Atea „r 52+4 EN

Atea Annual Report 2002
Being one step ahead, is having
tomorrow’s thinking in mind,
already the day before.

Atea is the Nordic countries’ leading company for advisement, sales,
distribution and integration of IT-products and infrastructure.
The business concept is to simplify and rationalise customers’
management of IT-products throughout the life cycle.
Through the Atea Value Chain, Atea offers an overall concept
for IT-product supply. The value chain covers everything from
analysis and advisement, deliveries and installation to recycling
or discarding of worn-out IT-products. In short, the entire life
cycle of a company’s IT-products.
Giving someone else responsibility for your IT-product supply
leaves you time for other things, e.g. developing your own business,
both now and in future.
Atea calls this tomorrow’s IT-thinking.

Contents
The year in brief, report dates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3
Managing director’s comments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
Vision, targets and strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
Torben Larsen, Carlsberg . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8
The market and the outside world . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10
Atea’s role . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
Business areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Tor Håvard Sekse, Aker Kværner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
Atea Value Chain . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
Collaborating partners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18
Rune Lidman, Swedish National Rail Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
Distribution and logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22
Branding and marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24
Jarmo Mikkonen, Securitas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26
Organisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28
Atea Denmark . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30
Atea Finland . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32
Atea Norway . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
Atea Sweden . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36
Board . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38
Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40
Directors’ report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42
Profit/loss statement and balance sheet, cash-flow analysis – group . . . . . . . . . . . . . .44
Profit/loss statement and balance sheet – parent company . . . . . . . . . . . . . . . . . . . . . . . . . . . .46
Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47
Auditor’s report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . III
Production: Atea and lydeking.stockholm, 2003. Translation: Interlingua. Printing: Alfa Print, 2003.
Retouching: RGB. Portrait photography: Johan Olsson. Background photography: Kasper Thye.
2

Turnover and profit/loss
Atea’s turnover for the whole year was SEK 6,061 (6,013) million. The profit before
tax was SEK 64.9 million (comparison not available*). For the fourth quarter of
2002 the profit before tax was SEK 20.5 (19.3) million.
Despite a general decline in the market, Atea’s turnover and profit/loss for the
whole year improved compared with the previous year.
Financial position
The balance-sheet total was SEK 1,676 (1,887) million. The improvement is the
result of decreased binding of capital in stock and a decrease in trade debtors.
Solidity was 26% (21%) – an improvement of 5 percentage units.
Representation and staff
Atea has business in Denmark, Finland, Norway and Sweden. The average number
of staff was 692 (711), of whom 195 (213) are women.
Owners
At the end of 2000 WM-data decided to focus on the business which currently goes
under the name Atea under its own brand. In April 2001 Atea was introduced in
the Nordic countries, and during the year WM-data sold 48.8% of Atea to the
international venture-capital company 3i. Atea’s management acquired 2.4%.
WM-data kept 48.8%. From 1 October 2001 Atea has had its own legal operations
in all four countries, as well as jointly, in the parent company Atea Holding AB.
* The Atea group (Atea Holding AB) was legally formed on 28.09.2001. The 2001 financial year thus only comprised
3 months.
Report dates
These are the days Atea intends to release financial information on the 2003 financial
year.
Interim report Q1 Thursday 15 May 2003
Interim report Q2 Thursday 14 August 2003
Interim report Q3 Thursday 13 November 2003
Whole-year report 2003 Thursday 12 February 2004
Annual report 2003 April 2004
3
The year in brief, report dates, contents
The year in brief
2002 was the first complete financial year in
Atea’s history. The result was affected by the
poor state of the market, but despite this it
was satisfactory.
During the year the emphasis has been on
developing the business platform Atea Value
Chain and other products and services, especially
within the area Analysis & Advisement.
In 2002 Atea also began heavy investment in
infrastructure.
2002 was a very successful year within
the business area Home PCs, especially in
Sweden and Norway, where favourable tax
regulations made it possible for the companies
to offer their staff IT-equipment for the
home without benefit taxation.
In all countries Atea also recorded major
growth in the business area Public Sector.
Customers in the Public Sector can see the
possibility of both rationalising their processes
and lowering their IT-costs using Atea’s services.
During 2002 Atea also secured its market
leadership in the field of Licence
Management, and now has nearly 25% of
Microsoft’s turnover in the Nordic countries.

Thomas Keifer, CEO

For 2002 Atea shows a positive result of nearly SEK
65 million before tax. This is not in line with original
expectations, but despite everything it creates some
freedom and the possibility of continuing businessdevelopment
work.
CHALLENGING YEAR FOR THE ENTIRE INDUSTRY
2002 has been challenging for the entire IT-industry,
to say the least. It was predicted that the end of 2002
would be characterised by a degree of recovery and
a renewed will to invest, but instead of growth during
the second half of 2002, the market continued to
be weak. Sales of Home PCs in Sweden and Norway
have contributed to the positive result.
During 2002 Home PCs have been an important
part of Swedish business. Atea Sweden has supplied
around 55,000 computers to our customers’ staff.
Norway, too, has a favourable tax system for Home
PCs, and there too Atea has increased its market
share in this area.
CONTINUED RESTRAINT
The target group is the 300 or so biggest companies
and organisations in the Nordic countries in question.
This part of the market has been particularly
restrained in its investments in IT-products during
the year. Many companies have chosen to extend
the product’s life span by up to 12 months, thus postponing
their investments.
In 2002 Atea has constantly tried to adapt the
organisation to the changed market conditions.
During the year we have also worked on consolidating
our market position in our target group, as a
company and a brand. As a result of this work Atea
A challenging first year for Atea
has gained many new and important customers,
incl. the Danish Armed Forces, the Finnish Ministry
of Trade, the Norwegian Post Office and Skanska in
Sweden.
The business concept of the Atea Value Chain,
combined with the market-leading makes such as
HP, IBM, Fujitsu Siemens, Microsoft and Dell, has
borne fruit. The role as an independent adviser and
service and logistics partner has been valued by more
and more major customers.
INCREASED FOCUS ON COST AND FUNCTION
The market, formerly driven hard by technical shifts,
has significantly matured. Now, especially in Atea’s
segment, it is governed by a balance between good
function and correct cost.
Much is said about Total Cost of Buying (TCB)
and Total Cost of Ownership (TCO). Both concepts
are gaining an increasingly central role in decisions on
purchase of IT-products, and cover even more complex
products such as servers and storage products.
During 2002 Atea invested in skills consolidation in the
field of servers and storage products, in order to better
meet customers’ needs. This facilitates a greater
overall grip on all infrastructure products.
A BROADER OFFERING
In 2001 and 2002, when many companies’ finances
were strained, interest in recycling services increased.
It is mainly the possibility of recycling equipment in
new departments and workplaces, or amongst new
staff, that has contributed to this great interest.
The recycling service gives customers the opportunity
to securely delete all sensitive information
5
Managing director’s comments
Atea has been operating as an independent group for just over a year, and we can now present our
first twelve-month annual accounts. Thanks to committed staff in our four Nordic subsidiaries, Atea
has got off to a good start and can summarise 2002 as a tough but profitable year.
from hard disks so the equipment can be sold or
recycled.
THE NORDIC COUNTRIES – ONE MARKET
During 2001 and above all 2002 Atea has seen
changed purchasing behaviour in the market for ITproducts.
A number of major Nordic companies have
chosen to centralise the purchasing function on a
Nordic basis. They thus choose to work with a partner
who can manage the Nordic market as an entity.
Centralisation increases standardisation, which in turn
considerably lowers purchase and ownership costs.
Atea is established in the four Nordic countries, and
the sales organisation is also used to dealing with
Nordic customers. These companies thus see Atea as
a strong alternative.
So as to be able to cope with further changes in the
market, in 2003 Atea will be installing a new ERP
(Enterprise Resource Planning) system in Denmark
and Finland – the same system as is currently used in
Sweden and Norway. This will provide even better
possibilities of coordinating purchases and logistics
in future. In addition, in the longer term it will lower
IT-development costs.
2003 – AT LEAST AS TOUGH AS 2002
The challenges experienced in 2002 will continue in
2003. In its December report the Swedish Institute
of Economic Research writes about the state of the
international market: “Recovery is slow, however,
and it is estimated that utilisation of resources will
not rise until the beginning of 2004.”
This will of course also affect Atea. Amongst other
things, it will create more stringent cost-control and

