Carbon Accounting Report

Total Page:16

File Type:pdf, Size:1020Kb

Carbon Accounting Report CARBON ACCOUNTING REPORT 13.05.2014 ATEA ASA REPORT: CARBON ACCOUNTING REPORT 2013 PROVIDED BY: CO2FOCUS Carbon accounting report Project Brief This project was commissioned to provide Atea Group an overview of the operations’ CO2 emissions. The report contains the carbon footprint with carbon indicators for Atea’s operations in 2013. The greenhouse gas emissions have been calculated according to the international standard, the Greenhouse Gas Protocol Initiative, including all consumption of fossil fuels for transportation and heating in premises, purchased electricity, air travel and waste. All greenhouse gas emissions are converted into CO2 equivalents. The report supports the group’s commitment to responsible operations locally and for the entire group. Project details Job Reference: Carbon Accounting Report 2013 The report draws on information provided by: Atea Group: Jacques Philip Christiansen Senior Business Developer Atea Norway: Marianne.Dahl.Treseng Quality & Environment Atea Denmark: Arne Jensen Facility Controller Atea Sweden: Andreas Rydell Quality & Environmental Manager Atea Sweden: Maria Lilja Quality & Environment Atea Logistics: Erik Fäldt Quality & Environmental Manager Atea Finland: Seppo Jalkanen Development Manager Atea The Baltics: Vilma Žitkienė Quality & Environmental Manager Report provided by CO2focus AS Prepared by: Claudia Villamor Advisor Approved by: Per Otto Larsen Head of Carbon Management Services Page 1 Carbon accounting report Table of contents Introduction ............................................................................................................................. 3 Method .................................................................................................................................... 3 Atea Norway ............................................................................................................................ 8 Atea Denmark .......................................................................................................................... 9 Atea Sweden .......................................................................................................................... 10 Atea Logistics ......................................................................................................................... 12 Atea Finland ........................................................................................................................... 13 Atea The Baltics ...................................................................................................................... 15 Reference ............................................................................................................................... 16 Page 2 Carbon accounting report Carbon accounting report 2 0 1 3 Introduction Environmental focus is an integrated part of Atea’s business strategy towards customers and within their own organization. The aim of this report is to get an overview of Atea’s greenhouse gas (GHG) emissions and to facilitate the identification of concrete measures in order to reduce their energy consumption and own GHG emissions. The data collection involve the commitment from employees from various group levels. The carbon footprint report for 2013 includes all of Atea’s operations in Norway, Denmark, Sweden, Finland and the Baltics. Method The carbon accounting gives a general overview of the company's greenhouse gas emissions, converted into CO2 -equivalents and it is based on reported data from internal and external systems. The analysis facilitates the identification of possible measures to reduce the energy consumption and thus also the overall carbon footprint. The carbon indicators facilitates monitoring of company activities, improvements and highlights areas of possible concern. The carbon accounting has been assessed using best practice standards and guidelines, such as the Greenhouse Gas Protocol. For electricity, national and regional emission factors have been calculated based on information from the International Energy Agency (IEA) and Energinet. Average emission factors for fossil fuels do not differ between locations, where factors from The UK Department for Environment, Food and Rural Affairs (DEFRA) have been applied. The international standard the Greenhouse Gas Protocol Initiative (GHG-protocol) is the most widely used accounting tool to manage greenhouse gas emissions. The tool was developed through a decade-long partnership between the World Resources Institute and the World Business Council for Sustainable Development. The protocol consists of two accounting standards ("corporate accounting and reporting" and "project accounting") explaining how to quantify and report greenhouse gas emissions. The Greenhouse Gas