2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Sustainability 
Report
----
2022
THE WORLD'S MOST SUSTAINABLE CORPORATIONS
GLOBAL
c

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Contents
Context
3
Message from Atea’s CEO
4
Atea Stands with Ukraine
5
Atea: One IT Partner for your Digital 
Transformation
6
2022 in brief
7
Progress
8
Sustainability: Part of our DNA
8
Message from Atea’s Director of 
Corporate Responsibility
9
Vision 2030
10
1:1
11
-50%
12
TP2B
13
1M+
14
100:1
15
Approach
16
Sustainability and Governance at Atea
17
Compliance
18
Climate Impact Mitigation
20
Investing in Human Capital
21
EU Taxonomy
22
Cyber Security
23
Stakeholder engagement and materiality
24
Building the Future with IT
25
Atea Sustainability Focus
29
Responsible Sourcing
30
Appendix
35
Environmental Key Performance Indicators
35
Employee Key Performance Indicators
36
GRI Content Index
37
Communication on Progress
42
Key Figures Group (2018-2022)
43
Auditors report
44
About this report
This is Atea’s eighth annual Sustainability Report. It covers Fiscal Year 
2022 (January 1 – December 31, 2022), unless stated otherwise and is a 
companion document to Atea’s FY 2022 Annual Report.
Covering the entire Atea Group, it identifies the sustainability and responsible 
business-development initiatives our company undertook throughout the 
year in review. It is also a progress report, presenting our performance in 
achieving Atea’s 2030 vision and the targets we’ve set for ourselves.  
The report shows how we look at the complete value chain in our operation, 
including how social, ethical and environmental risks are managed.
The content of this report is guided by the Global Reporting Initiative 
Standards and the criteria set by UN Global Compact. In addition, Sustainable 
Development Goals (SDGs) were integrated in this report. Atea calculates 
and reports greenhouse gas emissions in accordance with the Greenhouse 
Gas Protocol.
Accredited third parties provided verification services for sustainability and 
greenhouse gas emission reporting.
This report was approved by the Board of Directors of Atea ASA on  
March 29, 2023.
Atea Sustainability Report 2022
Atea Sustainability Report 2022
2
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
﻿

Atea Sustainability Report 2022
3
  Contents    |    Context      Progress      Approach      Appendix 
Context

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Message from Atea’s CEO
At Atea, our mission is “to build the future with IT” together 
with our employees, customers, partners and investors.  
By working together, we have continuously improved our 
performance in key areas of our operation, including  
responsible sourcing, environmental protection, cyber  
security, business ethics as well as diversity and human rights. 
We remain united in growing our company in a manner that 
integrates sustainability at the deepest level. In August 2022, 
we delivered on that commitment in a new way by organizing 
an unprecedented event in our company’s history. “ONE Atea” 
brought together all our employees at a special event here in 
Oslo, with our sustainability plans high on the agenda. In doing 
so, we made a compelling case that Atea is truly The Place 
to Be!
That spirit of unity helped guide us throughout 2022, as we 
continued to develop our programs in sustainability-infused 
corporate performance. 
For instance, Atea once again earned a top ranking by 
Corporate Knights—49th place globally—as well as a top 
1% ranking by EcoVadis. We also earned a Leadership 
Band placement among global companies analyzed by the 
CDP, a non-profit organization that runs the world’s leading 
environmental disclosure platform. This marks a new personal 
best for our company since first reporting to CDP over ten 
years ago. And we achieved a new record with our Goitloop 
concept. Today, it’s one of the largest reuse-and-recycle 
programs in Northern Europe. You can read more details about 
each of these achievements (among others) in this report. 
We remain united in the face of events here in Europe, 
providing humanitarian support and relief to Ukraine and its 
citizens, standing shoulder to shoulder with our neighbors 
against unlawful aggression.
In times of uncertainty—colored by inflation, pandemic 
recovery and other challenging events—united is how we 
persevere. Atea’s track record is proof. And it’s documented in 
every page of this year’s sustainability report. 
As always, thank you for your time in reading this important 
document. 
 
Steinar Sønsteby, 
CEO of Atea ASA
Steinar Sønsteby,
CEO of Atea ASA
Steinar Sønsteby joined Atea in 1997 and was 
managing director of Atea in Norway in 1997- 
2000 and for Atea in Sweden in 2000-2002. 
After moving back to Norway Sønsteby was 
CEO of Atea in Norway until 2012 when he 
became Executive Senior Vice President of 
Atea ASA. In January of 2014 Sønsteby was 
appointed CEO of Atea ASA. Before joining 
Atea he was the CEO of Skrivervik Data AS.
Steinar Sønsteby holds a degree in Mechanical
Design from Oslo College of Engineering
and a Bachelor of Science in Mechanical
Engineering from University of Utah (USA).
He also has a finance degree from Norwegian
School of Management (BI) and for Training in
Management and Human relations from Dale
Carnegie Institute.
Atea Sustainability Report 2022
Atea Sustainability Report 2022
4
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Context
Context  |  Message from Atea’s CEO
Context  |  Message from Atea’s CEO

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
In times of uncertainty — colored by inflation, 
pandemic recovery and other challenging events 
— united is how we persevere.
–	Steinar Sønsteby, 
CEO of Atea ASA
Atea Stands with Ukraine
Atea condemns Russia’s invasion of Ukraine and the humanitarian crisis stemming from this unlawful act. Our 
hearts are with all those who are impacted by these events. We stand with the people of Ukraine and the global 
community in calling for an immediate end to this war and respect for the Ukraine’s integrity and sovereignty.
Throughout 2022, we received a growing number of inquiries about humanitarian aid, business continuity,  
cyber security, the protection of our employees and country-of-origin shareholder interests in our company.
Here is how Atea is responding:
•	 Atea has no employees or operations in Ukraine or Russia. Our  
business is based in the Nordic and Baltic region. There are no 
material Russian or Belarusian shareholder interests in Atea ASA.
•	 We are providing both financial and operational humanitarian aid 
to several NGOs in the affected region. We’ve also opened office 
spaces for Ukrainian refugees and established local donation 
points. Atea will continue to mobilize our people and continue  
our unwavering support for Ukraine and for humanitarian relief. 
•	 We are deeply committed to ensuring the safety and wellbeing  
of all our employees. Furthermore, we continue to monitor the 
situation in Eastern Europe and have contingency programs in 
place to ensure our capability to reliably deliver products and 
services to our customers. 
•	 Atea continues to engage in close dialogue with our partners 
to ensure business continuity, monitoring our supply chain for 
delivery constraints and for social responsibility practices.
•	 We remain vigilant in ensuring the IT infrastructure of our 
customers remains safe from cyberattacks. We increased our data 
traffic monitoring, and we continue to work tirelessly to protect our 
customers and our own business from unlawful online aggression.
•	 Atea adheres to all government guidelines in the countries where 
we operate, including any regulations or sanctions imposed by 
the EU in connection with these unfolding events.
Atea Sustainability Report 2022
Atea Sustainability Report 2022
5
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Context
Context  |  Atea Stands with Ukraine
Context  |  Atea Stands with Ukraine

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Atea:  
One IT Partner for your 
Digital Transformation
Atea is the market leader in IT infrastructure and related services for businesses and public-sector  
organizations in the Nordic and Baltic regions. Our head office is in Oslo, Norway. Our mission: build  
the future with IT, together with our customers. We believe that information technology, combined  
with knowledge and creativity, can improve productivity and living standards for people everywhere.
With over 8,000 employees located in 88 cities in seven European countries (Norway, Sweden, Denmark, 
Finland, Lithuania, Latvia and Estonia), Atea has a powerful local presence in every market we serve. Atea 
is consistently recognized by third parties as being among corporate leaders worldwide in sustainability.
To fully realize our mission and leverage market position, it’s not enough for Atea to offer world-class IT 
solutions. We must also design and implement a strategy for the long-term sustainability of our business. 
That’s why Atea, customers can rely on us a full-service IT partner to support their digital transformation. 
We are specialists in the entire IT lifecycle: from analyzing requirements and solution design, to sustainable 
procurement, implementation and retirement of infrastructure assets.
Since 2010, our company has been a reporting member of the UN’s Global Compact Initiative. As part of 
that work, we support and uphold the eight Core Conventions of International Labour Organization, the 
UN Guiding Principles on Business and Human Rights, and the guidelines of the OECD. Atea’s Code of 
Conduct is aligned with the Global Compact’s Code of Conduct. We are also a member of the Responsible 
Business Alliance. In 2022, Atea had gross sales of 46.7 billion (NOK). We are listed on the Oslo Stock 
Exchange (ticker: ATEA) and submit all reports as required under the Norwegian Accounting Act.
ATEA’S OFFICE LOCATIONS
National office
Regional office
Atea Sustainability Report 2022
Atea Sustainability Report 2022
6
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Context
Context  |  Atea: One IT Partner for your Digital Transformation
Context  |  Atea: One IT Partner for your Digital Transformation

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
2022 in Brief
Within the context of corporate responsibility and sustainability, 
here are highlights of Atea’s achievements for the period under 
review: 
•	 Ranked as the world’s most sustainable company in the 
IT Services Industry for the second consecutive year, as 
assessed by research and media company Corporate 
Knights (Global 100 Index). Also ranked 49th overall in that 
same assessment from among some 6,200 corporations 
with more than $1B in revenue.
•	 Received a Platinum rating from EcoVadis for the third 
consecutive year, placing Atea in the top 1% of over 100,000 
assessed companies. The rating evaluates the areas of 
Environment, Labor and Human Rights, Ethics,  
and Sustainable Procurement.
•	 Earned a CDP A-rating: a personal best for Atea during  
the ten years that we have participated in this review.  
The ranking measures the completeness of disclosure, 
awareness and management of climate risks and best 
practices associated with the climate management, such 
as setting ambitious and meaningful emissions reduction 
targets.
•	 Retained all ISO certificates, ensuring Atea’s full  
compliance with best practices and business standards in 
the IT industry. All ISO certificates are posted on atea.com.
•	 Among 40 companies listed on Oslo Børs included in the OBX 
ESG Index. The index demonstrates companies with the best 
Environmental, Social and Governance performance.
•	 Successfully implemented first phase of combined Atea 
group ISO 9001 and 14001 certifications in Atea Denmark, 
Sweden and Logistics. During 2023, integration activities 
will be finalized at remaining sites.
•	 Completed the certification process for Atea’s anti-bribery 
management system according to ISO 37001.
•	 Conducted a third-party review of our current efforts relating 
to climate-related risks and opportunities, based on the Task 
Force on Climate Related Financial Disclosures (TCFD) frame-
work. We will use the recommendations of the TCFD as the 
framework for our disclosure of climate-related financial risks.
604,110 
Units recovered using Atea’s Goitloop in 2022
#1 
Market leader in IT 
infrastructure in the 
Nordic and Baltic regions
8,073 
Full-time employees 
at year end
-46.1% 
Emission reduction in
Scope 1&2 (Since 2019)
500+ 
Members of the Atea
100% club promoting
circularity for IT products
#49 
Overall ranking among the 
world’s most sustainable 
companies (Global 100)
46.7 
Billion NOK 
in gross sales
YES 
UN Global Compact 
Signatory (since 2010)
100% 
All of Atea’s core business
is ISO 14001 certified
Atea Sustainability Report 2022
Atea Sustainability Report 2022
7
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Context
Context  |  2022 in brief
Context  |  2022 in brief