Vision, targets and strategy
efficiency requirements, without jeopardising the
stringent quality and precision requirements.
During 2002 the Swedish PC market has been kept
afloat by strong Home-PC sales. This market is to
some extent saturated, and sales in this area will thus
be weaker in 2003. Home PCs in Sweden represents
over 10% of total Nordic PC volumes.
Overall, Atea believes that 2003, like 2002, will be a
year involving a number of eliminations and structural
deals in the industry, amongst both resellers and distributors.
Many players will try to find advantages of
Vision – best in Europe
Atea’s vision is to become the best
overall supplier of IT-products in
Europe.
The vision expresses the will and
ambition to be perceived as the
foremost player in the IT-industry.
This means that in a comparison
Atea will have the highest share of
satisfied customers and staff on
the market. The suppliers will perceive
Atea to be the foremost player
in the industry in which Atea
operates. Atea will also have better
profitability and growth than the
competitors.
scale by centralising certain parts of their business.
Atea’s business concept means simplifying and
rationalising the customers’ handling of IT-products
throughout the life cycle. This means helping customers
lower their IT-costs – something which will
continue to be a very important issue for most major
companies and organisations.
After several years of restraint regarding investments
in IT, Atea also sees a pent-up need to replace
or upgrade existing IT-infrastructure.
Overall, this means that despite everything Atea
Business concept – simplification
and rationalisation
Atea’s business concept is to simplify and rationalise
customers’ handling of IT-products throughout the
life cycle.
With a basis of expertise and experience Atea can
perform analyses and give good advice about choosing
IT-platforms, products and services as part of the Atea
Value Chain concept. This means efficiency of everything
from Analysis & Advisement, the ordering
function Atea WebDirect and our well-developed
logistics function, through to recycling of worn-out
products. Atea is currently the predominant player
on the Nordic market as far as this collective responsibility
is concerned. Smooth and efficient handling
of customers’ IT-products throughout their life cycle
is Atea’s most important task.
Thanks to extensive logistical ability, in-depth
knowledge of IT-products and infrastructure, an efficient
sales organisation and well-developed service
and support services, Atea can cost-effectively handle
large volumes of IT-products for its customers.
6
believes that after two very difficult years there will
be something of an upturn in the market in 2003 to
create growth in 2004.
Stockholm, March 2003
Thomas Keifer
CEO
Targets
– Profitability objective Atea shall achieve the best
profitability in the industry. Profitability shall always
meet the owners' yield requirements.
– Marketing objective Atea shall be the first choice
for customers and partners. We shall be the market
leader and shall have the highest market share and
growth in every market.
– Human resource objective Atea shall have the best
employees in the industry.
– Efficiency objective Atea shall have the best efficiency
in the industry based on superior cost efficiency
throughout the value chain and in all processes.
– Quality objective Atea shall provide a high and stable
quality at the lowest overall cost.
– Environmental objective Atea shall be the industry
leader on environmental issues.

Basic values
Atea’s starting point is a positive approach to people,
whereby work must be characterised by simplicity,
humility and profitability. Everything Atea does
must lead to customer benefit. The will to constantly
improve is characterised by involvement and commitment.
The fundamental values are precision,
responsibility and development.
PRECISION
– because customers appreciate delivery of the right
product in the right place at the right time. In the
long term this means quality, delivery reliability,
availability and clarity must characterise all Atea’s
commitments.
Overall strategy –
closeness to the
customer and operational
superiority
Atea’s overall strategy is to achieve
operational superiority through efficient
solutions and logistics, which
will enable us to offer and supply
IT-products at the lowest total cost
on the market.
By focusing on building close
relationships with 300 major companies
and organisations in each
Nordic country and helping them to
streamline their IT-product management
activities through Atea
Value Chain, Atea will become the
market leader, both overall and on
the individual markets.
Tailored
solutions
RESPONSIBILITY
– because customers want Atea to take clear and
active responsibility over a long period. This means
that in all situations and with regard to all interested
parties, Atea must act honestly, respectfully, reliably
and openly.
DEVELOPMENT
– because Atea must follow and lead developments in
order to be able to offer customers the right products
and the right services. This applies not just to Atea’s
own operations and staff but of course also to customers
and partners, through contributions towards
development of their operations and business
models.
Product leadership,
strategy
Operational advantages,
volume and efficiency
Atea offers many operational advantages, including efficiency,
delivery quality and a low total cost through volume management.
7
Vision, mål och strategi
The owners: Atea an interesting investment
WM-data’s view of Atea
WM-data is a leading supplier of value-added IT-services.
The group’s turnover is around SEK 7,000 million,
and the number of staff around 6,500. WM-data’s
business concept is to supply ‘customer benefit
through complete IT-related services’. This means WMdata
offers solutions throughout the field of IT. WM-data
owns 48.8% of Atea. Rickard Petri, CFO, WM-data:
“WM-data sees its ownership of Atea above all as a
financial investment, but there are also business synergies.
As an owner we take a long-term view. We are
convinced that Atea’s very strong position on the market
will create a good yield over time. Between 1995
and 97 WM-data acquired the businesses which now
form part of Atea. The businesses consolidated WMdata’s
overall position. The decision to sell Atea was
part of the concentration and emphasis on higher
value-added services within WM-data.”
3i’s view of Atea
The international private-equity company 3i Group plc
(3i) and its group companies offer the capital, knowledge
and contacts needed to create and develop
companies. The focus is on companies with growth
potential and strong leadership. Since 3i was founded,
it has invested over SEK 200 billion (including parallelinvestment
funds). 3i owns 48.8% of Atea. Mattias
Eklund, Investment Director, 3i Nordic plc:
“Despite great uncertainty on the market and
restraint in IT-investments, Atea records a strong year
2002. Atea’s good results, given the market conditions,
are proof of the strength of the company’s business
concept, Nordic organisation and market position. The
industry in which Atea operates is experiencing great
structural transformation. With the support of its owners,
Atea will be one of the leading forces in this transformation
in the Nordic countries.”

Customer case
IT in wet and dry
Their humble yet cocky slogan is ‘Probably the best beer in the world’. Be that as it may, Carlsberg
is one of the world’s strongest brands. However, in future it will no longer suffice just to make good
beer. Even more efficient IT-solutions must now contribute towards continued success. Atea has
thus been chosen as a collaborating partner.
Denmark is Carlsberg’s domestic market, and now has
nearly 60% of the overall market. In 2001 Orkla’s
brewery business was merged with Carlsberg to form
a new, more customer-oriented business. The biggest
brand is Carlsberg Pilsner, but they also have strong
brands like Tuborg. They also collaborate with
Coca Cola in Denmark.
The head office is in Denmark. There are now
around 3,000 proud staff, 60 of whom work on ITsystems
and their operation.
Torben Larsen is the IT-manager at Carlsberg in
Denmark, and has been involved in the development
work with Atea.
“One of the objectives has been to improve collaboration
between the different countries,” says Torben.
“But even though an improvement has already been
noticed, the IT-solutions must of course be constantly
developed.”
DENMARK IN THE STARTING BLOCKS
Denmark is the country at the forefront of development
work regarding standardisation and implementation,
and the other Nordic countries follow in
close succession. The synergic effects obtained through
the IT-solutions give Carlsberg major advantages –
time, energy and money are saved. But it is not just
the collaboration between the different offices which
must improve in future.
“In pace with technical developments we of course
always place enormous emphasis on security,”
Torben explains. “This perhaps applies above all to
the operational side, though informational security
is naturally important.”
INNOVATION THROUGH IT
Even if Carlsberg maintains its traditions and old
well-known products, they also try to be a step ahead
in all types of context. “We will always strive to be
innovative and far ahead in terms of development,
with regard to drinks and other matters, e.g. our ITsolutions,”
Torben says emphatically. “The IT-systems
do play a big role in this context, as good communication
simplifies our daily work internally and externally.
Efficient IT-solutions will most certainly contribute
to our future success.”
‘NEAREST AND DEAREST’
According to Torben, the most important thing is a
8
good balance between close collaboration and reasonable
prices. “Atea has reasonably priced products
and services, and we have a close and well-functioning
dialogue, which feels secure. Atea takes care of what
it’s best at, so we at Carlsberg can rest assured and
do what we’re best at.”
Being kind to the environment is of course also of
the greatest importance to the brewery. “We are very
environmentally aware with all our products,” says
Torben. “Worn-out computer equipment is sold on
to brokers.”
Brief information
Name: Torben Larsen
Age: 40
Family: Cohabiter
Leisure time: A little golf now and then. Like to spend
free time in France. Cannes and Nice are two of my
favourite travel destinations.
Computer interests: “Well, I pretty much get enough of
IT and computers in the daytime,” Torben laughs.