Protocol is working with businesses, governments, and environmental groups around the world and was in 2006 used as the basis for the ISO standard 14064-I: Specification with Guidance at the Organization Level for Quantification and Reporting of Greenhouse Gas Emissions and Removals. The methodology considers the six most important greenhouse gases: carbon dioxide (CO2), nitrous oxide (N2O), methane (CH4), hydrofluorocarbons (HFCs), perfluorocarbons (PFCs) and sulphur hexafluoride (SF6). These are converted into CO2 equivalents based on their global warming potential. Page 3 Carbon accounting report Scope 1: Direct emissions (mandatory reporting) This level comprises all direct emissions from company controlled sources, such as internal transport with company vehicles, own energy generation etc. For Atea Group, scope 1 includes the following: Fuel consumption: Petrol and diesel from reported mileage allowance and company cars. The fuel oil consumption was reported from stationary combustion in Norway. Natural gas: Stationary combustion in the Baltic’s premises. Scope 2: Indirect emissions (mandatory reporting) This level concerns all emissions from purchased energy, mainly electricity and district heating. The electricity CO2 emission factor is calculated from the Nordic electricity production mix, which is the emission factor used for Norway, Sweden and Finland. The emission factor for Denmark is given by Energinet. For the Baltics, statistics from the International Energy Agency has been applied. Purchase of green energy does not change the electricity emission factor due to the method chosen in the GHG-standard to calculate Atea Groups carbon emissions. The emission factor used to calculate district heating was provided by the district heating operator, and statistics from the International Energy Agency. Electricity: Actual and estimated electricity consumption includes all of Atea’s premises and the client related operations. District heating: Actual and estimated energy (kWh) consumption in Atea’s premises. Scope 3: Indirect emissions (voluntary reporting) While Scope 1 and 2 are mandatory according to the GHG protocol, emissions under Scope 3 are reported on a voluntary basis. Scope 3 comprises other indirect emissions from company activities originating from sources not controlled by the company, such as employee travels, emissions from sub-suppliers, end use of products or services and waste management. The Atea Group report includes air travel and waste management. Air travel: Air travel is reported as actual distance travel. For those companies reporting the number of flights to a predefined region; the number of flights are converted to travel kilometers. The 9 % up-lift factor is added to the distances to take into account non-direct routes. Waste: The waste figures are based on actual and estimated amount of waste. In order to reflect the new LCA standard (EN15804) a change was made in 2014 in the calculation method of emission factors for waste. The emission factors for waste have been revised according to the new method in the carbon accounting for the year 2011 and 2012. The emission factors now shows the total climate impact of waste treatment without including avoided emissions in other systems (next cycle). This means that the energy recovery from the incineration of waste for the production of district heating is not deducted from the emission factor of waste for incineration. Recycled waste fractions includes only a small transport component (collection of waste) while the material recycling and replacement of virgin materials takes place outside the system (by the actor who buy the recycled material). Page 4 Carbon accounting report FIGURE 1 REPORTING BOUNDARIES OF THE GREENHOUSE GAS PROTOCOL Page 5 Carbon accounting report Results Atea Group FIGURE 2 ATEA GROUP TOTAL CO2 EMISSIONS BY SOURCE OVER TIME Total emissions by source 2007-2013 (tCO2e) 14 000 12 000 10 000 8 000 6 000 ton CO2e ton 4 000 2 000 - 2007 2008 2009 2010 2011 2012 2013 Transport and fossil fuel 4 287 5 475 4 638 4 110 5 301 5 837 6 109 Electricity and district heating 4 486 4 490 4 831 4 833 4 505 4 179 4 347 Air travel 1 266 904 905 998 1 524 1 978 1 829 Waste 278 156 118 337 417 428 430 TABLE 1 CARBON INDICATORS ATEA GROUP Atea Group 2007 2012 2013 07/13 12/13 Totalt corporate CO2e: 10 318 12 421 12 716 23 % 2 % CO2e emissions per full time employee 2,6 2,1 2,1 -18 % 0 % CO2 emissios per revenue in MNOK 0,6 0,5 0,5 -22 % -5 % Atea evaluates its climate efforts by comparing the carbon emissions per employee and have a reduction target of 25% CO2 emissions per employee by 2015 compared with 2007 figures. Atea is 2 years’ from ending their target period, and have so far managed to reduce their emissions per
Recommended publications
  • Atea ASA Annual Report 2013 Content the Business the Board Board of Directors' Report Shareholder Info Atea Group Accounts Atea ASA Accounts Corp