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
 
Sustainability: 
Part of our DNA
More than a pledge, sustainability is an integral 
part of who we are as a company. It’s what 
motivates us to make a difference every day. 
And it’s what gives us a competitive advantage 
today and in the coming years.
Atea Sustainability Report 2022
Atea Sustainability Report 2022
8
  Contents    |    Context      Progress      Approach      Appendix 
Progress
Progress  |  Sustainability: Part of our DNA

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Message from Atea’s Director of 
Corporate Responsibility
Trends come and go, but a company’s long-term success 
hinges on steadily achieving top performance and sustain-
able growth…together. That’s how trust is built here at 
Atea. Consider how we report on environmental, social and 
governance (ESG) matters. Atea customers, investors and 
stakeholders in the corporate performance field all want to  
see consistent, transparent reporting focused squarely on 
meaningful data. So do we.
That’s why this year we are expanding our corporate disclosures 
via our newly launched ESG Overview, available on our  
corporate website. It simplifies access to key information about 
sustainability, ensuring it remains relevant for years to come.
We’ve also strengthened Atea’s ESG team, ensuring we remain 
compliant with new corporate-reporting laws, such as the 
European Union’s new CSRD. This change means that starting 
in 2024, our current stand-alone sustainability report will be 
integrated into Atea’s corporate annual report. All corporate 
targets and achievements will be presented in one place.
Our 2030 vision continues to guide our work. Our achievements 
in 2022 are testament to those efforts. Among our year-over- 
year goals, we focused in 2022 on meeting our 1:1 target, 
matching IT units sold to those recovered. I’m especially proud 
that we achieved an all-time record high in recovering IT units 
in our take-back program. 
On a personal note, 2023 marks my ten-year anniversary of 
joining Atea. It has been quite a journey! I would like to take 
this opportunity to say thank you to all customers, partners, 
interns/students, NGOs and investors who have kept us on our 
toes, challenging us to deliver our very best. Thank you also 
to my fantastic team and colleagues here at Atea who have 
made every one of our collective achievements possible. I look 
forward to more success together in the coming years.
Andreas Antonsen, 
Director of Corporate Responsibility
Andreas Antonsen,
Director of Corporate Responsibility
Andreas Antonsen joined Atea Sweden AB 
in 2012 as Head of Quality and Environment. 
He holds MSc and BSc degrees from Luleå 
University of Technology and executive 
training within business administration from 
the Stockholm School of Economics. In 2016, 
he was appointed Director of Corporate 
Responsibility of Atea ASA. In addition to  
his current role, he has been the head of 
sustainability in Atea Denmark and currently 
holds the position as acting head of  
sustainability in Atea Finland. 
Before joining Atea, he was the Vice President 
of Quality and Environment for the Stockholm 
Metro (MTR). 
Atea Sustainability Report 2022
Atea Sustainability Report 2022
9
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Progress
Progress  |  Message from Atea’s Director of Corporate Responsibility
Progress  |  Message from Atea’s Director of Corporate Responsibility

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
IT has the potential to be an essential tool for sustainable 
development and as one of Europe’s largest resellers of IT 
infrastructure, Atea is uniquely positioned to facilitate and 
accelerate the journey toward sustainable IT. That’s why in 2020 
we launched Atea’s long-term sustainability plan, Vision 2030. It will 
allow us to lead the change in building a sustainable tomorrow. 
 
Embracing the responsibility that comes with multi-year top ratings 
by external third parties for our sustainability work, we leverage 
our leadership position to spearhead the transition of the IT 
industry to a circular economy. In doing so, we advance equality 
and diversity, and transform the ability of our customers to reduce 
their environmental footprint. 
 
Global challenges require a bold vision: one that can turn 
commitments into meaningful actions and produce lasting results.  
 
In doing so, we embrace fully what we do best at Atea: 
We build the future with IT.
Vision
2030
Atea Sustainability Report 2022
Atea Sustainability Report 2022
10
  Contents    |    Context      Progress      Approach      Appendix 
Progress
Progress  |  Vision 2030
Progress  |  Vision 2030
Progress  |  Vision 2030

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
18,687
Monitors 
reused/repurposed
29,978     
Weight of cables
recycled
kg
15,151
Mobile phones
reused/repurposed
26,223
Tablets
reused/repurposed
120,043
Laptops
reused/repurposed
34,057
Computers
reused/repurposed
New record
604,110
Units recovered using Atea’s Goitloop in 2022
1:1
Achieve a 1:1 ratio between IT units sold 
vs recovered. For each one we put on the  
market, we’ll take back at least one unit 
– extending IT lifespan and preserving 
resources.
Outcomes 2022:
•	 Defined five focus categories with highest impact on  
environment and social sustainability in the production 
phase of the product life cycle: mobile phones, laptops, 
monitors, tablets, desktops.
•	 Achieved a new record-high number of units recovered 
using Goitloop! 604,110 units recovered in 2022, a 38% 
increase compared to 436,399 units recovered in 2021.
•	 Ensured 62% of all clients and mobile devices collected 
through Goitloop gained a prolonged lifecycle.
•	 Our customers saved 58,937 tons of CO2 by giving IT  
products a second life through our Goitloop service,  
a 19% increase compared to 49,492 tCO2e saved in 2021.
•	 17,918 units collected by Atea Finland were handed over  
to recycling partners for further processing.
•	 100% club exceeded 500 member organizations from both  
the public and private sector. The goal for all member 
organizations is to become 100% circular in their use of  
IT equipment.
•	 Engaged Apple’s disassembly robot, Daisy, located in  
The Netherlands, to dismantle old iPhones and sort out 
components for reuse. It can handle up to 200 mobile 
devices per hour.
Planned for 2023:
•	 Establish a group aligned 1:1 progress reporting system for 
defined focus categories: mobile phones, tablets, laptops, 
monitors and desktops.
3M+ 
Units recovered
using Atea’s Goitloop
since 2015
‌ 58,937 
Saved tCO2e
emissions
Follow the progress
Atea Sustainability Report 2022
Atea Sustainability Report 2022
11
11
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Progress
Progress  |  1:1
Progress  |  1:1

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
-50%
Achieve at minimum a 50% reduction 1) 
in CO2 emissions at Atea. This includes 
phasing out fossil fuels, reducing air 
travel, halving transport emissions and 
using 100% renewable energy.
1)	Refers to the total reduction of emissions regarding Scope 1 + 2 and the 
same for Scope 3 with 2019 as base year.
Outcomes 2022:
•	 Achieved Scope 1 and 2 reduction by 46.1% from base year 
and 5.7% reduction compared to 2021.
•	 Achieved Scope 3 reduction by 3.5% from base year and 
7.7% reduction compared to 2021.
•	 Produced 253,594 kwh by solar panels in Växjö, Sweden. 
•	 Increased share of renewable electricity used in Atea  
operations to 86.9%, thus increasing the share of renewable 
energy to 57.9%.
•	 Ensured all our offices and data centers are covered by our 
Environmental Management System (EMS), which is  
ISO 14001 certified. 
•	 Boosted efficiency (replacement of power modules  
and software update), of the data center in Umeå, Sweden, 
thus lowering the PUE value to 1.15.
•	 Atea Logistics chose to collaborate with Zero Mission to 
climate compensate 800 tCO2e emissions resulting from 
downstream transportation during the financial year 2021.
This is done through efficient stoves in the Gold Standard 
Sun stoves project, ADES (7116).
Planned for 2023:
•	 Complete the process of updating the SBTi target to reflect 
our ambition that is in line with the 1.5°C target, as well as 
developing a net-zero target.
•	 Complete integration activities across Atea, to achieve a 
single global ISO 14001 certificate for the combined Atea 
Group covering all businesses and sites.
Scope 1&2 emissions
Scope 3 emissions
GHG Emissions (tCO2e)
CDP score A-
improved from B in 2021
0.0
10,835.0
base year, 2019
5,841.7
year result, 2022
5,417.5
-50% target
916,530.3
base year, 2019
0.0
458,265.2
-50% target
884,375.1
year result, 2022
-46.1% 
Emission reduction
in Scope 1 and 2
-3.5% 
Emission reduction 
in Scope 3
Follow the progress
Atea Sustainability Report 2022
Atea Sustainability Report 2022
12
12
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Progress
Progress  |  -50%
Progress  |  -50%

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
TP2B
Outcomes 2022:
•	 Continued to encourage more women to work in the IT 
industry by arranging activities to promote gender balance. 
•	 Invested employee development with a range of different 
training efforts and certifications to build competence within 
relevant areas and create more opportunities for engaging in 
interesting assignments with Atea customers. 
•	 Ensured all employees had yearly performance appraisals 
where there was follow up on the work environment and 
wellbeing. In Sweden 97% of the employees had a yearly 
development dialogue.
•	 Gathered around 7,000 employees from Nordic and  
Baltic regions for Atea’s first internal “TP2B” event.
•	 Gender split in Board of Directors has remained the same  
for three years in a row: 3 out of 8 members are female.
•	 During 2021, Atea aligned group wide approach for 
customer NPS score measurement and implemented 
joint platform. The score gives us indications of Atea’s 
development and of our customers’ satisfaction with Atea. 
NPS score in 2022 has slightly increased compared to 2021.
Planned for 2023:
•	 Group wide diversity, inclusion and anti-harassment policy 
implemented in Q1 2023.
•	 Create and implement group aligned process on how to 
measure and create corrective actions to eliminate gender 
pay gap.
•	 Managerial training on inclusive leadership during first half 
of 2023 for 300 managers.
8,073 
Full-time employees
at year end
29.92 
Customer 
NPS score
Our vision is to be “The Place to Be” for 
our employees, customers and partners.  
A diverse Atea with equal opportunities 
and a culture where we include and 
appreciate different experiences, 
competences and perspectives will make 
us best equipped to serve our customers.
Gender distribution of 
managerial positions
27%
Female
73%
Male
Employee diversity by age group
54%
30-50 years
29%
>50 years
17%
<30 years
Gender distribution of
enterprise headcount
26%
Female
74%
Male
Follow the progress
Atea Sustainability Report 2022
Atea Sustainability Report 2022
13
13
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Progress
Progress  |  TP2B
Progress  |  TP2B