Torben Larsen, IT-manager Carlsberg DK / Finance manager Carlsberg SE

The market and the outside world
Atea operates in what is traditionally called the PC
industry in the Nordic countries – an industry which
currently does not just cover PC products but also
UNIX, storage, mobility and communication products,
plus various types of peripheral service.
PCs have developed from being independent personal
tools to encompassing everything from palmtops
– also known as PDAs – to complex servers which
make up the heart of the local (LAN) and global
(WAN) networks.
The products’ life spans as tools for work vary,
but a rule of thumb is that a desktop workplace and
servers are replaced about every three years and a
laptop workplace about every other year.
This means that over time the PC industry in the
Nordic countries is quite predictable, even if, at quite
an early stage, it is in the short term affected by fluctuations
in the economy. A scenario such as this has
been clearly seen in 2001 and 2002, when many customers
extended the life span of parts of their ITequipment,
above all desktop computers.
Sales on the Nordic market for PCs (Intel-based
Units
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
Strong position on market in flux
The market on which Atea operates is in great flux – chiefly driven by the customers and their need
for cost-effective handling of IT-products and rationalisation of flows. As the market leader on the
Nordic IT-product market, Atea is well positioned to handle customers’ expectations.
desktops, laptops and servers) totalled around 2.8
million units in 2002. The forecast for 2003 points to
sales of around 2.7–2.8 million units. The total market
for PCs and PC-related products in the Nordic
countries has been valued at around SEK 70 billion.
INCREASED MARKET SHARES
Atea is focusing on a selected part of the business-tobusiness
(B2B) market: 300 major companies and
organisations in each country. The total B2B market
in the Nordic countries is 1.9 million units, i.e. around
65–70% of the total market. During 2002 Atea supplied
around 140,000 units within the segment, which
means a market share of around 7.5%. But Atea’s
market share in the focus target group (300 major
companies and organisations in each Nordic country)
is much higher – around 20%.
During 2002 Atea supplied a large number of
Home PCs in Sweden and Norway – nearly 60,000.
These are not included in the market-share figures
above, even if it is a matter of supplying the major
customers’ staff with computers for home use.
Number of units sold – Nordic countries 1996–2003
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003p
10
Another focus area for many years has been software
and licences from major suppliers, above all
Microsoft, but also IBM/Lotus, Novell, Citrix,
Adobe and various items of security software.
During 2002 Atea has taken many market shares,
and now has around 25% of Microsoft’s sales in
Denmark, Finland and Sweden. In Norway the share
is so far somewhat lower. Atea is the clear market
leader in the Nordic countries, partly thanks to a welldeveloped
concept for the actual licence management,
and partly thanks to its expertise as an advisor
when choosing the right product for various types of
infrastructure solution.
In 2002 too, Atea’s expertise in the field of infrastructure
has led to market shares being taken in the
field of Intel-based servers and data storage.
We see a clear advantage in Atea’s being able to
combine its strength in licenses/software with its
expertise in the infrastructure teams.
MARKET DRIVEN BY CUSTOMERS’ MORE
STRINGENT REQUIREMENTS
Over the past 15 years the industry has progressed
from a immature growth industry driven by technology
shifts to its present more mature state, more
driven by customer benefit, both in the form of yield
on investments (ROI) and in cost-effectiveness (TCO
and TCB) in handling IT-products.
The market for PC/IT-products is in great flux.
Channel and distribution models are being tested and
retested to attain optimum economy and customer
quality. The customers’ requirements are about being
able to take overall responsibility and offer a wider
range, as well as the logistics and integration services
required.
Amongst most major customers, the IT-departments
have received clear savings directives in fields

such as acquisition of IT-products and relevant handling.
At the same time, management must ensure
IT better supports customers’ business. Everything
from user support and infrastructure to development
of applications critical to business requires more
time and resources. The problem for many ITdepartments
coping with a bigger workload with
fewer resources. Many choose to contract out some
or all IT-product management. In this context Atea
and the Atea Value Chain are a competitive, costeffective
solution.
CONSOLIDATED MARKET WHICH BENEFITS ATEA
The Nordic PC industry used to be characterised by
a relatively large number of local players and a small
number or national players per country. As customers’
requirements change and purchasing decisions are
centralised, the industry is undergoing restructuring.
A number of mergers and acquisitions mean the
number of players per country is greatly decreasing.
Large computer manufacturers such as Fujitsu-
Siemens, HP and IBM usually use a partner to manage
customers’ more stringent requirements regarding
logistical solutions and peripheral services. Even
the customers who buy products directly, e.g. from
Dell, sometimes choose to buy services from the
Atea Value Chain. This is mainly because the distribution
route is no longer model-led, but rather customer-led.
This benefits Atea.
As regards competition from the traditional retail
sector, we now see a new wave of consolidation,
whereby small and medium-size resellers and integrators
merge so as to reap the advantages of scale.
This development is largely forced by a lack of profitability,
and will create opportunities for certain
niche players. Atea is convinced that in 2003 too, a
consistent strategy represents the route to success.
STRONG POSITION GUARANTEES
CONTINUED GROWTH
Growth in the Nordic IT-market in 2003 is estimated
by IDC at around 4%. However, average growth on
the Nordic PC market will be below or near 0% in
2003, not regaining impetus until 2004. But Atea is
reckoning on around 3% growth for PCs in the focus
target group – the 300 major companies and organisations
in each country.
The main growth is expected to be in the laptop/
PDA segment. Atea also believes in growth in the
server market, and in accessories and updating of
various kinds of peripheral equipment.
In 2003 too, the market for Home PCs will be restricted
to Norway and Sweden. The 2003 Norwegian
market is estimated at 100,000–150,000 units and the
Swedish market at 150,000–200,000 units. Atea
Sweden has historically (1996–2002) had a share of
around 17% of the Home-PC market, and this is the
target for both Norway and Sweden for 2003 and
future years.
Atea’s position on the Nordic PC market is strong.
IBM considers Atea – with its well-developed logistics
functions – to be “one of the top three in Europe”,
and Microsoft considers it to be the best player in the
Nordic countries. Atea’s favourable market position
facilitates more and faster growth than that of the
market as a whole. This is particularly because both
customers and suppliers clearly emphasise the need
for a partner to manage logistics and services connected
with IT-products, regarding both workplaces
and infrastructure.
In 2002 Atea has clearly shown that the Atea
THE B2B MARKET IN THE NORDIC COUNTRIES INCL.
INTEL-BASED SERVERS, LAPTOPS AND DESKTOPS
(1,000s of units)
2001 2002 +/– 2003 +/–
Denmark 485 437 –9.9% 450 +3%
Finland 385 370 –3.9% 380 +3%
Norway 391 371 –5.1% 380 +3%
Sweden
Total, Nordic
706 671 –5.0% 690 +3%
countries 1,951 1,864 –4.5% 1,920 +3%
Source: IDC, IT-research and Atea processing
11
Marknad och omvärld
Value Chain model is more cost-effective than the
various direct models computer manufacturers have
practised for some years (Dell), and to some extent
have begun practising (HP, IBM). Appropriately
permeated by cost-effectiveness and a long-term
approach instead of product price and a short-term
outlook, the customer-led model Atea offers is winning
over the market.
The market’s need for the cost-rationalising and
value-creating services the Atea Value Chain offers
is deemed to be extensive.
TCO (Total Cost of Ownership)
TCO is the total of both the direct (visible) and indirect
(hidden) costs arising during a PC’s life cycle. Direct
costs include acquisition, administration,
technology/support, training and communication.
Indirect costs include inefficient management of the
above-mentioned costs and inefficient use caused by
lack of routines or deficient knowledge.
TCB (Total Cost of Buying)
TCB is the part of TCO concerning the process of
selecting and administrating purchase of products,
suppliers and services (Analysis & Advisement), as
well as time- and cost-related items arising in conjunction
with this.
ROI (Return On Investment)
ROI is what you get return for a completed investment.
This may be a savings effect after an investment,
e.g. an initial investment in something which
reduces costs and releases resources, in the form of
money, time and/or staff. ROI may also entail investing
in a new business system, new infrastructure,
training etc., aimed at raising the degree of efficiency
throughout the company or in parts of it.
Source: Atea processing