    Atea ASA Annual Report 2013 Content The Business The Board Board of Directors' Report Shareholder Info Atea Group accounts Atea ASA accounts Corp. Gov. 2 /110 About Atea Atea is the leading Nordic and Baltic supplier of IT infrastructure, has 6,499 employees and is present in 84 cities in Norway, Sweden, Denmark, Finland, Lithuania, Latvia and Estonia. Atea delivers IT products from leading vendors and assist its customers with specialist competencies within IT infrastructure services. Atea is listed on Oslo Stock Exchange, under the ticker ATEA. Content Key Figures 3 CEO Comments 4 A market in convergence 6 Business overview Atea's products and services 10 Local presence and worldwide delivery capabilities 16 Segments 18 Corporate Social Responsibility 23 Presentation of the Board of Directors 28 6,499 7countries Board of Directors' Report 30 employees Shareholder Information 40 Financial statements and Notes Atea Group Financial Statements 44 Atea Group Financial Notes 48 Atea ASA Financial Statements 90 Atea ASA Financial Notes 94 Auditors' Report 104 Corporate Governance 105 84 offices 22.1 NOK billion Content The Business The Board Board of Directors' Report Shareholder Info Atea Group accounts Atea ASA accounts Corp. Gov. 3 /110 Key Figures | CEO Comments | Trends : Mobility | Cloud | IT as a service | Products and Services : Hardware | Software | Services | Segments : Norway | Sweden | Denmark | Finland | The Baltics | CSR | Contact us Key Figures Group 2009 – 2013 NOK in million 2009 2010 2011 2012 2013 Operating revenue 14, 588. 6 17, 131. 2 20, 227. 8 20, 930. 3 22, 095. 8 Contribution 3, 592. 1 4, 002. 2 4, 854.
    [Show full text]
  • Annual Report 2019
    Annual report 2019 DIGITAL TRANSFORMATION TOGETHER 2 /106 Content Key Figures 3 We are Atea 4 Letter from the CEO 7 Board of Directors' Report 2019 11 Members of the Board 20 Shareholder Information 22 Financial statements and Notes Atea Group Financial Statements 26 Atea Group Financial Notes 30 Atea ASA Financial Statements 83 Atea ASA Financial Notes 87 Auditors' Report 97 Corporate Governance 100 ATEA’S OFFICE LOCATIONS National office Regional office Key figures,Key figures,Keynøkkeltall figures, nøkkeltall nøkkeltall 2019 20192019 Content The Business Board of Directors' Report The Board Shareholder Info Atea Group accounts Atea ASA accounts Corporate Governance 3 /106 Key Figures | Atea in brief | Letter from the CEO | Contact us Key Figures Group 2015–2019 Revenue Revenue per country EBIT 2015–2019 (NOK in million) 2019 2015–2019 (NOK in million) 40,000 40,000 40,000 800 800 800 35,000 35,000 35,000 700 700 700 30,000 30,000 30,000 600 600 600 25,000 25,000 25,000 2015: 27,904 Sweden: 40 % 500 500 5002015: 514 20,000 20,000 20,000 2016: 31,188 Norway: 26 % 400 400 4002016: 677 15,000 15,000 15,000 300 300 300 2017: 32,438 Denmark: 22 % 2017: 799 10,000 10,000 10,000 200 200 200 2018: 34,708 Finland: 9 % 2018: 690 5,000 5,000 5,000 100 100 100 2019: 36,655 The Baltics: 3 % 2019: 747 0 0 0 0 0 0 15 16 17 18 1519 16 1715 1816 1917 18 19 15 16 17 18 1519 16 1715 1816 1917 18 19 Revenue, Konsern Revenue, KonsernRevenue, KonsernRevenue per country Revenue per countryRevenue per country EBIT, Konsern EBIT, Konsern EBIT, Konsern NOK in million
    [Show full text]
  • Version 1.0 - Published March 2020
    Version 1.0 - published March 2020 THE PLACE TO BE 3 THE PLACE TO BE OUR VISION Success is a story with many dimensions. As the number-one supplier of IT infrastructure in the Nordic and Baltic regions, we could simply tell you Atea’s story by focusing on our corporate size, market reach and consistent ability to deliver on our pledge to “Do not look to the achieve results in terms of revenue and profitability. On its own, that is an impressive story. ground for your next step; With 90 offices in seven European countries, staffed by over 7,500 professionals with a passion for what they do, our footprint on greatness lies with IT in the markets we serve is unmistakable. Our impact is lasting and significant. And the impression we leave with our customers, those who look to vendors and shareholders is indelibly positive. Understanding this journey is how you get to know the reasons behind our ongoing the horizon.” success, why we do what we do as a business and why—remaining true to a wise Norwegian proverb—our focus remains fixed on —Norwegian Proverb the horizon. THE PLACE TO BE 4 HISTORY AND CULTURE HAND IN HAND Trusting people to make decisions on the ground and knowing that Founded in 1968, modern-day Atea began in 2006 with the merger As Sønsteby explains: “We wanted to build Atea with as few rules the company will stand by those decisions—it’s a choice that delivers of the leading IT infrastructure providers in Norway, Sweden, as possible, adhering to a structure while letting culture thrive.