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
1M+
We will accelerate on the journey 
toward sustainable IT by leveraging the 
purchasing power of 1 million IT users. 
This we will achieve by increasing the 
commitment of entire organizations, 
including ourselves, through our 
collaboration platforms.
Outcomes 2022:
•	 Surveyed the Nordic market’s sustainable IT via ASF’s online 
survey of stakeholders (a majority of which are IT decision 
makers). It annually investigates current and future priorities 
of Nordic IT buyers regarding sustainability in procurement 
and identified obstacles to—and current practices around—
sustainable IT. There were 493 survey respondents to the 
most recent survey: a small decrease from last year and 
attributed to its new format.
•	 Among the insights, the survey showed that on a 1-to-5 
scale, respondents prioritized IT sustainability in their own 
organization at an average rank of 3.8.
•	 Gathered the Atea Sustainability Forum in three cities simul-
taneously for the first time (as well as online), providing a 
true Nordic experience.
•	 Organized and facilitated several meetings within the 
network Leadership for Change, including the full-day 
Learning Academy in October that featured peer-to-peer 
inspiration and workshops around best practices.
•	 Participated at two ASF Academy webinars, launched in 
2022 to provide insights to the most progressive customers 
to support their efforts in accelerating toward more  
sustainable IT.
•	 Produced (in partnership with the ASF Advisory Board and 
industry representatives) a roadmap for short-term actions 
to reach a circular and net-zero IT sector by 2050.
Planned for 2023:
•	 Expanding the Leadership for Change network and 
strengthening their role as frontrunners within sustainable IT. 
•	 Publishing two sets of best practices building on successful 
implementations by the members of the Leadership for 
Change. 
•	 Finalizing the details for the actions in the ASF roadmap  
and start the implementation in the second half of 2023.
•	 Atea Sustainability Forum will once again be a Nordic event. 
This time, participants will also include those in Helsinki.
1 
Atea Sustainability Focus  | March 2023
ATEA 
SUSTAINABILITY 
FOCUS
March 2023
Time for climate  
accountability
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
83%
progress in 2022
57%
progress in 2021
25%
progress in 2020
Progress towards 1M of engaged IT 
buyers in Nordic and Baltic regions
Read more
Atea Sustainability Report 2022
Atea Sustainability Report 2022
14
14
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Progress
Progress  |  1M+
Progress  |  1M+

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
100:1
Make our carbon handprint 100 times 
larger than our carbon footprint, by 
leveraging the power of IT solutions.
Outcomes 2022:
•	 Launched Atea’s Sustainability Ambassadors Program 
to strengthen the sustainability competence within Atea 
Group. This will help us to continue moving forward in the 
digitalization of our society and help customers reduce their 
emissions.
•	 Atea Norway launched The Sustainability School. It consists 
of everything from sustainability and cloud services, 
hardware recycling, transparency and follow-up of supply 
chains—and, of course, our own products and services.
•	 Signed an agreement with Microsoft to accelerate Atea’s 
sales of cloud services and offerings. The three-year agree-
ment enables both Atea to build more than 25 new services 
on the Azure platform and Atea’s customers to reduce their 
carbon footprint through migration to modern datacenters 
based on cloud technologies.
•	 Adopted a conservative approach in calculating this hand-
print-to-footprint ratio, especially regarding services and 
products within our Digital Workplace.
Planned for 2023:
•	 Atea will work on developing methodology (with a third-
party consultant) to calculate our carbon handprint relating 
to Information Management and Hybrid Cloud services.
•	 Atea will continue to improve methodology for carbon hand-
print calculation relating to Digital Workplace to make data 
more reliable and comparable between the years. 
1,216,523
handprint,
tCO2e
890,218
footprint,
tCO2e
45.51min 
Average length of 
meetings held in Atea’s 
Digital Workplace
7.1bn 
Minutes spent in meetings 
powered by Atea’s 
Digital Workplace
Atea Sustainability Report 2022
Atea Sustainability Report 2022
15
15
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Progress
Progress  |  100:1
Progress  |  100:1

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Sustainable Development Goals
Agenda 2030 was established by the United Nations in 2015 as a universal call 
to action to end poverty and set the world on a path of peace, prosperity and 
opportunity for all on a healthy planet. The agenda consists of 17 Sustainable 
Development Goals (SDGs) and 169 underlying targets to be achieved by the 
end of this decade. It’s been adopted by all UN member states.
At Atea, we are committed to leverage our knowledge and business to contribute 
to the transformations needed to achieve the SDGs. We have identified six 
primary goals where our efforts have the greatest potential for impact.  
These are based on an assessment of the underlying targets to each SDG  
and their link to our identified material sustainability topics.
Atea Sustainability Report 2022
16
16
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Approach
Approach﻿

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Sustainability and Governance at Atea
Atea’s commitment to sustainability is embedded in our purpose, vision, business model and strategy. 
We’ve built robust governance mechanisms at all levels of the business to ensure we hold ourselves 
accountable.
Corporate Responsibility
The Group Corporate Responsibility department is responsible 
for developing and coordinating Atea’s sustainability strategy, 
ensuring company stays aligned and informed on key risks, 
emerging trends and stakeholder priorities. To meet increasing 
stakeholder interest in environmental, social and governance 
(ESG) topics, we are integrating the measurement and manage-
ment of ESG topics into our strategic planning and operations. 
Sustainability Committee
In 2020, the board established a Sustainability Committee 
to further integrate sustainability into Atea’s business, thus 
bolstering our corporate governance. This Committee helps 
the Steering Group fulfill its responsibility for oversight of 
relevant sustainability and ESG policies, risks, strategies 
and programs within the company. Risks monitored by the 
Sustainability Committee are discussed within the group on 
a quarterly basis. They are also discussed regularly with the 
Board that receives feedback on the progress of setting and 
achieving set targets and goals. The Committee is tasked 
to formulate the strategic priorities to be included in the 
company’s strategic plan, with a specific focus on circular 
economy, climate and human rights.
Steering Group
This consists of members of Atea’s corporate management. 
It oversees Atea’s overall performance within sustainability, 
assessing risks, including climate-related risks, and opportu-
nities to contribute to sustainable development. The Steering 
group sets and reviews Atea’s Sustainability Strategy, policies 
and oversees the effective implementation thereof. The Chief 
Financial Officer and Chief Operating Officer have overall 
responsibility for managing the steering group.
Atea ASA Board 
This is Atea’s highest ranking decision-making body. It is 
responsible for corporate governance, including sustainability, 
annual review of compliance function and approves changes 
to Atea’s Code of Conduct. The board reviews Atea’s overall 
compliance and oversee the progress of our Enterprise Risk 
Management methodology (including climate-related risks) 
and Atea’s overall performance against set targets.
Outcomes in 2022:
•	 Established the Director of Sustainable Business  
position, tasked to translate the long term 2030 
Vision into actionable strategic priorities for business 
functions with a specific focus on circularity, decar-
bonization and human rights. The Director chairs the 
Sustainability Committee and drives execution by 
coordinating the sustainability programs across the 
Atea Group.
•	 Fully integrated sustainability goals in the group  
strategic business plan, a 3 year plan with both 
financial and non-financial goals that sets the  
strategic priorities for the whole Atea group. The 
2024 plan has a clear focus on executing on the 
circular transition, while continuing to deliver results 
on all other ESG goals. Performance is monitored and 
reviewed at both country level (management team) 
and group (senior management) level.
•	 Launched the ESG Overview, a page for investors, 
rating agencies and stakeholders to find all Atea’s 
ESG-related information.
Atea Sustainability Report 2022
Atea Sustainability Report 2022
17
17
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Approach
Approach  |  Sustainability and Governance at Atea
Approach  |  Sustainability and Governance at Atea

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Compliance
At Atea, our vision is to be a place where employees, customers and technology partners collaborate 
to build the future with IT. That can only be achieved if we first have a trusted relationship with the 
people who bind us together with a commitment to social responsibility.
Atea’s Code of Conduct
This is the foundation to how we work at Atea. It provides a 
summary of the values, ethical guidelines and basic rules that 
govern our conduct and decision making. It sets the princi-
ples with which Atea employees act toward each other and 
toward outside stakeholders. It is the personal responsibility 
of every employee of the Atea group and each of its subsid-
iaries to review, sign and follow the Code of Conduct. This 
responsibility to abide by the Code also pertains to all who act 
on behalf of the company, including contracted consultants. 
The Code also reflects Atea’s commitment to the UN Global 
Compact’s Ten Principles and the UN Guiding Principles on 
Business and Human Rights. Everyone working for Atea has 
an individual responsibility to ensure that business practices 
adhere to the Code. It is available in all languages where Atea 
conducts business to ensure that it is understood fully across 
the company’s workforce.
According to Atea’s Code of Conduct and its companion 
Supplier Code of Conduct, all Atea employees, suppliers and 
other external parties are encouraged to report suspected 
violations of law. Doing so is collectively referred to as 
“compliance concerns.” These may relate to corruption, fraud, 
questionable accounting, deficiencies in the internal controls, 
auditing, environmental, occupational health and safety, 
human rights matters, or other matters that could constitute a 
breach of law, seriously affect vital interests of the company 
or personal health and safety. Employees are encouraged 
to report compliance concerns directly to their manager, 
manager’s manager or the compliance officer in their respec-
tive county/business unit. Compliance concerns can also 
be reported via the Atea Whistleblowing service. Any report 
sent through web-based reporting channel is received by a 
third-party law firm, which handles all reports discretely and 
confidentially: giving the reporter total anonymity. The whistle-
blowing service is available 24/7, 365 days a year.
Atea ASA Board
•	 Overall responsible for corporate governance.
•	 Annual review of compliance function.
•	 Approves changes to Code of Conduct.
Atea ASA Audit Committee
•	 Oversees group compliance function, on behalf of the Board.
•	 Receives reports from Compliance Committee on compliance 
events and whistleblower cases.
•	 Recommends changes to the Code of Conduct (to the Board).
Group Compliance Committee
•	 Responsible for ongoing assessment of compliance programs 
and their communication / effectiveness.
•	 Final line of guidance to employees.
•	 Reviews reports from local compliance officers on compliance 
events, and reports to Audit Committee.
•	 Follows up on whistleblower events and reports to Audit 
Committee.
Local Compliance Officers
•	 Responsible for following up that local organizations  
are acting in compliance with the Code of Conduct.
•	 Second line of guidance to employees with questions about 
the Code of Conduct.
•	 Reports ongoing compliance events and risk factors to the 
group via quarterly report.
Local management
•	 First line of guidance to employees with questions about the 
Code of Conduct, and how it applies to specific situations.
Atea Sustainability Report 2022
Atea Sustainability Report 2022
18
18
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Approach
Approach  |  Compliance
Approach  |  Compliance

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Compliance Committee
Reported compliance concerns are handled and monitored by 
the Atea Group Compliance Committee, comprising the Chief 
Compliance Officer (Group CFO), the Director of Corporate 
Responsibility (Group), Head of Group GRC (Group) and a 
Compliance Officer from the countries/business units. 
Every quarter, the Group Compliance Committee receives a 
report from the compliance function in each country on: 
 
1.	key compliance issues and the steps taken to address them; 
2.	high-risk areas and the risk mitigation actions taken; 
3.	regarding significant compliance investigations; and 
4.	details and factual reports on relevant investigations in  
the industry or comparable businesses, and in case of 
corruption, the case immediately receives a report from  
the relevant local compliance function. 
The Group Compliance Committee is responsible for  
coordinating risk management (including climate risks) across 
all business areas.
Audit Committee
This committee oversees the group compliance function 
and group compliance committee, on behalf of the Board of 
Directors. The Audit Committee receives reports from the 
Group Compliance Committee on compliance events and  
whistleblower cases. It recommends changes to Code of 
Conduct to the Board of Directors.
Anti-bribery and corruption
Atea takes a zero-tolerance approach to bribery and corrup-
tion and we are committed to conducting business in an 
honest, ethical manner. Atea has an anti-bribery and corrup-
tion program and aims to ensure ISO 37001 compliance (global 
anti-bribery management system) within all countries where 
it operates, including key elements from the U.S. Sentencing 
Guidelines and the UK Bribery Act Adequate Procedures.
Outcomes in 2022 
During the period in review, Atea:
•	 Received nine reports to Atea’s whistleblower 
system, five of which upon investigation were 
considered to be actual whistleblower cases.
•	 Retained its certificates within ISO ensuring Atea 
remains compliant with best practices and business 
standards in the IT industry. All ISO certificates are 
posted on atea.com.
•	 Achieved a 96% completion rate of its workforce 
training in support of the Code of Conduct.
•	 Completed the certification process for its anti-
bribery management system according to ISO 37001.
•	 Implemented an environmental and quality manage-
ment system, accredited according to ISO 14001 and 
9001: an efficient process-oriented way of working 
together. We are also certified for ISO 20000-1 and 
ISO 27001, ensuring compliance with best practices 
and business standards in the IT industry.
ALL 
Employees need to take the
mandatory training for compliance
with our Code of Conduct 
24/7 
Atea’s whistleblowing 
service
100% 
All of Atea’s core business
completed ISO 37001 
certification of anti-bribery
Atea Sustainability Report 2022
Atea Sustainability Report 2022
19
19
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Approach
Approach  |  Compliance
Approach  |  Compliance

