 
252.81 
234.09 
281.99 
300.60 
293.86 
Total tCO2e 
50.97 
92.27 
59.53 
68.28 
103.59 
 
Emission intensity: 
The number of employees was used for emissions intensity.  
Emission intensity 
(tCO2e/number of 
employees) 
 
2019 
 
 
2020 
 
2021 
2021+ 
2022 
Scope 1 
0.82 
0.55 
0.51 
0.41 
0.36 
Scope 2* 
1.25 
0.99 
0.96 
0.83 
1.10 
Scope 3 
0.02 
0.04 
0.02 
0.02 
0.03 
Total emission intensity 
2.09 
1.58 
1.49 
1.26 
1.49 
* For scope 2 emissions calculation was used the market-based method. More detailed 
overview of the scope 2 emissions including a comparison of both methods could be 
found above.

Emission factors 
Type of emissions 
Reference 
Fugitive emissions 
Intergovernmental Panel on Climate Change (IPCC) Fourth 
Assessment Report (AR4) over a 100-year period 
Stationary combustion 
DEFRA - UK Government GHG Conversion Factors for Company 
Reporting (2022) 
Vehicle combustion  
The conversion from kilometres: IEA Global Fuel Economy 
Initiative 2021 ;December 2021 
DEFRA - UK Government GHG Conversion Factors for Company 
Reporting (2022) 
Electric vehicles 
DEFRA - UK Government GHG Conversion Factors for Company 
Reporting (2022) 
Purchased electricity 
Location based: EIB Project Carbon Footprint Methodologies 
Market based: European Residual Mixes (AIB 2022) 
Purchased heat 
DEFRA - UK Government GHG Conversion Factors for Company 
Reporting (2022) 
Waste management 
DEFRA - UK Government GHG Conversion Factors for Company 
Reporting (2022)

Optional information 
Detailed breakdown of the carbon footprint 
Emissions of tCO2e by source 
2019 
2020 
2021 
2021+ 
2022 
Scope 1 
 
 
 
 
 
Fugitive emissions 
310.06 
354.74 
54.76 
54.76 
0.00 
Stationary combustion 
19.96 
14.30 
73.63 
73.73 
46.88 
Vehicles combustion 
1,632.05 
1,048.78 
1,223.65 
1,225.72 
1,296.86 
Scope 1 Total 
1,962.08 
1,417.82 
1,352.05 
1,354.21 
1,343.74 
Scope 2 
 
 
  
 
Electric vehicles 
0.00 
0.01 
2.78 
2.87 
8.83 
Purchased electricity 
2,525.15 
2,151.89 
2,227.80 
2,403.43 
3,671.28 
Purchased heat 
486.37 
399.20 
306.35 
376.59 
452.13 
Scope 2 Total 
3,011.52 
2,551.09 
2,537.02 
2,782.89 
4,132.24 
Scope 3 
 
 
  
 
Waste management 
50.97 
92.27 
59.53 
68.28 
103.59 
Scope 3 Total 
50.97 
92.27 
59.53 
68.28 
103.59 
Grand Total 
5,024.57 
4,061.18 
3,948.60 
4,205.38 
5,579.57

Share of emissions of tCO2e by 
source 
2019 
2020 
2021 
2021+ 
2022 
Scope 1 
  
  
 
 
 
Fugitive emissions 
7.63% 
8.73% 
1.39% 
1.30% 
0.00% 
Stationary combustion 
0.40% 
0.35% 
1.86% 
1.75% 
0.84% 
Vehicles combustion 
32.48% 
25.82% 
30.99% 
29.15% 
23.24% 
Total Scope 1  
39,05% 
34.91% 
34.24% 
32.20% 
24.08% 
Scope 2 
  
  
  
 
Electric vehicles 
0.00% 
0.00% 
0.07%  
0.07% 
0.16% 
Purchased electricity 
50.26% 
52.99% 
56.42% 
57.15% 
65.80% 
Purchased heat 
9.68% 
9.83% 
7.76% 
8.95% 
8.10% 
Total Scope 2  
59.94% 
62.82% 
64.25% 
66.17% 
74.06% 
Scope 3 
  