    [Show full text]
  • Atea Chose Vmware Socialcast to Support Bold New Business Targets and Connect 6,500 Employees Across the Nordic Region
    VMWARE CASE STUDY Atea chose VMware Socialcast to support bold new business targets and connect 6,500 employees across the Nordic region CUSTOMER The implementation of SocialCast supports Atea’s aggressive Atea growth strategy by making sure that their 6,500 employees can easily connect and learn, leveraging not only people skills WEB SITE but the organisation as a whole. It no longer matters which www.atea.com of the seven countries the employees are based or on what INDUSTRY device they chose to work on. Distributor/IT infrastructure Atea is the leading Nordic and Baltic supplier of IT infrastructure with approximately services 6,500 employees. Atea is present in 82 cities in Norway, Sweden, Denmark, Finland, Lithuania, Latvia and Estonia. Atea delivers IT products from leading vendors and assist LOCATION its customers with specialist competencies within IT infrastructure services. Atea had 82 locations in Norway, revenue of approximately NOK 21 billion (USD 3 billion) in 2012 and is listed on Oslo Stock Exchange. Sweden, Denmark, Finland, Lithuania, Latvia and Estonia The Challenge team realized the need to utilize each Headquarter in Oslo, Norway person’s skills and leverage this power Nordic distributor Atea, headquartered across the whole of the organization. in Oslo, Norway, has expanded very KEY CHALLENGES rapidly over recent years. Their policy, “We identifi ed the need for employees • To support the rapid growth until now, has always been to let each to reach out, talk to and learn from of the company spread country manage their own business colleagues, regardless of where they are. across 82 locations within a standard strategic framework.
    [Show full text]
  • Tech Trend Radar 2020
    Image: Deloitte Digital Studios Tech Trend Radar 2020 . Contact Munich Re: Contact ERGO: Martin Thormaehlen Roland Braun Lead Architect Digital Business Models ERGO IT Strategy Tel +49 89 3891-6957 [email protected] . Tech Trend Radar 2020 Introduction The Tech Trend Radar 2020 provides information about technology-driven trends in 2020 that are relevant to Munich Re, ERGO and the global insurance sector. It is a collaborative initiative by Munich Re Business Technology and ERGO IT Strategy. The Tech Trend Radar 2020 aims to sharpen awareness, provoke discussion and initiate new business opportunities that appeal to all insurance clients and units within the Munich Re Group. Furthermore, there is a strong alignment with Business Units and Strategic Units within the Munich Re Group. In cooperation with PA Consulting Group and the Institute of Electronic Business, future trends have been gathered, aggregated and rated in order to provide a comprehensive view of technology trends, their maturity and relevance for the Munich Re Group and the insurance industry. Munich Re | ERGO Tech Trend Radar 2020 2 . Tech Trend Radar 2020 Foreword We’re just getting warmed up! Be prepared for uncertainty The current pandemic has exposed the need for rapid technical The last decade made one thing clear: Technology is everywhere development. The development is being driven by an enormous and it has an impact on us all. Disruptive technology such as push to support the global economy. Several tech trends are Cloud Edge supports large amounts of data handling for moving towards the “trial” or even “adopt” Radar phase more insurance underwriting and claims processes while 5G will lay rapidly than projected to address the situation.