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Climate Impact Mitigation
The recent energy crisis in Europe and elsewhere highlights 
how much work still remains to be done in the area of climate 
change mitigation and to meet the objectives of the Paris 
Agreement and the 1.5°C goal.
At Atea, we believe IT plays a vital role in helping to address 
the potentially irreversible impact of climate change and its 
subsequent societal shifts. That’s why we launched Atea’s 
long-term sustainability plan, Vision 2030. This vision will 
allow us to be a step ahead and lead the change in building a 
sustainable tomorrow. In doing so, we fully embrace what we 
do best: building the future with IT.
The 2030 vision includes an ambitious target curbing our 
climate emissions. We already work actively with the transi-
tion to renewable energy at our premises, data centres and 
towards an electrified car fleet. In 2022, we achieved 46.1% 
reduction in Scope 1 and 2. We will keep targeting an increase 
in the share of renewable electricity towards 100%  
to move towards carbon neutrality in our own operations.
In 2022, we broadened our Scope 3 reporting to include more 
categories. This approach provides us with a more complete 
view of the total environmental impact generated by our 
business. As part of our increased focus on data, we are 
reviewing our GHG emissions methodology and data systems 
to create better visibility into reduction opportunities as our 
business both grows and decarbonizes. This will also help our 
customers understand the actions they can take to meet their 
climate goals.
Climate risks
There is a growing demand among investors and political  
decision makers for greater transparency regarding climate 
risks and how they are managed. We agree. That’s why in 
2022, Atea conducted a third-party review of our current 
efforts relating to climate related risks and opportunities, 
based on the Task Force on Climate Related Financial 
Disclosures (TCFD) framework. We will use the recommen-
dations of the TCFD as the framework for our disclosure of 
climate-related financial risks.
Atea identified several climate-related risks and their potential 
business impacts. They are monitored by the Sustainability 
Committee (quarterly from 2022) with support from the Group 
Risk and Compliance function, if deemed necessary risks and/
or suggested risk mitigation efforts are raised with senior 
management.
Examples of identified risks and impacts: 
•	 Physical risks, such as extreme weather conditions that 
potentially could cause disruptions in our supply chain  
and/or damaged physical assets.
•	 Regulatory risks, such as carbon tax and product-oriented 
regulations that could result in increased liability and/or 
compliance costs.
•	 Reputational risks, relating to our business activities  
potentially causing damage to our brand value and/or  
lost revenue.
•	 Market risks: Technology, products, services and  
assets may become obsolete and/or linked technological 
break- throughs and disruptions. 
 
Visit ESG Overview to 
see our latest Carbon 
Footprint report.
Atea Sustainability Report 2022
Atea Sustainability Report 2022
20
20
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Approach
Approach  |  Climate Impact Mitigation
Approach  |  Climate Impact Mitigation

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Investing in Human Capital
Atea’s long-term success hinges on the people it employs. 
They are central to Atea as “The Place to Be” for employees, 
customers and vendors. We strive to attract the best to 
create remarkable solutions. To get there, Atea ensures that 
it provides healthy, safe conditions in the workplace, and that 
it gives everyone an equal opportunity to succeed and thrive 
within its corporate culture. 
Wellbeing, Health & Safety
At Atea, we encourage our employees to participate in activi-
ties related to health and wellbeing. We believe that all people 
have the right to a healthy and safe workplace. Therefore, 
we ensure that working conditions within our organization 
meet or exceed legal requirements in every country in which 
we operate. We also comply with the conventions of the UN 
Global Compact and the International Labour Organization. 
Hazards are identified and monitored to prevent accidents and 
occupational illness. Workplace guidelines are monitored to 
ensure a healthy, safe environment. It also encourages partici-
pation in athletics through Atea-sponsored sporting events.
Diversity, Equality and Inclusion
Promoting diversity, inclusion and gender equality in the 
workplace: these are core values at Atea. Our employees are 
respected and valued for their skills and abilities — no matter 
their gender, nationality, religion, age or physical mobility. A 
diverse workforce is one that reflects the society in which it 
operates. To increase diversity in our industry, Atea supports 
university focused initiatives that encourage women to choose 
engineering and technology-oriented education. We regularly 
conduct visits to secondary and post-secondary schools to 
attract more students, regardless of gender, to consider a career 
in IT. This includes initiatives that encourage more women in the 
IT field at all levels, which is an ongoing challenge in IT sector.
Atea also strives to prevent workplace discrimination. Our 
efforts are consistent with the prescriptions of the Anti-
Discrimination Act. 
Atea’s management promotes equality of opportunity for all 
employees and our company. Atea has zero tolerance for 
discrimination and sexual harassments in the workplace.
Atea believes that all people — regardless of gender identity 
— are equal to one another. We have a responsibility to ensure 
that all have an equal opportunity to work hard and have a 
rewarding career. 
At Atea, we live and act according to our values, which 
also support us all in contributing to an inclusive workplace. 
Inclusion is active work, focused on behavior and treatment. 
Everyone can be involved in and influence this effort.
Development
At Atea, we encourage our employees to continuously develop 
both within current role and internally to other roles. The 
annual development dialogue gives the employee together 
with the manager a possibility to discuss their work effort 
and gain understanding for its part in a greater context. It 
is a prepared, structured discussion for both employee and 
manager with aim to set individual action and development 
plan for the employee. 
Diversity and Inclusion Policy
Anti-discrimination & harassment policy
Atea Sustainability Report 2022
Atea Sustainability Report 2022
21
21
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Approach
Approach  |  Investing in Human Capital
Approach  |  Investing in Human Capital

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
EU Taxonomy
The EU Taxonomy is an EU classification system establishing a 
list of environmentally sustainable economic activities. It aims 
to help the EU scale up sustainable investments by requiring 
companies to report the share of their turnover, capital and 
operational expenditure associated with environmentally 
sustainable economic activities. The final Taxonomy Regulation 
introduced a new disclosure requirement for companies 
already required to provide a non-financial statement under 
the Non-Financial Reporting Directive. The EU Taxonomy and 
related reporting requirements have not yet been implemented 
in Norwegian law. However, Atea has begun the process of 
analyzing our activities and is prepared for the new legislation.
The European Commission has adopted delegated acts 
pursuant to Article 10(3) and Article 11(3), of the Taxonomy 
– covering the environmental objectives Climate Change 
Mitigation and Climate Change Adaptation – and we have 
assessed our economic activities based on the descriptions 
and Technical Screening Criteria contained therein. 
The screening was performed with the support from relevant 
departments with insight into those activities and related 
financial data. 
Looking Forward
In 2023, we will focus on adjusting the screening process 
and reporting framework to fully align with the Disclosures 
Delegated Act. We will evaluate our current state and oppor-
tunities to increase the share of taxonomy-eligible activities, 
and begin the transition towards taxonomy-alignment of our 
taxonomy-eligible activities.
Atea also assessed economic activities for future taxonomy- 
eligibility based on descriptions in the publications by the 
Platform on Sustainable Finance, which are expected to be 
adopted into delegated acts soon. These economic activities 
can potentially contribute to the environmental objective The 
Transition to a Circular Economy. Based on our assessment,  
a further 2.9% of our turnover could be taxonomy-eligible  
when new delegated acts are adopted.
Disclosure on economic activities 
covered by the EU Taxonomy
All companies subject to this requirement will include a 
description of how — and to what extent — their activities 
are associated with activities outlined in the Taxonomy. This 
include the proportion of turnover, CAPEX and OPEX that is 
taxonomy-eligible, taxonomy-aligned, and non-taxonomy- 
eligible. 
The results are published in the table below, and include 
computer programming, consultancy and related activities,  
as well as data processing, hosting and related activities.
Total  
(NOK million)
Share of taxonomy-
eligible activities (%)
Non-Taxonomy-eligible  
activities share of total (%)
Taxonomy-aligned  
activities share of total (%)
Turnover
32,397
25.1%
74.9%
0.0%
Operating expenditure 1)
133
0.0%
100.0%
0.0%
Capital expenditure
397
27.4%
72.6%
0.0%
1)	The definition of OPEX in the Taxonomy differs from the one Atea uses. We have chosen to use a part of “Other operating costs” relating to our premises as the denominator, as this is the OPEX number in our financial accounts most closely related to the Taxonomy definition.  
Separating out taxonomy-eligible OPEX costs has not been possible this reporting period.
Atea Sustainability Report 2022
Atea Sustainability Report 2022
22
22
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Approach
Approach  |  EU Taxonomy
Approach  |  EU Taxonomy

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Cyber Security
Security is the cornerstone of technical infrastructure in a 
digitized world. 
Atea continuously monitors our own infrastructure for possible 
breaches. We also keep up-to-date with threat online land-
scape worldwide. Since most cyber threats target individual 
users today, we continuously educate our employees and 
run phishing campaigns to improve awareness and minimize 
incidents. 
Since the implementation of European GDPR, Atea takes a 
leadership position in explaining how cyber security applies 
to our work, and why such initiatives help protect people. By 
being on the frontline for our customers, we also regularly 
participate in governmental advisory boards in support of 
national cyber security.
In 2022, Atea completed a strengthening of security on the 
operational side of our organization to meet future security 
risks and challenges. We’ve also focused on reducing Atea’s 
digital footprint, and designed future security architecture 
based on Zero Trust techniques and best-practice user 
access. These steps increase security, simplify steps and 
improve usability.
Going forward, this modern risk-management approach entails: 
•	 Extending our ISO 27001 certification to include internal 
customer-facing services to meet expectations of those 
customers.
•	 Conducting mandatory trainings on GDPR and Security 
Awareness, which must be completed by all Atea’s  
workforce.
•	 Starting a new security culture program that will allow 
specialized awareness for different roles within Atea.
•	 Continuing to improve on digital footprint posture from an 
outsider’s perspective with the goal to be on a healthier 
level than our competitors.
•	 Continuing the development and implementation of data 
privacy measures according to GDPR, Schrems II and  
EDPB guidelines.
 