  
  
 
Waste management 
1.01% 
2.27% 
1.51% 
1.62% 
1.86% 
Total Scope 3 
1.01% 
2.27% 
1.51% 
1.62% 
1.86% 
Grand Total 
100.00% 
100.00% 
100.00% 
100.00% 
100.00%

Attachment – carbon footprint overview for each Group 
Group 
Data type 
Unit 
2019 
2020 
2021 
2021+ 
2022 
AUTOCONT 
Carbon 
footprint 
tCO2e 
3,172.50 
2,480.01 
2,605.00 
2,605.00 
3,870.75 
Emission 
intensity 
tCO2e/employee 
3.02 
2.29 
2.36 
2.36 
3.35 
Cleverlance 
Carbon 
footprint 
tCO2e 
650.83 
558.46 
720.35 
720.35 
715.69 
Emission 
intensity 
tCO2e/employee 
1.12 
0.91 
1.32 
1.32 
1.06 
Seavus 
Carbon 
footprint 
tCO2e 
1,198.99 
1,020.66 
617.97 
617.97 
669.47 
Emission 
intensity 
tCO2e/employee 
1.77 
1.31 
0.69 
0.69 
0.66 
Stratiteq 
Carbon 
footprint 
tCO2e 
2.24 
2.06 
5.28 
5.28 
4.80 
Emission 
intensity 
tCO2e/employee 
0.02 
0.02 
0.05 
0.05 
0.04 
Musala 
Carbon 
footprint 
tCO2e 
- 
- 
- 
170.14 
234.81 
Emission 
intensity 
tCO2e/employee 
- 
- 
- 
0.29 
0.39 
Clearcode  
Carbon 
footprint 
tCO2e 
- 
- 
- 
86.64 
84.05 
Emission 
intensity 
tCO2e/employee 
- 
- 
- 
0.82 
0.62 
Grand Total 
Carbon 
footprint 
tCO2e 
5,024.57 
4,061.18 
3,948.60 
4,205.38 
5,579.57 
Emission 
intensity 
tCO2e/employee 
2.09 
1.58 
1.49 
1.26 
1.49

Emissions of CO2e in tonnes 
2019 
2020 
2021 
2021+ 
2022 
AUTOCONT 
 
 
 
 
 
Scope 1 
 
 
 
 
 
Fugitive emissions 
0.0 
44.68 
33.48 
33.48 
0.00 
Stationary combustion 
4.26 
1.71 
58.51 
58.51 
27.30 
Vehicles combustion 
1,310.20 
818.64 
801.66 
801.66 
879.17 
Total Scope 1  
1,314.46 
865.03 
893.64 
893.64 
906.48 
Scope 2 
 
 
 
 
 
Purchased electricity 
1,471.38 
1,305.98 
1,535.62 
1,535.62 
2,688.31 
Purchased heat 
351.64 
264.33 
172.55 
172.55 
236.23 
Total Scope 2  
1,823.03 
1,570.31 
1,708.17 
1,708.17 
2,924.54 
Scope 3 
 
 
 
 
 
Waste management 
35.01 
44.66 
3.18 
3.18 
39.74 
Total Scope 3  
35.01 
44.66 
3.18 
3.18 
39.74 
Cleverlance 
 
 
 
 
 
Scope 1 
 
 
 
 
 
Stationary combustion 
15.70 
12.59 
15.12 
15.12 
19.38 
Vehicles combustion 
299.06 
221.97 
412.19 
412.19 
403.53 
Total Scope 1  
314.76 
234.56 
427.31 
427.31 
422.91 
Scope 2 
 
 
 
 
 