    [Show full text]
  • Gigacampus 2006-2009 Final Report
    GigaCampus 2006-2009 Final Report Produced by UNINETT Author: Vidar Faltinsen March 2010 © Original version UNINETT 2010. © English translation TERENA 2010. All rights reserved. Parts of the report may be freely copied, unaltered, provided that the original source is acknowledged and copyright preserved. The translation of this report has received funding from the European Community’s Seventh Framework Programme (FP7/2007- 2013) under grant agreement n°238875, relating to the project ‘Multi-Gigabit European Research and Education Network and Associated Services (GN3)’. Table of contents 1.Introduction 2 1.1 Organisation 2 1.2 Distribution of information 3 2. Vision, main objective and areas of involvement 3 3. Results and achievement of objectives 4 3.1 Raising the level of expertise through work groups and seminars 4 3.2 Joint recommendations (UFS documents) 5 3.3 Expedient purchasing co-operation 5 3.4 Investment support 5 3.5 Physical infrastructure 6 3.6 Campus networks 6 3.7 Mobility 6 3.8 Person-to-person communication 7 3.9 AV and multimedia 7 3.10 Security 7 3.11 Operational tools and quality assessments 8 4. Evaluation 9 4.1 Assessment of profitability 9 4.2 Feedback from universities and colleges 9 4.3 Experience 10 4.4 Enviromental benefits 10 5. The future 11 5.1 Campus activity will become a regular part of UNINETT’s business activities 11 5.2 European continuation through GEANT3 12 5.3 eCampus will carry on the good work 12 References 13 Attachments 14 A: GigaCampus information activities 14 B: GigaCampus seminars 15 C: GigaCampus work groups and UFS documents 17 D: Signed purchase agreements 19 E: Investment Support Projects 21 F: Availability of toolboxes and measurement beacons 23 1 1.
    [Show full text]
  • The Role of Institutions and Policy in Knowledge Sector Development: an Assessment of the Danish and Norwegian Information Communication Technology Sectors
    University of Denver Digital Commons @ DU Electronic Theses and Dissertations Graduate Studies 1-1-2015 The Role of Institutions and Policy in Knowledge Sector Development: An Assessment of the Danish and Norwegian Information Communication Technology Sectors Keith M. Gehring University of Denver Follow this and additional works at: https://digitalcommons.du.edu/etd Part of the International Relations Commons Recommended Citation Gehring, Keith M., "The Role of Institutions and Policy in Knowledge Sector Development: An Assessment of the Danish and Norwegian Information Communication Technology Sectors" (2015). Electronic Theses and Dissertations. 1086. https://digitalcommons.du.edu/etd/1086 This Dissertation is brought to you for free and open access by the Graduate Studies at Digital Commons @ DU. It has been accepted for inclusion in Electronic Theses and Dissertations by an authorized administrator of Digital Commons @ DU. For more information, please contact [email protected],[email protected]. THE ROLE OF INSTITUTIONS AND POLICY IN KNOWLEDGE SECTOR DEVELOPMENT: AN ASSESSMENT OF THE DANISH AND NORWEGIAN INFORMATION COMMUNICATION TECHNOLOGY SECTORS __________ A Dissertation Presented to the Faculty of the Josef Korbel School of International Studies University of Denver __________ In Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy __________ by Keith M. Gehring November 2015 Advisor: Professor Martin Rhodes Author: Keith M. Gehring Title: THE ROLE OF INSTITUTIONS AND POLICY IN KNOWLEDGE SECTOR DEVELOPMENT: AN ASSESSMENT OF THE DANISH AND NORWEGIAN INFORMATION COMMUNICATION TECHNOLOGY SECTORS Advisor: Professor Martin Rhodes Degree Date: November 2015 ABSTRACT The Nordic economies of Denmark, Finland, Norway, and Sweden outperform on average nearly ever OECD country in the share of value added stemming from the information and communication technology (ICT) sector.