Data Privacy Policy
GDPR commitment
Information regarding Schrems II
Information Security Risk Management Policy
 
In IT, the security landscape is  
always changing, so it’s imperative  
that we continually improve  
safeguards, including enhanced  
information handling techniques.
–	 Jan Erik Isaksson,  
Group CISO
Atea Sustainability Report 2022
Atea Sustainability Report 2022
23
23
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Approach
Approach  |  Cyber Security
Approach  |  Cyber Security

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Stakeholder Engagement and Materiality
Continuous dialogue with Atea stakeholders in the IT sector 
— and beyond — is crucial for inclusive, sustainable growth. 
Without feedback of our stakeholders, we’d risk missing out 
on valuable insights and opportunities for improvement. We 
interact with our stakeholders as often as we can: through 
customer and partner meetings, employee- and customer- 
satisfaction surveys, as well as at company events, job fairs, 
joint audits and on social media.
Our sustainability strategy and reporting process each plays 
a crucial part in maintaining this communications loop. To 
prioritize sustainability topics, Atea regularly conducts a 
stakeholder dialogue and materiality assessment in which we 
capture perspectives and opinions of various stakeholders in 
relation to our operations. Atea’s most important stakeholders 
are: customers, employees, investors, media, NGOs, society 
and suppliers.
Atea’s recently updated Materiality Assessment includes 
sustainability topics that were selected based on previous 
assessments, current industry and reporting trends, bench- 
marks and the reporting framework GRI Standards.
The results of employee surveys for several markets were 
analyzed, along with the latest Atea Sustainability Focus 
report, in which a wide range of customers are represented.
To further gain insight into the views and opinions of our 
stakeholders, a number of interviews were conducted, 
including with investors and Atea management. Based on 
the findings, internal workshops were held, which resulted in 
the identification of Atea’s material sustainability focus areas. 
These can be seen in the materiality graph.
These material topics will be at the core of Atea’s sustainability 
reporting moving forward and are closely connected to the 
Atea 2030 vision and to our five overarching sustainability 
targets. To ensure the relevance of our sustainability strategy 
and reporting, Atea aims to update the materiality assessment 
every third year.
10.0
7.0
9.0
6.0
8.0
5.0
4.0
4.0
7.0
5.0
8.0
6.0
9.0
10.0
Importance to Atea
Interest to stakeholders
6
2
4
13
7
3
10
1
11
14
8
12
5
9
Economic
1.	 Business ethics
Environmental
2.	 Climate change
3.	 Energy
4.	 Circularity
5.	 Water use
6.	 Handprint
Miscellaneous
7.	 Responsible sourcing
Social
8.	 Health & safety/ 
Employee wellbeing
9.	 Training & education
10.	Diversity, inclusion &  
equal opportunity
11.	Customer privacy &  
data security
12.	Freedom of association  
and collective bargaining
13.	Technology in society
14.	Ethics related to AI
Outcomes in 2022
•	 Data security and customer privacy were found to be  
an increasing priority from both Atea’s and our 
stakeholders’ perspective.
•	 Other sustainability topics which were emphasized by  
our stakeholders include Atea’s impact on climate change, 
which is closely connected to the matter of circularity.
•	 Identified material topics: Business ethics, Climate change, 
Circularity, Handprint, Responsible sourcing, Customer 
privacy & data security and Technology in society.
Atea Sustainability Report 2022
Atea Sustainability Report 2022
24
24
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Approach
Approach  |  Stakeholder engagement and materiality
Approach  |  Stakeholder engagement and materiality

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Building the Future With IT
In addition to Atea’s corporate-wide efforts to achieve greater sustainability, great strides are also 
being made on a country-by-country basis to help build the future with IT.
Roadmap for a circular, net-zero IT sector 
With their 2021 report, the ASF Advisory Board gathering 
leading private and public IT buyers in the Nordics, concluded 
that the sustainable transformation of the IT industry was not 
going fast enough. To speed up change, they invited actors 
from the IT industry to produce a roadmap for a circular and 
net-zero IT sector. This is a unique project, featuring dialogue 
between buyers and brands. Through a set of roundtables 
kickstarted in 2021 and then intensified in 2022, leading 
industry stakeholders and buyers identified key obstacles and 
enablers for the twin circular and net-zero transition. They 
agreed on a joint vision and pinpointed six critical commit-
ment areas. These included implementing net-zero targets in 
tenders and increasing the demand for refurbished equipment. 
Actions that have the greatest impact will be jointly monitored 
from 2023 onwards. This project has significant scaling poten-
tial, made possible through a growing network of committed 
buyers within Leadership for Change.
Becoming part of the 100% Club 
Employees of Atea Denmark are deeply passionate about 
working together with other companies to ensure a more 
sustainable future for us all. Recycling IT equipment is where 
a significant difference can be made. Thus, a major milestone 
was achieved in 2022 when Atea Denmark became a member 
of the 100% Club. That’s a network of committed companies 
working together on reducing IT waste and increasing recy-
cling efforts.
The 100% Club helps raise awareness about the importance 
of responsible disposal of electronic waste. By educating 
both member companies and the wider community about the 
negative environmental impacts of improper disposal, the club 
creates positive change and promotes a more sustainable 
future for all.
I am proud of the concrete commitments 
from the buyers-brands dialogue within 
Atea Sustainability Focus. We truly are 
faster, together! 
–	Chiara Selvetti,  
Director Sustainable Business
Atea Sustainability Report 2022
Atea Sustainability Report 2022
25
25
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Approach
Approach  |  Building the Future with IT
Approach  |  Building the Future with IT

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Extensive sustainability training 
Promoting diversity, inclusion and gender equality in the workplace: these 
are core values at Atea. With aim of being the Nordic hub for sustainable IT, 
Atea Norway seeks to ensure all of Norwegian customers have a competent, 
knowledgeable interlocutor within Atea when it comes to sustainable IT. To 
achieve this, a mandatory, extensive sustainability training program has been 
implemented for all 2,000 employees. This three-month program is delivered 
at Atea Norway’s own sustainability school and covers a wide range of topics 
related to sustainability in the IT industry. Employees are learning how to help 
customers work more efficiently with automated systems and be data driven 
with sustainability. They also learn about the importance and advantages of 
recycling hardware and of course what Atea is doing to walk the sustainability 
walk ourselves. 
Through this training, employees have gained knowledge and skills necessary to 
meet the sustainability needs and demands of customers in Norway. This focus 
on sustainability and the development of internal competences allows Atea 
Norway to play a leading role in driving sustainability within the IT industry. 
The Swedish Junior  
National Team: for greater 
integration in society
 
During 2022, Atea and the Swedish Athletics 
Federation launched a major integration 
project for the children. The investment 
is aimed at sports-weak areas around the 
country and will build bridges to club sports. 
With the help of our nationwide office network 
of 35 offices, together with the local athletics 
association, we can invite children and young 
people to embrace athleticism.
Atea Sustainability Report 2022
26
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Approach
Approach  |  Building the Future with IT

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Humanitarian and charity-
focused efforts
Thanks to technology today, a connected world can lift millions out of 
poverty. It can empower disadvantaged citizens in every part of the world, 
giving them a renewed sense of identity and the ability to participate fully 
in the global economy. It can bring hope. It changes how we interact, 
learn, travel and live our lives. And it closes the gap of large geographical 
distances, so people no longer must travel far just out of necessity.
Entrepreneurs for Peace movement 
Atea Global Services (AGS) joined with approximately 100 businesses in Latvia in the 
“Entrepreneurs for Peace” movement. This effort serves to help Ukraine fight against Russia’s 
aggression and ensure peace for all of Europe. Since March 2022, AGS has contributed financial 
and other resources to the cause, particularly in supporting Ukrainian refugee families living in 
Latvia. Highlights: 
•	 Engaged a team of volunteers in cargo coordination, assembly and sorting. 
•	 Collected 28,000 EUR in donations. 
•	 Donated more than 40 laptops and seven stationary PCs so that school-age Ukrainian children 
living in Latvia can continue their education remotely. 
•	 Reallocated funds from teambuilding budgets to provide necessities and household goods.
Bog restoration project
 
In May 2022, Atea Finland partnered with Dell 
and Metsähallitus (a state-owned forestry 
company) on a bog restoration project in 
Sipoonkorpi National Park. This project was 
designed to restore the delicate area back 
to natural state. About a quarter of Finland’s 
wild plant species and eighty of Finland’s 235 
breeding bird species are native to these bogs.
Atea Sustainability Report 2022
27
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Approach
Approach  |  Building the Future with IT

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Atea’s helping hands 
Atea’s Helping Hands is an employee-generated fund designed 
to help build a better world together. Under this program, 
individual donations are matched by Atea on a 1:1 ratio, thus 
doubling the impact. During the Christmas season, Helping 
Hands serves as a powerful substitute in place of traditional 
gift exchanges. As of October 2022, over 730 employees were 
monthly donors committing and contributing to a range of 
causes, including: 
•	 In connection with TP2B in Oslo 2022, donations were made 
to Congo’s Kyeshero Hospital, in support of their work with 
women who have suffered sexual violence.
•	 Financial gifts to Kenya’s Kenswed Academy in Kenya, 
to support 35 students who start the four-year upper 
secondary education this spring, as well as the 25 students 
who became the first to attend the school’s post-secondary 
program last summer.
Donating computers to the Ukrainian refugees 
Atea Finland spearheaded a new program to collect and 
donate computers to Ukrainian refugees located in Lahti. 
Donated equipment was rerouted from Atea’s recycling service 
(Goitloop), and instead found a new lease on life helping 
people build better lives for themselves.
Spready the joy of giving
During the 2022 Christmas season, Atea Norway continued 
its long tradition of supporting charitable causes, donating 
500,000 NOK to a range of foundations and organizations 
chosen by employees.
Upskilling unemployed citizens 
Atea Denmark, Microsoft and the Aarhus municipality joined 
forces in 2022 to create a six-week course to help upgrade 
the IT skills of unemployed citizens in the area. Of the 28 
individuals who participated in the program, 26 gained 
employment: a 93% success rate. Among these participants, 
20 received Microsoft certification as part of a career change. 
The course is now being repeated, with an expected 90 partic-
ipants at the introduction meeting for a new program.
Teaching youth about the  
importance of recycling digital devices 
Also in Atea Denmark, a program was developed in 2022 
to educate children (ages 10-15) about the importance of 
recycling and how it positively impacts the environment. With 
hands-on activities and interactive lessons, students learn 
about the benefits of recycling and how they can take action 
in their own community. The program is free of charge.
Atea Sustainability Report 2022
28
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Approach
Approach  |  Building the Future with IT

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Atea Sustainability Focus
Atea Sustainability Focus (ASF) leverages the power of the Nordic IT 
buyers to drive change globally. Featuring a report produced annually,  
ASF provides the Responsible Business Alliance (RBA) and fellow members 
with an annual focus and a set of recommendations. The focus and 
recommendations are assembled by an advisory board that collects 
examples of sustainability and IT excellence from across the region.  
The specific recommendations provide a balance between deep ambition 
and what’s achievable. This annual approach helps the industry to focus 
its resources and progress faster to close that gap.
Stakeholder dialogue
Nordic IT buyers identify key sustainability 
aspects through an online survey and 
dialogues.
Recommendations
The ASF Advisory Board, comprising leading 
IT and sustainability professionals from 
Nordic companies, municipalities and organ-
izations selects a focus area and formulates 
recommendations.
Industry analysis
Sustainability experts conduct an industry 
analysis to identify the gaps between the 
expectations of the Nordic buyers and 
current status.
Handover to industry
RBA and its member companies decide on 
specific activities to implement the recom-
mendations from the ASF Advisory Board.
The ASF Leadership for Change group 
is a network of major Nordic IT buyers 
who are committed to promoting 
sustainable IT through their procure-
ment and consumption choices. The 
network aims to establish and share 
best practices in IT procurement and 
consumption.
Atea Sustainability Forum is a Nordic 
event that gathers IT buyers and 
representatives from the global IT 
industry to collaborate and find paths 
to a more sustainable production 
and use of IT. In 2022, the event 
took place in Stockholm, Oslo and 
Copenhagen simultaneously. 
The ASF roadmap was initiated by the 
buyers in the ASF Advisory Board in 
order to speed up the transformation 
to a circular and net-zero IT sector. In 
collaboration with the IT industry, the 
roadmap outlines a number of actions 
that will be undertaken by Nordic 
IT buyers, evaluated and scaled if 
successful. 
Atea Sustainability Focus 
provides multiple platforms to 
become part of the solution. 
Leadership for change
ASF Roadmap
Atea Sustainability Forum 
Atea Sustainability Report 2022
Atea Sustainability Report 2022
29
29
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Approach
Approach  |  Atea Sustainability Focus
Approach  |  Atea Sustainability Focus