Atea’s role
Customers’ requirements concern ability to take overall
responsibility and offer a wider total range, as well
as the logistics and integration services required.
Amongst most major customers, the IT-departments
have received clear savings directives in areas
such as acquisition of IT-products and relevant handling.
At the same time, management must ensure
that IT better supports customers’ business. Everything
from user support and infrastructure through
to development of applications critical for business
requires more time and resources.
The problem for many IT-departments is how
they are to cope with an increasing workload with
fewer resources. One solution may be contracting
out parts of IT-product management or all of it. In
this context, Atea and the Atea Value Chain are an
ideal alternative.
Atea offers a supplier-independent solution with
Atea Direct and WebDirect as interfaces for the
transaction, and with the Atea Value Chain as the
concept and implementation tool. Both customers and
partners have realised that this assumption of overall
responsibility entails cost-effectiveness and simplicity.
Quality in routines and processes is worthwhile in the
long run. It is measured by analysing customers’ present
situation and comparing the results with the situation
of other customers in an equivalent situation and
with what transferring a function or process to Atea
would entail.
By way of help in these measurements, there is an
internally developed tool which measures above all
what we call the TCB (Total Cost of Buying) and the
costs arising though and in connection with the purchasing
process and related processes.
Overall responsibility
Resources can be released if Atea takes greater responsibility for customers’ IT-product management.
These resources can either entail a saving, or be used for offensive IT-investments in areas
which support the company’s core business and strengthen its competitive power.
User support
• Help Desk
• Training
12
Business support
• Business systems
• Business development
IT-department
Product
management
• IT-product acquisition
Infrastructure
• Installation, service
• Operation
• Discarding, security
• WAN/LAN
• Software licences
• Communication
Source: Gartner Group
Resource optimisation
User support
• Help Desk
• Training
Product
management
• IT-product acquisition
• Installation, service
• Discarding, security
• Software licences
Resource optimisation/cost-effectiveness
IT-department
Source: Gartner Group and Atea processing
Business support
• Business systems
• Business development
Atea
Infrastructure
• Operation
• WAN/LAN
• Communication
The IT-department has many areas
of responsibility which must be
attended to. At the same time there
must be a balance between these
requirements and available
resources and expenses.
Through Atea assuming greater
responsibility for product management,
the IT-department can
release resources for other areas
and for business development.

Top expertise with emphasis on customers
Atea provides advice and expertise in several product and solution areas.
PERSONAL SYSTEMS
Personal systems (PCs) comprises laptops and desktop
computers, as well as the commonest peripheral
equipment. It is the volume segment in Atea’s range
and the area where standardisation has come furthest
and has had the greatest effect. The most interesting
current trend is the move from desktop to laptop
and the increase in LCD monitors. The increase
in volume in these partially new segments is also
leading to price pressure.
INFRASTRUCTURE & SERVER/
STORAGE PRODUCTS
In the field of infrastructure Atea can take overall
responsibility for design, preliminary study and implementation,
sometimes entirely using its own resources,
but often in partnership with another player. Many
customers see advantages in managing all IT-products
via one channel, and Atea is doing its best to provide
the requisite expertise. It is a matter of focusing, centralising
and standardising to achieve the right solution
to support the company's own core business.
LICENCE MANAGEMENT
Licences are one of Atea’s core areas. Thanks to efficient
management, strong customer relations and
strong partnership with the most important suppliers
we are predominant and are the market leader. The
unique expertise in the licence teams throughout the
Nordic countries is also a good basis for the infrastructure
measures. Atea’s tools are accommodated
as part of the License Management concept, making
it possible to help customers manage their entire
licence portfolio, from stocktaking and investment to
administration and development.
IMAGING & PRINTING
Atea is traditionally a strong supplier of classical
inkjet and laser printers for desktops and the network.
Via the ordering function Atea WebDirect the
company also supplies many accessories and
expendable materials for these printers. The aim is
to enter the field of pictures/imaging, in terms of
scanners, AV equipment and multifunction printers
(MFP). Atea's roles include helping optimise the mix
of centralised and decentralised units and minimising
consumption, for maximum economy.
HOME PCS
Atea is the Nordic countries’ leading supplier of
Home PCs. The Nordic countries currently means
Sweden and Norway, which have well-functioning
Home-PC programmes. Atea has a predominant
position amongst major companies and organisations.
Home PCs are of course good for staff, as well
as for employers, i.e. Atea’s customers, in that computer
maturity is raised. This helps reduce the part
of the total IT-costs affected by the user’s computer
skills – one of the biggest hidden expenses.
SUPPLIES
Efficient supply is also the be-all and end-all regarding
accessories and expendable articles which must
constantly be acquired after a major infrastructure
project and/or IT-product acquisition. Atea has its
own broad range, including the market-leading
manufacturers’ products, in its own warehouse, and
online connections to selected distributors.
SECURITY
Security is experiencing great growth. It involves
everything from antivirus protection and security
routines in networks and infrastructure to anti-theft
protection and data security when discarding old
equipment with sensitive information on the hard
disks. Atea has partial and overall concepts for all
these security issues.
MOBILITY
Mobile solutions of various kinds – either arising from
13
Business Areas
Personal Systems
Infrastructure
License & Software
Security
Imaging & Printing
Mobility
Supplies
Home PC
Customer segment
Business areas
the laptop or coming from the world of telephony –
are a growth area. Atea is traditionally strong in this
field. Through analysis and advice, customers are
guided to solutions which can be standardised to provide
optimum economy/benefit. The lack of standards
and volumes is one of the major risk factors in
the mobile area, above all as far as cost is concerned.
PUBLIC SECTOR
The public sector has a number of properties, which
means Atea has chosen to build up special skills for
these customers. It is a matter of routines and formalities
regarding procurement and contracts, as
well as special requirements regarding an environmental
approach, security routines and an understanding
of how the public sector’s routines differ
from those of the private sphere. Atea has specialist
teams which support the customer and the seller
responsible for the customer in the complex choicerelated
situations which arise. This creates credibility
for Atea and security for the customer.
Overall approach
Private sector Public sector
The Atea Value Chain is the basis of Atea's concept and market
offering. Most customers also seek advice and expertise
in the specific product- or solution-related areas, which are
then managed as part of the Atea Value Chain services.