    [Show full text]
  • Corporate Responsibility & Sustainability Report 2020
    Corporate Responsibility & Sustainability Report 2020 RESOLUTE CONTEXT APPROACH PROGRESS RESPONSIBLE SOURCING AHEAD DATA 2 /41 1) CONTEXT Message from the CEO 4 About Atea 5 What this report is about Highlights 7 This is Atea’s annual Corporate Social Responsibility (CSR) report. It identifies the 2) APPROACH sustainability and responsible business-development initiatives our company undertook Governance 10 throughout 2020. This document is also a progress report, presenting our performance in Stakeholder dialogue and Materiality Assessment 14 relation to Atea’s 2030 plan and the targets we have set for ourselves. The report shows Process overview of the Atea Sustainability Focus 17 how we look at the complete value chain in our operation, including how social, ethical Sustainable Development Goals 19 and environmental risks are managed. Our sustainability report covers the entire Atea Group. All data and activities reported occurred between January 1, 2020 and December 31, 2020, unless stated otherwise. Atea reports according to GRI Standards, Level Core and 3) PROGRESS the criteria as set by UN Global Compact. In addition, we have integrated the Sustainable The 2030 plan 21 Development Goals (SDGs) in this report. 1:1 22 50% 23 TP2B 24 1M+ 25 100:1 26 4) RESPONSIBLE SOURCING A responsible supply chain 28 Risk assessment 30 5) AHEAD 6) DATA GRI content index 34 Communication on progress 38 Key figures group (2016-2020) 39 ATEA CORPORATE SUSTAINABILITY REPORT 2020 CONTEXT APPROACH PROGRESS RESPONSIBLE SOURCING AHEAD DATA 3 /41 Message from the CEO 4 About Atea 5 CONTEXT Highlights 7 ATEA CORPORATE SUSTAINABILITY REPORT 2020 CONTEXT APPROACH PROGRESS RESPONSIBLE SOURCING AHEAD DATA 4 /41 Message from the CEO Among the many lessons learned from today’s global pandemic is that humanity’s choices today determine our future out- comes.
    [Show full text]
  • Höganäs Borgestad AB
    Business challenge Höganäs Borgestad has operations in multiple countries. To raise efficiency and maintain exceptional quality, the organization set out to create a cross-group, centralized IT infrastructure. Transformation Working with Atea Sverige AB, Höganäs Borgestad deployed IBM® FlashSystem® storage to support a new virtualized IT landscape, addressing the data demands of a diverse range of applications. Business benefits: “FlashSystem provides Höganäs Borgestad AB access to data twice as Doubled fast as before, which storage performance, Building on a global means business users can helping Höganäs Borgestad react sooner to customer respond faster to customers reputation for excellence requests. By getting high-quality refractory with powerful, centralized solutions to customers 90% quickly, we contribute to cost saving compared to their competitive edge.” competing offerings with IT infrastructure Jonas Dahlgren equivalent performance Höganäs Borgestad AB (external link) is a leading developer, manufacturer CIO and provider of refractory products, installations, and turnkey solutions. Headquartered in Sweden, the Höganäs Borgestad group also has operations Höganäs Borgestad AB 2x in Norway and Finland and sales offices in Cyprus and Malaysia. growth in company size could be accommodated by existing storage landscape Share this Delivering precision “IBM FlashSystem 5000 provides the same performance as systems from other vendors that are ten Refractory materials are resistant to times the price! It packs a lot of decomposition by heat, pressure, and punch into a small footprint.” chemical attack, and retain their strength and form at high temperatures. Industries Jonas Dahlgren, CIO, Höganäs Borgestad AB including steel production and cement manufacturing depend on meticulously produced refractory materials to build production lines that can withstand Powering extreme conditions and keep workers safe.
    [Show full text]
  • Code of Conduct for More Information – Go to Atea.Com/Trust
    CODE OF CONDUCT FOR MORE INFORMATION – GO TO ATEA.COM/TRUST Version 1.8 - published Oct 2019 ATEA CODE OF CONDUCT 2 LETTER FROM THE CEO: THE FOUNDATION OF OUR BUSINESS IS TRUST Atea is a leading provider of information technology, with a clear relationships with our customers and technology partners. They vision and mission for success. Our company was founded in 1968, conduct themselves with the highest standards of integrity and at the start of the information technology revolution. Today we have respect for others. expanded to over 7,000 employees across 87 cities in the Nordic and Baltic regions, and continue to break new growth records The nature of our business means that Atea is a highly visible every year. company and is held accountable for the actions and decisions of every employee. For this reason, our continued success is dependent Our vision for Atea is to be “The Place to Be” – a center of gravity on all employees following a strong code of ethical and professional for IT professionals where customers, employees and partners conduct. Steinar Sønsteby collaborate on the most important IT challenges in our region. CEO In short – the foundation of Atea’s business is trust. Our mission is to “Build the Future with IT”. We believe that infor- mation technology, combined with knowledge and creativity, can Trust at Atea covers a wide area of behavior. Trust means that we transform productivity and living standards across society. It is with are open and honest in how we communicate, but maintain privacy this purpose that we set out to build a company to be the market and confidentiality when the situation requires.