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Responsible Sourcing
The IT industry’s supply chains are long and complex and they provide livelihoods 
for millions of people. Working to protect human rights, to ensure ethical and 
responsible working methods, and to reduce the climate footprint in the supply 
chains — all of this is as challenging as it is urgent. We must systematically use 
our influence to create positive, lasting change. 
Atea has a special position in the supply chain. While we are not a manufacturer 
and don’t exercise direct influence on working conditions, we can advocate for 
changes in this area. That includes being a voice in favor of responsible sourcing 
of materials, ensuring effective use of natural resources in the production of 
products, ensuring sound ethics and good governance in the behavior of  
all businesses in the supply chain. 
Norwegian Transparency Act
 
On July 1 2022, the Norwegian Transparency Act entered 
into force. It established processes for the general public to 
gain access to information about how enterprises covered 
by the law address adverse impacts on human rights and 
working conditions. 
 
Submit your questions by sending email to 
responsiblesourcing@atea.se
Read more about Atea’s responsible business efforts
Learn more about the Norwegian Transparency Act
Atea Sustainability Report 2022
30
  Contents    |    Context      Progress      Approach      Appendix 
Approach
Approach  |  Responsible Sourcing

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
A supply chain full of challenges
Atea’s suppliers include those who operate in internationally 
recognized high-risk areas around the world. We cooperate 
with suppliers and support improving the working conditions 
in these areas. This entails addressing common known issues 
within supply chains, including excessive working hours, 
violations of freely chosen employment, the existence of child 
labor, environmental pollution and business ethics. In doing 
so, we’re committed to being at the forefront of ethical and 
sustainable production. Specifically, responsible sourcing 
of minerals is a key challenge for the electronics and other 
industries. Factors exacerbating the potential for human rights 
abuses include increasing global demand for minerals, poverty, 
uneven governance and sometimes outright conflict in the 
regions where these minerals are extracted.
Due diligence is an integral part of Atea’s supply chain sustain-
ability program. We recognize that addressing challenges in 
this area involves multiple layers of the supply chain. In line 
with the OECD Due Diligence Guidance for Responsible Supply 
Chains of Minerals from Conflict-Affected and High-Risk Areas, 
we have identified the IT brands—our suppliers—as the key 
point in our supply chain for focusing on traceability and due 
diligence. We assess our prioritized suppliers’ work based on 
the five steps outlined in the guidance.
Atea’s Assurance Program: the core 
of our management system
Through Atea’s Assurance Program, we focus on continuous 
improvement, industry engagement, partnerships, and customer 
engagement. All these steps have the combined effect of 
influencing the whole IT ecosystem in which we operate.
Our approach is embedded in Atea’s Supplier Code of 
Conduct. It states that our suppliers shall deliver goods manu-
factured in accordance with the RBA Code of Conduct–the 
industry standard supported by more than 200 active member 
companies and thousands more suppliers that are supporters 
of the initiative or are involved in supply chains connected 
to active members. In addition to being Regular Members of 
the RBA, we are also members of RBA-adjacent Responsible 
Minerals Initiative and Responsible Labor Initiative.
Working with our prioritized suppliers we assess: their 
commitment to uphold the RBA Code in their own operations 
and supply chain, the maturity of their management system, 
and the level of transparency reached in documenting their 
efforts. To ensure impartiality and verification of data gathered 
regarding supplier sustainability, we use several third-party 
solutions tested for suitability for our supply chain structure. 
Where specific risks are identified, suppliers are further 
engaged through dialogue and documentation gathering. 
This may involve assessing relevant sub-suppliers’ documen-
tation and site visits and audits. A corrective action plan is 
formulated depending on the severity of issues found. If risk 
reduction measures were to be found inadequate—or if major 
breaches against social and ethical demands occur and are 
not addressed within agreed time limits—the business rela-
tionship could be terminated.
We also continuously monitor industry news sources, infor-
mation provided by industry and NGOs and other applicable 
sources to identify possible allegations that could directly 
affect Atea’s supply chain and suppliers. Such allegations 
are subject to an allegation management process. In that 
process, obtained information is checked for validity with 
industry schemes and suppliers directly and then acted upon 
according to OECD Guidelines for Multinational Corporations, 
including (but not limited to) obtaining relevant information 
from affected parties, using leverage to influence mitigation 
of adverse impacts, and terminating business relationships 
if no successful direct resolution or improvement timeline is 
reached.
As Atea works in accordance with ISO 37001 standards on 
anticorruption and the prevention of bribery, our suppliers are 
assessed on how well they meet these requirements.
Atea Sustainability Report 2022
Atea Sustainability Report 2022
31
31
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Approach
Approach  |  Responsible Sourcing
Approach  |  Responsible Sourcing

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Outcomes in 2022
During the review period, Atea: 
•	 Attended both the RBA Annual Conference in Santa Clara, 
California, and the RBA European Conference in Brussels. 
These conferences brought together world leading 
companies, elected officials, NGOs and other industry 
representatives to discuss how we can collectively improve 
working and environmental conditions and business perfor-
mance throughout the global supply chain. 
•	 Continued to engage in industry and sustainability forums, 
including discussions related to implementing the newly 
enacted Norwegian Transparency Act and its implications 
for parties including the Norwegian Customer Authority and 
the RBA. Additionally, Atea’s representatives were invited as 
speakers at events and multistakeholder dialogues related 
to supply chain sustainability and sustainability criteria. 
•	 Communicated with strategic partners and prioritized 
suppliers’ new criteria developed earlier in 2021 based on 
industry trends and input from Nordic customers. These 
criteria include requirements set out by the Norwegian 
Transparency Act to ensure Atea’s ability to be comply with 
the new regulation. 
•	 Provided information to inquiring parties on how our 
sustainability processes are aligned with OECD guidelines 
for Multinational Corporations, including details regarding 
supplier assessments, risk evaluations and mitigation of 
potential adverse impacts that are linked to our business 
activities.
•	 Screened distinct suppliers who provide products and 
services necessary for all business activities. As a result, 
none of the suppliers identified as high-risk were deemed to 
cause significant negative impact for supply chain integrity 
as they were among Atea’s indirect spend suppliers.
•	 Began work on expanding the assurance program to include 
monitoring and evaluating downstream partners, such as 
electronics brokers, refurbishers and resellers. This was 
done to increase transparency across the value chain and 
to address the risk of contributing to e-waste: a significant 
issue identified within the electronics industry. This work will 
continue throughout 2023.
•	 Screened various allegations related to the IT supply chains. 
Out of these, three cases were discussed more in-depth with 
stakeholders to gain further insights on issues and to accu-
rately mitigate possible negative impacts on stakeholders.
•	 Added capacity to our sustainability work via Atea’s new 
Stakeholder Engagement Lead. This role steers how we 
work with our strategic partners in matters related to 
sustainability as well as develops and deepens Atea’s coop-
eration with the RBA and other industry initiatives. It also 
helps us engage with our key customers on topics related to 
responsible choices within the IT supply chain. 
•	 Performed annual assessments of the sustainability work of 
our strategic hardware partners and deepened our relation-
ship with them in dialogue meetings covering topics such as 
heightened transparency and the impact of COVID policies 
on production within the electronics industry.
To me, it is critical that various stake-
holders within the IT supply chain 
cooperate and have an open and 
candid dialogue. That is the only way 
to go if we want to see sustainability 
measures that actually improve the 
lives of the rights-holders and protect 
the environment globally.
–	 Taru Suojaranta, 
	
Stakeholder Engagement Lead 
Atea Sustainability Report 2022
Atea Sustainability Report 2022
32
32
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Approach
Approach  |  Responsible Sourcing
Approach  |  Responsible Sourcing

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
High-impact areas in the supply chain
Risk assessment
During 2019, audit and consultancy firm KMPG performed an overall supply chain risk assessment, 
which was updated in 2021. The assessment included both hardware and software and provides 
Atea with valuable insights on an aggregated level and a base for developing our processes. 
It builds our understanding of the high-impact areas of the supply chain where efforts are needed 
to minimize negative impacts or increase positive impacts. A renewed risk assessment is done by 
a third party every three years.
Resource 
attraction
Smelters
Simple 
components
Complex 
components
Assembly
Brands
Increase positive impact
Minimize negative impact
Conflict minerals:
•		 Increase the supply of 
sustainable minerals
Working conditions:
•		 Freedom of association 
and collective bargaining
Working conditions:
•		 Forced labor
•		 Fair working conditions 
for migrant workers and 
people with uncertain 
forms of employment
Environment:
•		 Reduced CO2 emissions
•		 Reduced water usage
Conflict minerals:
•		 Conflict financing 
and impact on local 
communities
Working conditions:
•		 Freedom of association 
and collective bargaining
Working conditions:
•		 Forced labor
•		 Fair working conditions 
for migrant workers and 
people with uncertain 
forms of employment
Environment:
•		 Reduced CO2 emissions
Product:
•		 Sustainable design
Product:
•		 Minimization of hazardous 
substances and chemicals 
in products
Working conditions:
•		 Forced labor (highest risk)
•		 Fair working conditions 
for migrant workers and 
people with uncertain 
forms of employment 
(highest risk)
General aspect
Governance:
•		 Transparency and traceability
Atea Sustainability Report 2022
Atea Sustainability Report 2022
33
33
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Approach
Approach  |  Responsible Sourcing
Approach  |  Responsible Sourcing

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Atea Sustainability Report 2022
34
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Approach
Approach