Tor Håvard Sekse, Vice President ICT, Aker Kværner Business Partner

Control amongst the mountain peaks
15
Customer case
With views over oil rigs and mountaintops, Aker Kværner Business Partner works persistently on
developing IT solutions. The keyword is foresight. Through increased standardisation and rationalisation
they will continue giving customers what they want – value for money.
Stavanger (Norway) is home to several of the units in
Aker Kværner – a gigantic industrial group with
40,000 staff working on everything from oil and gas
to technical structures, boat manufacture and much
more. Aker Kværner Business Partner is a service
body which supplies IT-services to the various businesses
within the Aker Kværner group in Norway.
Instead of outsourcing its computer services, it thus
‘insources’. The unit was established six months ago,
and provides services for 9,000 users.
WHEN THE PIECES OF THE JIGSAW
FALL INTO PLACE
The IT department’s prime aim is control of all
changes. Close collaboration with the various offices’
computer centres facilitates a uniform IT solution
throughout the business, with the same benefit, quality
and price. Tor Håvard Sekse, deputy managing
director of Aker Kværner Business Partner, explains:
“As we are striving for a clear overview of the systems,
it is extremely important to agree as far as possible
on a standard for simplifying and rationalising.
Our computer centre allows us to consolidate the system
solutions. In a structured manner we can improve
quality, security and cost-effective operation. It is only
when everything can really be coordinated and can fit
together that the problems can be eliminated. The
pieces of the jigsaw must quite simply fall into place.”
LOOKING TO THE FUTURE
In preparation for the future, Aker Kværner
Business Partner has set up several parallel targets.
Continuous follow-up of clearly defined KPIs (Key
Performance Indicators) facilitates constant followup
of status and initiation of corrective measures.
The most important future target is to use increased
standardisation to guarantee efficient project imple-
mentation and utilise information across the board
in the various units of the group.
“Better quality and increased foresight and flexibility
in our IT supplies will of course also be prioritised.
Value for money is what customers want, and
it’s what they’ll get,” Tor says emphatically.
RESEARCH AND DEVELOPMENT
“By far the most important thing is gaining insight
into variables, control over what affects them and an
overview of the interplay,” Tor says. “Implementing
new solutions, taking away more than we implement
and maintaining high security. It’s about change control
– about really being in control.”
How can one then continue to be successful in
future?
“In general I think the IT industry goes in waves,
so it’s a balancing act,” says Tor. “It’s about using
resources sensibly and investing in target-oriented
research and development – and accepting that we
live in a period when customers have an increased
rate of change. The companies which understand
this are the ones which will cope best. If you have
demanding customers you are also always forced to
do a better job. And that is the big challenge.”
THE STRENGTH IS THE CLOSE DIALOGUE
There were many reasons for choosing Atea as a
supplier.
“We needed to rationalise our finances and IT
solutions”, says Tor. “Atea also supplies products at
the right time and in the right place, quickly and
smoothly. For us it is naturally very important for
electronic routines to flow as intended so we can
supply our customers with good solutions.”
Atea currently monitors the infrastructure at Aker
Kvaerner and supplies hardware such as PCs, print-
ers and switches.
“You could say that Atea acts as an ‘internal supplier’,
together with ourselves,” says Tor. “We have a
very close dialogue with Atea. There is both praise
and blame – routines are constantly corrected in
both parties, and this works very well.”
NOT JUST ENVIRONMENTALLY
FRIENDLY COMPUTERS
As regards environmental friendliness within Aker
Kvaerner, discarding is performed by certified companies.
Tor explains:
“Recycling of computers is of course very important.
But I think a good environment is also about
staff having a pleasant and healthy working environment.
There are stringent requirements regarding
results, adjustment, change and upgrading with new
skills. With everyday life like this, there must be
room for us to look after each other, above all if you
work as much as my wife claims I do.”
COMPUTERS, COMPUTERS AND… COMPUTERS
Tor admits he probably work more than average.
“You have to take the consequences of the fact that
we can always be reached, for good or ill. We are
online at the office, at the holiday house or via WAP
phone,” says Tor. “Having had my first holiday in
five years without my laptop, I have in any case
achieved one of my personal targets.”
Brief information
Name: Tor Håvard Sekse
Age: 43
Family: Married, with three children aged 8 to 19.
Hobbies: Practise running. Also like diving, fishing and
trips in my own boat.

Atea Value Chain
Atea Value Chain manages the entire life cycle of IT-products
Being able to manage the entire life cycle of IT-products – ranging from analysis and advisement,
via ordering, through to deliveries and installation of workplaces, and eventually recycling worn-out
products – means total responsibility.
ATEA VALUE CHAIN
Atea’s most important product is the Atea Value
Chain, currently comprising the following services:
• Analysis & Advisement
• Efficient Purchase
• Focused Assortment
• Configuration
• Asset Tag
• Deliveries
• Installation
• Asset Management
• Financing
• Help Desk
• On Site Service
• Recycling
Atea’s core values throughout the flow are precision,
responsibility and development. The right product in
the right place and the right time, active assumption
of responsibility throughout the process and an
emphasis on development and growth.
ANALYSIS & ADVISEMENT
From Atea the customer gets advanced analysis and
advisement on IT-products and infrastructure, plus
relevant standardised services. Atea is an independent
adviser which helps customers monitor the existing
IT-environment, so as to be a step ahead. Customers
are given advanced skills support for strategic decisions.
Such decisions often have a big effect on future
efficiency, expenses and profitability. The need for
analysis, advice and support can apply to assessment
of existing IT-platform and routines, equipment
upgrades, rearrangement of purchasing routines, dedicated
product advice, logistics issues, financing solutions,
and last but not least choice of supplier.
Thanks to Atea’s advisers and experts in logistics
and IT, customers can reduce their total expenses for
management of IT-products. Above all, customers
can get help in standardising their IT-equipment and
rationalising routines for phasing-in and phasing-out
of IT-products. The aim is to minimise IT-expenses.
Customers will also be given help with software
Products & services Business concept
Products
• Desktops, laptops, mobile,
thin clients
• Server platforms, storage
solutions, operating systems
• Infrastructure, communication
• Software, forms of licence
• Security solutions
• Provision of accessories
• Home PCs
Suppliers
Adobe, Canon, Cisco, Citrix,
Dell, Eizo, Fujitsu Siemens,
HP, IBM, Kingston, Kyocera,
Lexmark, Microsoft, NAI, NEC,
Nokia, Nortel, Novell, SUN,
Sony, Toshiba, Xerox
Services
• Purchase, ordering, financing,
invoice management,
stock management
• Configuration, installation,
start-up
• Range, stock-keeping,
logistics
• Support, service
• Worn-out IT equipment
Strategy
Operational superiority
• Standardisation
• Centralisation
• Quality systems
• Process development
16
Atea Value Chain
• Analysis & Advisement
• Efficient Purchase
• Focused Assortment
• Configuration
• Asset Tag
• Deliveries
• Installation
• Asset Management
• Financing
• Help Desk
• On Site Service
• Recycling
Proximity to customers
• Long-term relations
- local customer managers
- specialists
- Atea Direct
Ateas business model
licences, e.g. expert support in choosing the software
platform, reviewing administrative routines, licensing
regulations and contracts.
EFFICIENT PURCHASE
Services and routines are offered here which help
Customer benefit
Total Cost of
Ownership (TCO)
• Simpler routines
• Time savings
• Efficiency benefits
• Lower expenses
Total Cost of
Buying (TCB)
• Rationalisation of the
purchasing process
• Standardisation of
products and routines
Return of
Investment (ROI)
• Cost control
• Resource optimisation
• Business development
• IT more strategic part
of the company
• Analysis & Advisement
- products
- suppliers
- services
Customer