    [Show full text]
  • View Annual Report 2018
    AnnualAnnual reportreport 20182018 EMBARKING ON A DIGITAL JOURNEY Content The Business Board of Directors' Report The Board Shareholder Info Atea Group accounts Atea ASA accounts Corporate Governance 2 /102 Content Key Figures 3 Letter from the CEO 7 Report from the Board of Directors 15 Members of the Board 23 Shareholder Information 25 Financial statements and Notes Atea Group Financial Statements 29 Atea Group Financial Notes 34 Atea ASA Financial Statements 79 Atea ASA Financial Notes 83 Auditors' Report 93 Corporate Governance 96 ATEA’S OFFICE LOCATIONS National office Regional office Content The Business Board of Directors' Report The Board Shareholder Info Atea Group accounts Atea ASA accounts Corporate Governance 3 /102 Key Figures | Atea in brief | Letter from the CEO | Contact us Key Figures Group 2014–2018 NOK in million (unless stated otherwise) 2014 2015 2016 2017 2018 Revenue 24,588 27,904 31,188 32,438 34,709 Gross profit 5,717 6,403 6,939 7,218 7,536 Gross margin (%) 23.3 22.9 22.2 22.3 21.7 Operating profit (EBIT) 584 514 677 799 690 EBIT-margin (%) 2.4 1.8 2.2 2.5 2.0 Earnings per share (NOK) 4.14 3.76 4.87 5.10 4.33 KeyKey figures, figures,Key Dilutednøkkeltall earningsfigures,nøkkeltall per share (NOK) nøkkeltall 4.10 3.71 4.80 5.00 4.26 Dividend per share (NOK) 6.00 6.50 6.50 6.50 6.50 20182018 2018Net financial position -829 -750 -350 102 -17 Cash flow from operations 959 1,287 1,404 1,238 946 Liquidity reserve 1,628 1,573 2,362 3,065 2,655 Equity ratio (%) 28.1 25.3 23.8 22.6 21.9 Number of full-time employees at
    [Show full text]
  • Corporate Sustainability & Responsibility Report 2019
    Corporate Sustainability & Responsibility Report 2019 TRANSFORMATION TOGETHER CONTEXT HIGHLIGHTS AND FACTS SETTING THE STAGE ACHIEVING RESULTS TOGETHER DATA 2 /63 In this report 1) CONTEXT A letter from the CEO 4 What this report is about About Atea 5 A message from Atea’s Director of Corporate Responsibility 6 This is Atea’s Corporate Social Responsibility (CSR) report. The fourth in an annual series, it identifies 2) HIGHLIGHTS AND FACTS the sustainability and responsible business-development initiatives our company undertook throughout Highlights 8 2019. In addition to presenting various initiatives, the report also describes the impact of Atea’s operations Summarizing the decade 9 on society and the environment. The report should give a fair and just presentation of the business. Company facts 10 The report also shows how we look at the complete value chain in our operation, including how social, ethical and environmental risks are managed. 3) SETTING THE STAGE Our CSR report covers the entire Atea Group. All data and activities reported occurred between January 1, Dialogue with stakeholders 12 2019 and December 31, 2019, unless stated otherwise. Atea reports according to GRI Standards, Engaging our Materiality Assessment 13 Level Core and the criteria as set by UN Global Compact. In addition, we have also integrated the Action based on internationally recognized goals 15 Sustainable Development Goals (SDGs) in this report. How Atea’s SDG-focused activities are organized 16 4) ACHIEVING RESULTS TOGETHER Society 19 People 23 Environment
    [Show full text]