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Environmental Key Performance Indicators
Emission and energy data 1) on Atea Group level
Atea Group
2020
2021
2022
GhG Emissions (tCO2e)
Scope 1
3,434.4
3,400.7
3,830.4
Scope 2 - market-based
6,749.4
2,796.7
2,011.3
Scope 2 - location-based
2,265.2
2,016.0
2,403.1
Scope 3
804,568.4
957,773.3
884,375.1
Upstream activities
802,981.6
956,971.1
883,685.7
Downstream activities
1,586.6
802.2
689.4
Electricity consumption, MWh
29,502.4
26,808.0
30,007.9
Renewable electricity
48.1%
78.0%
86.9%
Renewable energy
34.6%
50.8%
57.9%
Water consumption, m3
8,735.0
6,932.0
8,983.8
Emissions Intensity, Scope 1 and 2
tCO2e emissions per Gross sales in MNOK
0.218
0.128
0.120
tCO2e emissions per full time employee
1.398
0.816
0.766
Emissions Intensity, Scope 1, 2 and 3
tCO2e emissions per Gross sales in MNOK
17.380
19.830
18.207
tCO2e emissions per full time employee
111.510
126.700
116.440
1)	Data is subject to rounding during processing. Please note that numbers may consequently differ on decimal-level.
In 2022, we have broadened our Scope 3 reporting to include 
more categories. This approach provides us with a more 
complete view of the total environmental impact generated by 
our business. As part of our increased focus on data, we are 
reviewing our GHG emissions methodology and data systems 
to create better visibility into reduction opportunities as our 
business both grows and decarbonizes. Read more in Atea’s 
Annual Carbon Footprint report. 
Selected data from Atea’s Goitloop services 
2020
2021
2022
Units recovered (incl. recycled)
446,020 436,399 604,110
Units reused/ repurposed
Laptops
99,278
85,283 120,043
Computers
53,978
40,347
34,057
Mobile phones
7,691
10,629
15,151
Tablets
11,515
14,660
26,223
Monitors
29,087
16,250
18,687
Saved tCO2e emissions
60,836
49,492
58,937
Atea Sustainability Report 2022
Atea Sustainability Report 2022
35
35
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Appendix
Appendix  |  Environmental Key Performance Indicators
Appendix  |  Environmental Key Performance Indicators

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Employee Key Performance Indicators
Selected employee data by country
Norway
Denmark 
Finland 
Lithuania
Latvia 1)
Estonia
Sweden 2)
2020
2021
2022
2020
2021
2022
2020
2021
2022
2020
2021
2022
2020
2021
2022
2020
2021
2022
2020
2021
2022
Employees at year end
1,640 1,748 1,812 1,406 1,447 1,544
413
424
512
605
610
638
547
611
642
64
63
65 2,803 2,861 3,045
Employees, male
81%
79%
79%
78%
78%
77%
78%
78%
78%
75%
74%
75%
59%
57%
50%
75%
67%
66%
76%
75%
74%
Employees, female
19%
21%
21%
22%
22%
23%
22%
22%
22%
25%
26%
25%
41%
43%
50%
25%
33%
34%
24%
25%
26%
New employees, male
74%
69%
72%
76%
77%
72%
74%
76%
83%
82%
77%
76%
61%
60%
48%
80%
79%
81%
79%
71%
74%
New employees, female
26%
31%
28%
24%
23%
28%
26%
24%
17%
18%
23%
24%
39%
40%
52%
20%
21%
19%
21%
29%
26%
Age Breakdown <30
224
291
338
162
176
223
26
21
53
183
168
173
258
249
217
14
11
12
482
428
403
Age Breakdown 30 - 50
896
930
930
768
767
759
256
261
307
333
357
369
276
348
411
48
48
50 1,568 1,596 1,641
Age Breakdown >50
520
527
544
476
504
562
131
142
152
89
85
96
13
14
14
2
4
3
753
837 1,001
 
Atea is strongly committed to respecting human rights, including labor rights. We strive to create a safe, decent, and humane work 
environment for all our employees. Atea strives to respect international standards and is committed to complying with relevant and 
applicable laws, industry standards, and relevant collective agreements on compensation and benefits, including working hours, 
breaks, and public holidays. Atea respects employees’ freedom of association and their right to be represented by a trade union, 
including for the purpose of collective bargaining, and will not interfere with this right. Approximately 44% of employees are covered 
by collective bargaining agreements and/or universally binding collective agreements. 
 
1)	Latvia includes (Atea Latvia, Atea Global Services and AppXite).
2)	Sweden includes (Atea Sweden and Atea Logistics). 
3)	Data on gender distribution in leadership positions were not collected in 2020.
Employee data on group level
Atea Group 
2020
2021
2022
Employees at year end
7,478  7,764  8,258 
Employees, male
76%
75%
74%
Employees, female
24%
25%
26%
New employees, male
76%
71%
72%
New employees, female
24%
29%
28%
Age Breakdown <30
1,349  1,344  1,419 
Age Breakdown 30 - 50
4,145  4,307  4,467 
Age Breakdown >50
1,984  2,113  2,372 
Full-time employees
7,337  7,658  8,073
Employee turnover
17.6% 16.7% 16.5%
Lost time injuries 
0 
0 
0 
Fatalities
0 
0 
0 
Absence rate
2.1%
2.4%
3.1%
Leadership, male
n/a 3)
71%
73%
Leadership, female
n/a 3)
29%
27%
Board, male
63%
63%
63%
Board, female
38%
38%
38%
Atea Sustainability Report 2022
Atea Sustainability Report 2022
36
36
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Appendix
Appendix  |  Employee Key Performance Indicators
Appendix  |  Employee Key Performance Indicators

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Global Reporting Initiative (GRI) Index
Atea has reported in accordance with the GRI Standards (GRI 1: Foundation 2021) for the period January 1 to December 31, 2022. We have sought to report fully on all possible dimensions of the 
disclosures, but where this is not possible, we have reported as comprehensively as possible, based on the data systems we have. The table refers to where information about each disclosure is 
presented in our 2022 Sustainability Report, 2022 Annual Report, 2022 Remuneration Report or company website. 
GRI Standard 
Disclosure 
number
Disclosure name
Omissions
Page/ Location
Comments
General Disclosures
The organization and its reporting practices
GRI 2: 
General Disclosures 2021
2-1
Organizational details
6
2-2 
Entities included in the organization’s sustainability reporting
6
2-3
Reporting period, frequency and contact point
2
Andreas Antonsen, andreas.antonsen@atea.com 
Dace Bērziņa, dace.berzina@atea.com
2-4
Restatements of information
No restatements of information.
2-5
External assurance
44
This report has been assured by RSM (limited assurance).
Activities and workers
GRI 2: 
General Disclosures 2021
2-6
Activities, value chain and other business relationships
Annual report
2-7
Employees
Information 
unavailable/ 
incomplete
13, 36
Partially reported requirements from 2-7 b). Part of the required 
information was not of adequate quality to report.
2-8
Workers who are not employees
Information 
unavailable/ 
incomplete
Part of the required information was not of adequate quality to report.
Atea Sustainability Report 2022
Atea Sustainability Report 2022
37
37
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Appendix
Appendix  |  GRI Content Index
Appendix  |  GRI Content Index

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
GRI Standard 
Disclosure 
number
Disclosure name
Omissions
Page/ Location
Comments
Governance
GRI 2: 
General Disclosures 2021
2-9
Governance structure and composition
Corporate Governance
2-10
Nomination and selection of the highest governance body
Corporate Governance
2-11
Chair of the highest governance body
atea.com
2-12 
Role of the highest governance body in overseeing the management 
of impacts
17, 18
2-13 
Delegation of responsibility for managing impacts
17
2-14 
Role of the highest governance body in sustainability reporting
17
2-15 
Conflicts of interest
Corporate Governance
2-16 
Communication of critical concerns
17, 18
2-17 
Collective knowledge of the highest governance body
17
Timely, relevant sustainable development related topics are  
brought to the Steering Groups attention throughout the year by 
Sustainability Committee.
2-18 
Evaluation of the performance of the highest governance body
Remuneration policy
2-19 
Remuneration policies
Remuneration policy
2-20 
Process to determine remuneration
Remuneration policy
2-21 
Annual total compensation ratio
27:1
The organization’s highest paid individual is the CEO.
Total compensation ratio (CEO vs. employee average): 27.3
Ratio of change in total compensation (CEO vs. employee average): 5.2
The ratio of change in total CEO compensation is higher than regular 
employees because a significant share of executive remuneration is 
variable pay and all variable pay. The majority of regular employees 
have total compensation as fixed salary elements. Additional information 
on CEO remuneration can be found in the Remuneration Report 2022.
Atea Sustainability Report 2022
Atea Sustainability Report 2022
38
38
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Appendix
Appendix  |  GRI Content Index
Appendix  |  GRI Content Index

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
GRI Standard 
Disclosure 
number
Disclosure name
Omissions
Page/ Location
Comments
Strategy, policies and practices
GRI 2: 
General Disclosures 2021
2-22 
Statement on sustainable development strategy
16, 41
2-23
Policy commitments
17, 31, Supplier Code of Conduct
2-24 
Embedding policy commitments
17, 31, Supplier Code of Conduct
2-25 
Processes to remediate negative impacts
31
2-26 
Mechanisms for seeking advice and raising concerns
18, 19, Whistleblowing service
2-27 
Compliance with laws and regulations
Annual report
2-28 
Membership associations
6, atea.com
Stakeholder engagement
GRI 2: 
General Disclosures 2021
2-29 
Approach to stakeholder engagement
24, 29
2-30 
Collective bargaining agreements
36
Material Topics
GRI 3:  
Material Topics 2021
3-1 
Process to determine material topics
24
3-2 
List of material topics
24
Business Ethics
GRI 3:  
Material Topics 2021
3-3
Management of material topics
18, 19
GRI 205:  
Anti-corruption 2016
205-1 
Operations assessed for risks related to corruption
18, 19
205-2 
Communication and training about anti-corruption policies and  
procedures
18, 19
205-3 
Confirmed incidents of corruption and actions taken
18, 19
Atea Sustainability Report 2022
Atea Sustainability Report 2022
39
39
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Appendix
Appendix  |  GRI Content Index
Appendix  |  GRI Content Index

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
GRI Standard 
Disclosure 
number
Disclosure name
Omissions
Page/ Location
Comments
Climate change
GRI 3:  
Material Topics 2021
3-3
Management of material topics
12, 20
GRI 305:  
Emissions 2016
305-1 
Direct (Scope 1) GHG emissions
Carbon Footprint report 2022
305-2
Energy indirect (Scope 2) GHG emissions
Carbon Footprint report 2022
305-3 
Other indirect (Scope 3) GHG emissions
Carbon Footprint report 2022
305-4 
GHG emissions intensity
Carbon Footprint report 2022
305-5 
Reduction of GHG emissions
Carbon Footprint report 2022
Circularity
GRI 3:  
Material Topics 2021
3-3
Management of material topics
11
GRI 306:  
Waste 2020
306-1 
Waste generation and significant waste-related impacts
Carbon Footprint report 2022
306-2
Management of significant waste-related impacts
Carbon Footprint report 2022
306-3 
Waste generated
Carbon Footprint report 2022
306-4 
Waste diverted from disposal
Carbon Footprint report 2022
306-5 
Waste directed to disposal
Carbon Footprint report 2022
Handprint
GRI 3: 
Material Topics 2021
3-3
Management of material topics
15, 24
Responsible Sourcing
GRI 3:  
Material Topics 2021
3-3
Management of material topics
30, 31
GRI 308:  
Supplier Environmental
308-1
New suppliers that were screened using environmental criteria
32
308-2 
"Negative environmental impacts in the supply chain and 
actions taken"
32
GRI 414:  
Supplier Social
414-1 
New suppliers that were screened using social criteria
32
414-2 
Negative social impacts in the supply chain and actions taken
32
Atea Sustainability Report 2022
Atea Sustainability Report 2022
40
40
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Appendix
Appendix  |  GRI Content Index
Appendix  |  GRI Content Index