customers to manage and administrate the entire
purchasing process. Atea places great emphasis on
logistics, as customers must be able to rely on getting
the right product in the right place and at the right
time. Atea thus has its own warehouse and an
advanced logistics centre – the biggest and bestdeveloped
in the Nordic countries and.
The purchasing process is customised in line with
the customer’s wishes to make things as simple and
efficient as possible. Ordering takes place via the
Internet (Atea WebDirect), or by phone (Atea Direct)
or fax.
FOCUSED ASSORTMENT
The Focused Assortment makes things easier when
customers want to standardise products with a predetermined
life cycle or need an unusually short
delivery time. Accessories include services such as
customised safety stock. Atea ensures that standard
products are available and that changes take place in
a controlled manner. The Focused Assortment is one
of the most important components when Atea helps
customers implement a standardisation strategy.
CONFIGURATION
Atea helps customers relieve and optimise the ITdepartment’s
resources in conjunction with centralised
configuration and installation of software, products
and IT-systems specific to business. Customers can get
everything from simple assembly of extra hardware
units to total configuration of user-specific workplaces
incl. software.
ASSET TAG
In conjunction with configuration, Atea also offers
various types of theft-prevention marking. This may
entail numbered adhesive labels with etching and the
relevant feedback to the Swedish Theft-Prevention
Association, or fitting transponders inside computers.
Customers can also request marking of equipment
and feedback of customer-unique information in
conjunction with configuration.
DELIVERIES
Through Atea, customers get a number of functions
which optimise delivery logistics for IT-products. Atea
collaborates with various shipping agents with the
ability to handle all kinds of delivery. Upon delivery,
Atea can also take back the packaging and handle it in
an environmentally friendly manner, or deliver completely
without packaging in special freight boxes.
INSTALLATION
Atea guarantees that the equipment’s performance is
best utilised and that functionally the system always
meets specified requirements. Customers can select
from installation levels ranging from system configuration
to complete installation including start-up.
Customers can also be given installations using
products outside Atea’s own range. Any problems are
prevented, and Atea also ensures the new equipment
functions quickly and straightforwardly in the existing
IT-environment.
ASSET MANAGEMENT
Atea helps customers with simple ways of improving
administrative management of IT-equipment and
with building up better stock-management routines.
Atea WebDirect includes a number of possibilities of
drawing up statistics on completed purchases.
17
Atea Value Chain
FINANCING
Through Atea’s own finance company and financing
advisers, customers can get financing for IT-equipment,
software, services or the workplace function.
These financing solutions will be a tool for customers’
internal financial control, and provide freedom and
flexibility in financing IT-products and infrastructure.
HELP DESK
This provides customers with fast and efficient
answers to their questions and help resolving any
IT-problems which may arise. Customers and
employers save time, energy and money. The Atea
Help Desk makes a concrete contribution towards
reducing hidden IT-costs and in the long term
increasing the company’s profitability. It is a good
idea to combine the service with Atea’s other services
such as Configuration and Installation, which means
unique knowledge is built up regarding customers’
IT-systems and structure.
ON SITE SERVICE
Atea deals with material and manufacture faults in
line with manufacturers’ guarantee regulations. This
applies to faults in products at the time of delivery
which follow the manufacturers’ guarantee regulations.
By signing service contracts, customers can
enhance the service level both during and after the
guarantee period.
RECYCLING
Recycling is about consideration for the environment,
security and finance. Since the worn-out IT
equipment often contains sensitive information, maximum
informational security must be guaranteed.
Atea thus offers regular inspection of security functions,
collaborating with Ibas – the market leader in
data deletion and rescue. Atea can thereby guarantee
that all information, e.g. on discarded hard disks, is
completely deleted, and that it can never be restored.
Both Atea and Atea's subsuppliers natural have quality
certification and environmental certification.

Fruitful collaboration which benefits customers
Atea’s partners and subsuppliers are extremely important for Atea. With our major partners it is a matter
of mutually dependent relationships, whereby Atea is also an important part of the partner’s business.
At the same time it is important for Atea as an advising
reseller and integrator always to be independent,
so as always to be able to offer customers the best
possible product and service range.
Atea’s most important collaborating partners
include some of the world’s leading manufacturers of
IT-products and software. Atea has had business
relations with most of them for 15–20 years.
FUJITSU SIEMENS
The collaboration with Fujitsu Siemens began in
1998 with the start-up in Sweden. Atea in Finland,
Norway and Denmark began working with Fujitsu
Siemens in 2001 and 2002. Atea orders directly from
Fujitsu Siemens, who principally deliver from
Germany. In 2002 Atea and Fujitsu Siemens collaborated
in generating growth in all Nordic countries.
Fujitsu Siemens has a 10% share of the B2B market
in the Nordic countries, and Atea supplies around
4% of this.
HP
The collaboration with HP has existed since the end
of the 1980s – initially through the then Compaq, for
PCs, and the old HP for printers. In recent years collaboration
has been characterised by close partnership,
making HP and Atea the market leaders for
Intel products. Atea orders directly from HP and deals
directly with customers. HP is the market leader in
the Nordic countries, with a share of around 34% in
2002. Atea sells around 12% of all HP products sold
to companies and organisations in the Nordic countries.
Atea and HP are particularly strong together
in Atea’s target group the B2B market. Atea’s share
of HP has thus decreased somewhat during 2002,
but it is estimated it will increase correspondingly
when these major customers increase their IT-purchases
in 2003 and 2004.
IBM
IBM has been Atea’s supplier since the middle of the
1980s, when the actual PC industry started. IBM
supplies Atea with both Intel products and software
licences, including from Lotus. Atea orders directly
from IBM, who has chosen Atea as an important
collaborating partner in their strategic change work,
in order to supply end customers with IT-equipment
as efficiently as possible. Within the B2B segment,
IBM has a market share of around 14% in the
Nordic countries, and Atea represents nearly 18% of
that volume.
MICROSOFT
Microsoft has been Atea’s collaborating partner in
various forms since the beginning of the 1990s. Atea is
Microsoft’s biggest and most prioritised licence partner
in the Nordic countries, and one of the seven
biggest in Europe. Atea has a 24–25% market share of
Microsoft’s corporate licences in Denmark, Finland
and Sweden. The share in Norway is somewhat
lower but undergoing major growth.
DELL
A supplier with whom collaboration is in many
respects special is Dell. Through Ford in the USA,
in 2001 Dell closed a deal with Volvo as a supplier of
PCs. Volvo required Dell to delivery its computers
to Atea for the equipment to be set up. Atea also
19
project-manages the installation of equipment on site
at Volvo, and is responsible for recycling old equipment.
There are similar customer-driven projects at
many locations in the Nordic countries, including
Finland, with Nokia as the end customer, as well as
3-4 other similar new solutions.
Dell has a market share of around 16% in the
B2B segment in the Nordic countries, and Atea as
the logistics partner handles 4–5% of the volumes in
Sweden and Finland. It is important to point out
that Atea is not a reseller of Dell computers. The
customers have chosen Atea and requested it add its
services to create more cost-effective management of
IT-products.
OTHER PARTNERS AND SUBSUPPLIERS
Atea also collaborates in various ways with Adobe,
Apple, Canon, Cisco, Citrix, Eizo, Ibas, Infocare,
Kingston, Kyocera, Lexmark, NAI, NEC, Nokia,
Nortel, Novell, Samsung, SUN, Sony, StenaTecnoworld,
Toshiba, Xerox and WM-data.
ATEA’S PERCENTAGE SHARE OF COLLABORATING
PARTNERS’/MANUFACTURERS’ SALES TO THE
CORPORATE MARKET IN THE NORDIC COUNTRIES
% DK FI NO SE
Nordic
countries
Fujitsu Siemens 1.0 7.0 0.4 10.1 4.9
HP 14.1 18.6 4.5 11.7 12.2
IBM 20.9 22.6 1.7 16.3 17.3
Dell – 5.0 – 4.0 2.3
Microsoft 25.0 25.0 3.0 24.0 22.0
Source: IDC, IT-research, Microsoft and Atea processing
Collaborating partners