Purchased electricity 
206.63 
194.25 
165.66 
165.66 
144.80 
Purchased heat 
125.95 
126.04 
122.70 
122.70 
135.11 
Electric vehicles 
- 
- 
 2.78  
2.78 
8.71 
Total Scope 2 
332.58 
320.29 
291.1 
291.14 
288.62 
Scope 3 
 
 
 
 
 
Waste management 
3.50 
3.60 
1.90 
1.90 
4.17 
Total Scope 3  
3.50 
3.60 
1.90 
1.90 
4.17 
Seavus 
 
 
 
 
 
Scope 1 
 
 
 
 
 
Fugitive emissions 
310.06 
310.06 
21.29 
21.29 
- 
Stationary combustion 
- 
- 
- 
- 
0.10

Emissions of CO2e in tonnes 
2019 
2020 
2021 
2021+ 
2022 
Vehicles combustion 
20.99 
7.32 
8.67 
8.67 
12.09 
Total Scope 1  
331.05 
317.38 
29.96 
29.96 
12.19 
Scope 2 
 
 
 
 
 
Purchased electricity 
847.13 
651.65 
526.52 
526.52 
606.22 
Purchased heat 
8.78 
8.78 
7.11 
7.11 
2.41 
Total Scope 2  
855.91 
660.48 
533.63 
533.63 
608.63 
Scope 3 
 
 
 
 
 
Waste management 
12.03 
42.80 
54.38 
54.38 
48.66 
Total Scope 3  
12.03 
42.80 
54.38 
54.38 
48.66 
Stratiteq 
 
 
 
 
 
Scope 1 
 
 
 
 
 
Vehicles combustion 
1.81 
0.84 
1.13 
1.13 
0.22 
Total Scope 1  
1.81 
0.84 
1.13 
1.13 
0.22 
Scope 2 
 
 
 
 
 
Electric vehicles 
- 
0.01 
0.09 
0.09 
0.12 
Purchased electricity 
- 
- 
- 
- 
- 
Purchased heat 
- 
- 
4.00 
4.00 
4.40 
Total Scope 2  
- 
0.01 
4.09 
4.09 
4.52 
Scope 3 
 
 
 
 
 
Waste management 
0.43 
1.21 
0.07 
0.07 
0.06 
Total Scope 3  
0.43 
1.21 
0.07 
0.07 
0.06 
Musala Soft AD 
 
 
 
 
 
Scope 1 
 
 
 
 
 
Stationary combustion 
- 
- 
- 
0.10 
0.10 
Vehicles combustion 
- 
- 
- 
2.07 
1.85 
Total Scope 1  
 
 
 
2.17 
1.95 
Scope 2 
 
 
 
 
 
Purchased electricity 
- 
- 
- 
133.01 
188.83 
Purchased heat 
- 
- 
- 
34.34 
43.07 
Electric vehicles 
- 
- 
- 
- 
- 
Total Scope 2 
 
 
 
167.35 
231.90

Emissions of CO2e in tonnes 
2019 
2020 
2021 
2021+ 
2022 
Scope 3 
 
 
 
 
 
Waste management 
- 
- 
- 
0.62 
0.95 
Total Scope 3  
 
 
 
0.62 
0.95 
Clearcode Services S.A. 
 
 
 
 
 
Scope 1 
 
 
 
 
 
Stationary combustion 
- 
- 
- 
- 
- 
Vehicles combustion 
- 
- 
- 
- 
- 
Total Scope 1  
- 
- 
- 
- 
- 
Scope 2 
 
 
 
 
 
Purchased electricity 
- 
- 
- 
42.62 
43.11 
Purchased heat 
- 
- 
- 
35.89 
30.92 
Electric vehicles 
- 
- 
- 
- 
- 
Total Scope 2 
 
 
 
78.51 
74.03 
Scope 3 
 
 
 
 
 
Waste management 
- 
- 
- 
8.12 
10.02 
Total Scope 3  
- 
- 
- 
8.12 
10.02 
Grand Total 
5,024.57 
4,061.18 
3,948.60 
4,205.38 
5,579.57