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
GRI Standard 
Disclosure 
number
Disclosure name
Omissions
Page/ Location
Comments
Customer privacy & data security
GRI 3:  
Material Topics 2021
3-3
Management of material topics
18, 19, 23
GRI 418:  
Customer Privacy 2016
418-1
Substantiated complaints concerning breaches of customer privacy 
and losses of customer data
We registered no sanctioned complaints or incidents concerning 
breaches of customer privacy, data leaks, theft or loss of customer 
data in 2022.
Technology in society
GRI 3:  
Material Topics 2021
3-3
Management of material topics
27
Atea Sustainability Report 2022
Atea Sustainability Report 2022
41
41
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Appendix
Appendix  |  GRI Content Index
Appendix  |  GRI Content Index

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Communication on Progress
This 2022 Sustainability Report, signed by our CEO — together with the information about sustainability found on Atea’s webpages — serves as our Communication on Progress.  
Our self-assessment work to that end has been submitted on the UN Global Compact website.
Area
Principle
In this report
Atea Policies & Guidelines
Human Rights
1. Businesses should support and respect the protection of internationally proclaimed human rights. 
Page 17-20
• Code of Conduct
• Supplier Code of Conduct
2. Businesses should make sure that they are not complicit in human rights abuses.
Page 31-33
Labor Rights
3. Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining. 
Page 16, 21, 30-33
• Code of Conduct 
• Supplier Code of Conduct
4. Businesses should uphold the elimination of all forms of forced and compulsory labor. 
Page 30-33
5. Businesses should uphold the effective abolition of child labor. 
Page 30-33
6. Businesses should uphold the elimination of discrimination in respect of employment and occupation. 
Page 16, 21, 30-33
Environment
7. Businesses should support a precautionary approach to environmental challenges. 
Page 10-24
• Code of Conduct 
• Environmental policies
8. Businesses should undertake initiatives to promote greater environmental responsibility.
Page 10-24
9. Businesses should encourage the development and diffusion of environmentally friendly technologies.
Page 10-24
Anti-corruption
10. Businesses should work against corruption in all forms, including extortion and bribery.
Page 17-19, 23
• Code of Conduct 
• Governance documents for the  
   companies in the Atea Group  
   (including Ethical Guidelines)
Atea supports the UN Global Compact and its 10 principles in the areas of human rights, labor rights, environment and anti-corruption. We operationalize the principles through guidelines,  
policies, reporting and internal/external trainings and seminars.
Atea Sustainability Report 2022
Atea Sustainability Report 2022
42
42
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Appendix
Appendix  |  Communication on Progress
Appendix  |  Communication on Progress

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
Key Figures Group (2018-2022)
Atea’s objective is to provide a competitive long-term return for shareholders, relative to the 
underlying risk of the company’s operations.
 -46% 
emission reduction in Scope 1&2
(Since 2019)
8,073 
employees (FTE)
46.7 
billion NOK in gross sales
2018:
690
2019:
747
2020:
854
2021:
1,046
2022:
1,196
2018:
34,708
2019:
36,655
2020:
39,503
2021:
41,316
2022:
46,664
0
200
400
600
800
1,000
1,200
22
21
20
19
18
0
10,000
20,000
30,000
40,000
50,000
22
21
20
19
18
Operating profit
2018–2022 (NOK in million)
Gross sales
2018–2022 (NOK in million)
NOK in million (unless stated otherwise)
2018
2019
2020
2021
2022
Gross sales 1)
34,708
36,655
39,503
41,316
46,664
Revenue (IFRS) 1)
25,815
26,376
27,399
28,491
32,397
Gross profit
7,534
7,758
8,236
8,446
9,002
Operating profit (EBIT)
690
747
854
1,046
1,196
EBIT-margin (%)
2.7
2.8
3.1
3.7
3.7
Earnings per share (NOK) 
4.33
4.84
5.37
6.84
7.62
Diluted earnings per share (NOK)
4.26
4.78
5.32
6.67
7.55
Cash flow from operations
946
1,897
1,388
1,096
1,030
Number of full-time employees at the year end
7,385
7,585
7,337
7,658
8,073
1)	Atea has implemented a change in accounting policy due to an Agenda Decision approved by the IFRS Interpretations Committee on April 20, 2022. Under the Agenda Decision, revenue 
from the resale of software and vendor services is recognized on a net basis - see Note 1 in Annual report for more information. Gross Sales is an Alternative Performance Measure which 
reflects gross invoiced revenue to customers, and is comparable to previous years’ revenue reporting. Revenue (IFRS) is Gross Sales, following the change in accounting policy to apply net 
accounting treatment to the resale of software and vendor services.
Atea Sustainability Report 2022
Atea Sustainability Report 2022
43
43
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Appendix
Appendix  |  Key Figures Group (2018-2022)
Appendix  |  Key Figures Group (2018-2022)

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
THE POWER OF BEING UNDERSTOOD
AUDIT |  TAX |  CONSULTING
RSM Norge AS is a member of the RSM network and trades as RSM. RSM is the trading name used by the members of the RSM network. Each member of the RSM network is an independent accounting
and consulting firm which practices in its own right. The RSM network is not itself a separate legal entity in any jurisdiction.
RSM  Norge AS er medlem av/ is a member of Den norske Revisorforening.
RSM Norge AS
Ruseløkkveien 30, 0251 Oslo
Pb. 1312 Vika, 0112 Oslo
Org.nr: 982 316 588 MVA
T +47 23 11 42 00
F +47 23 11 42 01
www.rsmnorge.no
To the Board of Directors of Atea ASA
Independent auditor’s assurance report on Atea ASA’s sustainability report for 2022
We have undertaken a limited assurance engagement of the Atea ASA’s (“The Company”) Corporate 
Responsibility & Sustainability Report for 2022 (“the Report”), published at https:/ / www.atea.com/ media/
hyph5jl3/ atea-sustainability-report-2022.pdf. 
Responsibilities of the Director of Corporate Responsibility
The Director of Corporate Responsibility (management) in Atea ASA is responsible for the preparation and 
presentation of the Report prepared in accordance with the reporting criteria described in the Report, including 
GRI Standards, GRI 1: Foundation 2021. The management is also responsible for establishing such internal 
controls that they determine are necessary to ensure that the information is free from material misstatement, 
whether due to fraud or error.
Our Independence and Quality Control
We are independent of the Company as required by laws and regulations, and we have fulfilled our other ethical
responsibilities in accordance with the Code of Ethics for Professional Accountants issued by the International
Ethics Standards Board for Accountants. We apply the International Standard on Quality Control (ISQC 1) and
maintain a comprehensive system for quality control including documented policies and procedures that
complies with ethical requirements, professional standards and applicable legal and regulatory requirements.
Auditor’s Responsibilities
Our objective is to express a conclusion on the presentation of the Report based on the evidence we have
obtained. We conducted our work in accordance with the International Standard on Assurance Engagements
ISAE 3000 – “Assurance Engagements Other Than Audits or Reviews of Historical Financial Information”. This
standard requires us to plan and perform our procedures to obtain limited assurance about whether, in all
material respects, the Report is presented in accordance with the GRI Standards, GRI 1: Foundation 2021, and
to issue a limited assurance report. The nature, timing, and extent of the procedures selected depend on our
judgment, including an assessment of the risk of material misstatement, whether due to fraud or error.
Considering the risk of material misstatement, our work included analytical procedures, inquiries and interviews
with individuals responsible for the preparation of the Report, as well as a review on a sample basis of evidence
supporting the information in the Report. Our work did not include pocedures to test management assertions
about the effectiveness and completeness of the management’s systems and processes.
We believe that the evidence obtained is sufficient and appropriate to provide a basis for our limited assurance
conclusion.
Penneo Dokumentnøkkel: OTFU2-OV4E6-VL8AH-GSLTI-WM8EO-GXFBT
Limited assurance conclusion
Based on our work, nothing has come to our attention causing us not to believe that:
 
Atea ASA has applied procedures to identify, collect, compile and validate information for 2022 to be
included in the Report, as described in the Report.
 
Information presented for 2022 is consistent with data accumulated as a result of these procedures and
appropriately presented in the Report.
 
Atea ASA has applied a reporting practice for its GRI report aligned with the Global Reporting Initiative
(GRI) Standards’ reporting principles.
 
The Report fulfils the GRI Standards, GRI 1: Foundation 2021, or refers to information, on each of the
reported disclosures of the GRI Standards.
Oslo, 28. March 2023
RSM Norge AS
Marius Gjengstø
State Authorised Public Accountant
Penneo Dokumentnøkkel: OTFU2-OV4E6-VL8AH-GSLTI-WM8EO-GXFBT
Atea Sustainability Report 2022
Atea Sustainability Report 2022
44
44
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix
Appendix
Appendix  |  Auditors report
Appendix  |  Auditors report

Atea Sustainability Report 2022
45
  Contents    |    Context      Progress      Approach      Appendix 
This document is provided as is. Information and views expressed 
in this document may change without notice. You may copy and 
use this document for your internal reference process.
Consider the environment before printing this report.

2
0
2
2
 
A
r
t
b
o
x
 
R
e
p
o
r
t
 
7
3
1
)
Gmplar ofS  AloSCrigStou 2SCe9veS © Artbox AS 202E  
artbox.no
Holding
Atea ASA
Karvesvingen 5
Box 6472 Etterstad 
NO-0605 Oslo 
Tel: +47 22 09 50 00 
Org.no 920 237 126 
investor@atea.com
atea.com
Norway
Atea AS
Karvesvingen 5
Box 6472 Etterstad 
NO-0605 Oslo 
Tel: +47 22 09 50 00 
Org.no 976 239 997 
info@atea.no
atea.no
Sweden
Atea AB
Kronborgsgränd 1 
Box 18 
SE-164 93 Kista 
Tel: +46 (0)8 477 47 00 
Org.no 556448-0282 
info@atea.se
atea.se
Denmark
Atea A/S
Lautrupvang Street 6 
DK-2750 Ballerup 
Tel: +45 70 25 25 50 
Org.no 25511484 
info@atea.dk
atea.dk
Finland
Atea Oy
Rajatorpantie 8
FI-01600 Vantaa 
Tel: +358 (0)10 613 611 
Org.no 091 9156-0 
customercare@atea.fi
atea.fi
Lithuania
Atea UAB
J. Rutkausko Street 6 
LT-05132 Vilnius 
Tel: +370 5 239 7899 
Org.no 122 588 443
info@atea.lt
atea.lt
Latvia
Atea SIA
Unijas iela 15 
LV-1039 Riga 
Tel: +371 67 819050 
Org.no 40003312822 
info@atea.lv
atea.lv
Estonia
Atea AS
Järvevana tee 7b
EE-10112 Tallinn
Tel: +372 610 5920
Org.no 10088390
info@atea.ee
atea.ee
Group Logistics
Atea Logistics AB
Nylandavägen 8A 
Box 159 
SE-351 04 Växjö 
Tel: +46 (0)470 77 16 00 
Org.no 556354-4690 
customer.care@atea.se
Group Shared Services
Atea Global Services SIA
Mukusalas Street 15 
LV-1004 Riga 
Org.no 50203101431
AGS_info@atea.com
ateaglobal.com
Group Functions
Atea Group Functions A/S
Lautrupvang Street 6
DK-2750 Ballerup
Org.no 39097060 
info@atea.dk
AppXite
AppXite SIA
Matrozu Street 15 
LV-1048 Riga 
Org.no 40003843899 
info@appxite.com 
appxite.com
  Contents    |    Context      Progress      Approach      Appendix 
  Contents    |    Context      Progress      Approach      Appendix