Rune Lidman, IT-manager of Banverket Data

Basically the Swedish National Rail Administration is
a construction and technology company, but it also
has a role as an authority for the entire railway sector.
The actual company Banverket Data supplies ITservices
on behalf of the Swedish National Rail
Administration. The business areas include system
development, operation and workplace service. They
currently have a head office in Borlänge, and five
regional offices – in Malmö, Gothenburg, Stockholm,
Gävle and Luleå. The customers are spread out
amongst 180 locations all over the country.
Rune Lidman, IT-manager of Banverket Data:
“The computer unit was formed in 1989. There
were then only five of us, and we started off with
nothing.”
There are now about 150 people in the unit, and
the turnover is SEK 200 million per annum. Since
1998 Banverket Data has been an independent
results unit.
“We can actually say we wear two hats: meeting
customers’ wishes in the best way and administrating
what is determined at group level,” Rune says.
Security, availability and cost-effectiveness have to
be interwoven with the business requirements of the
individual customers.
“We currently supply information to a number of
different customers, above all internal ones, but also
to construction entrepreneurs, travel agencies, carriers
and external suppliers.”
SOUND COMPUTER NETWORK AND HEALTHY STAFF
What will Banverket Data’s future role be?
Smooth operations
“The target is greater rationalisation using IT-support.
We must also become clearer in our communication,
both internally and with our customers. Despite our
being an internal IT-supplier, customers expect us to
behave like any other external supplier. In future it
will thus be necessary for us to further increase our
customer focus.”
Security of the computer network is another area
which will be receiving special attention in the near
future. In addition to extensive virus management
people want all events in the computer network which
deviate from ‘normal behaviour’ to be detected
before they cause any damage. According to Rune
Lidman, it is important to always be a step ahead
and to see problems before they arise.
“For me personally, one of the most important
things is naturally for the people working here to be
healthy and fit. We are a knowledge company, thus
employees always come first,” Rune says emphatically.
THINGS MUST RUN SMOOTHLY
“We have a big responsibility,” says Rune. “Trains
must come and go at the right time. It is thus very
much down to us to supply reliable, high-quality
information, regardless of the weather or time of day.”
As the railway sector grows, increasingly stringent
demands are also made of Banverket Data. Information
must maintain the same high quality and
availability. For several years the strategy has been to
collaborate with a limited number of big suppliers.
This has proven to be a winning concept, as it naturally
achieves a standardised IT-environment and
21
Customer case
Banverket Data is an internal supplier of IT-services to the Swedish National Rail Administration
(Banverket) – but customers expect you to behave like any external supplier. The Atea Value Chain
is an important jigsaw piece in the work of finding sophisticated, cost-effective IT-solutions.
continuity of technical development. CISCO, HP and
Microsoft are some of the companies currently used.
HAND IN HAND WITH ATEA
The collaboration with Atea has grown over the
years, as has the use of the Atea Value Chain, the
development of which Banverket Data took part in,
the aim being to achieve more sophisticated and efficient
solutions which relieve the pressure on the
business’s own work.
“From the start Atea supplied PCs, printers etc.,
but Banverket Data now utilises more services in the
Atea Value Chain,” Rune explains. “Thanks to neat
solutions and speedy delivery we have now saved
both time and money – a reduction from about
seven days to two days between order and delivery,
and a saving of several million a year!”
“Well-developed collaboration with our suppliers
is thus an important part of Banverket Data’s own
customer-service process and attainment of our cost
level,” Rune concludes.
Brief information
Name: Rune Lidman
Age: 57
Family: Married, with two grown-up daughters.
Hobbies: Play golf when time allows. Also relax in my
holiday cottage.

Distribution and logistics
A radical change has taken place in the industry in
recent years – a change which is still in progress. The
roles played by manufacturers, distributors, resellers
and customers are not the same as they used to be.
All the players are forced to reconsider their role. It no
longer suffices just to procure products. Since margins
have constantly dropped, everyone must think about
managing their logistical role as efficiently as possible
and simultaneously bringing added value for the end
customer. Just shifting boxes is not enough.
For Atea, its own logistics are an important part of
core business. All parts of the supply chain are covered
by Atea’s approach to logistics, ranging from efficient
purchasing systems to environmentally friendly and
safe withdrawal of worn-out equipment. All areas are
interdependent and must have the same quality level.
Running your own logistics means Atea can differentiate
itself from others in the industry who choose
100% collaboration with distributors.
CUSTOMERS’ STANDPOINT
Atea’s customers all need to ensure their provision of
IT-products is as efficient and reliable as possible. By
choosing collaboration with Atea they get a partner
who covers the entire IT-product area. All ordering
and management, e.g. of serial numbers, is performed
The right product in the right place at the right time
In general, IT-logistics have been inferior to logistics in more mature industries. The manufacturers
have primarily focused on quick launching of new products. Distributors have had, and still have, a
role purely as procurers of products, whilst resellers have devoted themselves to sales, and thus not
needed to develop logistics issues.
in the same way, and all billing takes place from one
location. As a partner, Atea is independent of suppliers
and can base things on customers’ needs – it can
present solutions and supply financial solutions, and
assume responsibility for installation and return of
equipment in an environmentally friendly manner
etc. For customers, collaboration with Atea often
means their own costs decrease at the same time as
efficiency improves.
INFORMATIONAL LOGISTICS
MAKE THINGS SIMPLER
For most people, placing orders via the web goes
without saying nowadays. Atea WebDirect is a good
instrument which not only makes the actual ordering
Operational superiority
• Standardisation
• Centralisation
• Quality systems
• Process development
22
Business strategy
Proximity to customers
• Long-term relations
- local customer managers
- specialists
- Atea Direct
procedure easier but also provides the opportunity
for general information, statistics, traceability etc. If
as a customer you have your own purchasing system,
it is important to be able to link it to Atea’s system to
further simplify management. This can involve both
electronic payments and automatic transfer of billing
information straight to your own stock register.
STANDARDISATION CREATES AVAILABILITY
From a logistical standpoint it is important to strive
for maximum standardisation. The more customers
who choose the same type of product, the easier it is
for manufacturers and Atea to offer a high level of
service with regard to product availability. As far as
Atea is concerned, availability must be 100% if cus-
• Analysis & Advisement
- products
- suppliers
- services
Atea combines customer proximity and sensitivity to customers’ requirements with
an ability to apply these factors in the form of standardised services with operational
superiority as a basic strategy.

tomers choose products from a standard range.
OVERALL RESPONSIBILITY REDUCES EXPENSES
For all organisations, the fewer suppliers you collaborate
with, the lower will be the company’s total costs.
Atea wants to be able to offer the possibility of providing
by and large all products in the field of IT. Atea
is facilitating this partly using its own warehouse and
partly through close collaboration with all distributors.
CONFIGURATION SIMPLIFIES MATTERS
One way of simplifying management and reducing
expenses is to order your equipment ready-configured.
This means the equipment delivered to the user
must be as ready for use as possible. Thus users do not
need to seek the assistance of a technician to install
the equipment.
CUSTOMISED DISTRIBUTION
Nowadays, shipping is not just a matter of being able
to transport equipment in manufacturers’ own packaging.
If you do not wish to attend to packaging,
plastics, Frigolit etc., Atea can offer delivery in specially
made cabinets or boxes which only contain the
equipment. All environmentally sensitive material is
sorted at source by Atea, and the cabinets/boxes are
reused a large number of times.
RETURN OF EQUIPMENT TAKES PLACE SAFELY
Handling of worn-out equipment is an increasing
problem for companies and organisations. Atea offers
return of equipment in a flow straight from the user’s
desk, using lockable crates. This means all information
is protected until it has been deleted in a manner
which is guaranteed to be secure.
EFFICIENT SOLUTIONS REQUIRE COLLABORATION
For logistical solutions to be efficient you need close
collaboration between manufacturers, Atea and customers.
Selection of platforms, requirements regarding
delivery time and delivery precision, and the degree
of standardisation are considerations which constitute
the basis of collaboration. Other factors include
manner of ordering, whether the equipment should
be configured and if so how, type of delivery etc. In
order to be able to offer great freedom of choice, Atea
has built up logistics centres in Denmark, Finland
and Sweden which use skilled and committed staff,
and in which the entire logistical flow is managed.
Operations are conducted using quality and efficiency
systems in all countries, and either already have
both ISO 9001 and ISO 14001 certification or are on
the verge of attaining it. Norwegian operations use
the Swedish logistics centre.
DEVELOPMENT OF ATEA WEBDIRECT
A lot will be happening in future within the parameters
of informational logistics – in our case Atea Web-
Direct with the relevant internal and external interfaces.
In addition to general development of Atea
WebDirect with new functions such as configurators
which tell customers what alternative accessories are
available for various kinds of equipment etc., product
information will be increased. We are planning
for connection with purchasing systems and new
types of authorisation function. Staffing ‘behind and
23
Distribution and logistics
alongside’ Atea WebDirect will also increase, partly
to update the content but above all to answer questions
which can only be dealt with face to face.
INCREASED STANDARDISATION
Other areas of development are in the field of range/
stock, where the physical stock is being halved and
collaboration with distributors has led to Atea now
being able to offer 8 to 10 times more products than
previously. Standardisation is a prerequisite for
rationalisation of physical logistics. The more you
can standardise your range the better the logistics
will function, i.e. the greater the precision and the
shorter the delivery times. The average delivery time
must not exceed 3–4 days, and delivery precision be at
least 98%. Atea is constantly working on increasing
standardisation of the range.
MORE STRINGENT ENVIRONMENTAL
AND SECURITY REQUIREMENTS
Security and environmental requirements are
becoming far more stringent. For example, more
extensive and advanced configuration assignments
have meant more stringent security requirements,
which in turn has led to several customers now having
their own areas at their disposal in our config
centre. These areas have special security requirements
and only permit access to certified staff.
Security is very important for equipment which
must be recycled. All information on the hard disk
must be guaranteed, which means guaranteeing the
entire logistics chain from the user’s desk through to
removal of the information.

Branding and marketing
With the aim of supporting the vision of becoming
the best in Europe, the strategic market targets are for
Atea to be customers’ and partners’ first choice, to be
the market leader, and to have the biggest market
share as well as profitable growth on every geographical
market in which we are represented.
ALREADY A STRONG MARKET POSITION
Following Atea’s launch on the Nordic market in April
2001, two measurements of brand strength in the
target group have been performed – the first in
October 2001 and the second in October 2002. The
results show that Atea has in general assumed a
strong position on all geographical markets where it
operates.
In 2002 Atea’s market shares barely moved.
Atea’s primary target group, each market’s 300
biggest companies and organisations, has been the
segment which has most reduced its IT-purchases.
Home PCs in Sweden and Norway, licence sales in
Denmark, Finland and Sweden and the public sector
in all four countries have helped keep figures at
an acceptable level. For 2003 Atea is reckoning on
increased growth in the target group and thus an
increased total market share again.
As well as the market position and market share,
Atea is working on the Customer Score Card (CSC),
a customer-satisfaction index developed in-house.
Atea – a brand on the way up
Since the Atea brand was launched in April 2001 the company has taken a strong position on all
geographical markets where Atea operates.
The results of completed CSC investigations show
that Atea occupies a very strong position amongst
existing customers. This applies both to qualitative
key ratios and to customer share (share of wallet).
EMPHASIS ON STANDARDISATION
Atea’s offering is about simplifying and rationalising
its customers’ management of IT-products with the
aid of the Atea Value Chain. Atea is striving for
standardisation of products, services and processes.
REWARDING SALES CAMPAIGNS DURING THE
YEAR PRODUCED RESULTS
Brand-building is to be enhanced by the values
which support Atea’s overall strategy: operational
superiority and proximity to the customer.
In addition to Atea’s aim as a brand and company
to be perceived as the most cost-effective player
regarding management of IT-products, in 2002 Atea
began increasing its offering to include analysis and
planning of major infrastructure projects and more
advanced relevant infrastructure products.
In Finland Atea already holds that position. In
2002, sales campaigns were performed in Denmark,
Norway and Sweden, emphasising analysis and
advisement as well as sales of server and storage
products.
The Best in Server Class and Best in IT-Class
24
campaigns were very well received in the target
group and generated increasing sales figures. The
campaigns also led to good results in terms of measurements
performed.
Three-stage model
Marketing communication
Services & Business areas
• Marketing Tool Box
• Sales activities (ROI, TCB, TCO)
Products
• Product offering
• Distribution & Logistics
Marketing Focuses on sales
Atea Brand
Tomorrow´s IT-thinking
Brand
• Leading in the
Nordic countries
• One Step Ahead
Why
How
What
Atea’s marketing is oriented towards supporting the sales
team’s work by creating and developing fruitful long-term
business relations with old and new customers.
This is done partly through long-term brand-building and
partly through more direct use of customer-focused salessupport
activities, and in collaboration with the sales team.
l l l l l l l l l l l l l l l
l l l l l l l l l l l l l l l

The Atea Value Chain helps customers manage the entire life cycle of customers’
IT-product supply, from analysis and advisement, deliveries and installation of
new IT-products to recycling and scrapping of used products. The Atea Value
Chain is in part marketed by focusing on nature and nature’s own cycle.

Customer case
IT for the sake of security
Securitas is much more than just howling alarms and taciturn uniformed guards. Securitas now
wants to invest more in service, emphasise friendliness and become better at communicating with
customers. In short, the general public is to feel calm and secure with Securitas guards nearby. The
key to success is clear strategies and strong IT-solutions.
The Securitas Group is one of the world’s bestknown
security companies. It now offers protection
for homes, offices and organisations. In Finland
there are four independent businesses: Securitas Oy,
offering security services; Securitas Tekniikka Oy,
supplying security systems; Securitas Arvokuljetus
Oy, supplying cash-handling services and Securitas
Direct Oy, supplying alarm solutions for small
offices and homes. Altogether there are over 3,000
employees, and the different businesses work in close
collaboration, both externally and internally, e.g.
with regard to IT-services.
Jarmo Mikkonen, managing director of Securitas
Oy, explains about the company’s thoughts and plans
for the future:
“Since Securitas is basically a service company, we
should focus more on good service, though this should
naturally go hand in hand with security. We must
show that we are a friendly company which inspires
security, but also offers good, high-quality service.”
BETTER SERVICE, DAY BY DAY
Securitas sees its employees as its most important
resource. “If the staff feel good they will also provide
a good service for our customers”, says Jarmo. “We
currently work in accordance with a model we call
‘Toolbox’. This includes all the tools we need for set-
ting up targets, maintaining them and doing consistent
and organised work on our services.”
Good growth is the most important future challenge.
Thanks largely to our strong IT-solutions, we
can rationalise and standardise the systems. “We must
always listen to our customers, understand their
requirements and maintain a high degree of flexibility,”
says Jarmo. “By beginning from inside the organisation,
e.g. with cost-effective IT-solutions, we do a
great service both to ourselves and our customers. If
we offer our staff an efficient, organised working
environment we also attract skilled new staff – and
this is something which in the last resort naturally also
benefits our customers,” says Jarmo with a smile.
HATS OFF FOR THE LONG-TERM APPROACH
Jarmo believes that efficient IT-solutions will play a
big role in the company’s success, both now and in
the future. But how should one proceed?
“Keeping up with today’s rapid technical developments
is a big challenge,” says Jarmo. “But I’ve
noticed that keeping up with the long-term development
process is better than launching into everything
new which crops up. The risk of making wrong
investments then drastically decreases. IT-developments
have given us all a number of useful office
tools. However, it is always a challenge to keep users
26
updated in order to increase the use of the various
applications. Another advantage of IT-in particular
is that reporting and follow-up have also become
much simpler.”
THE CATCHWORD IS ‘TOGETHER’
Securitas began collaborating with Atea about four
years ago. This began as a major migration project,
and after that the collaboration continued, also in
other areas. Securitas now buys much of its hardware
from Atea, and uses Atea’s local IT-support, thus
helping Securitas staff in their daily work.
“It seems that Atea puts the customer first, just as
we ourselves do. We hope that in future we’ll be able
to develop the various solutions together and build
an even more efficient business. Instead of seeing
this as a separate project, we should actually see it as
a continuous process. I think we’ll then achieve the
best results,” says Jarmo.
Brief information
Name: Jarmo Mikkonen
Age: 39
Family: Married with two children.
Lives: In the country 50 km outside Helsinki.
Hobbies: Likes being outdoors. Hunts – preferably elks.

Jarmo Mikkonen, managing director Securitas Oy

Organisation
Atea – a Nordic company
A clear pattern in the market is the fact that more and more customers choose to see the Nordic
market as a unit. As a Nordic player with a strong presence in several countries, Atea thus has big
competitive advantages. Furthermore, a strong joint Nordic organisation creates advantages of skill
and scale in areas such as administration, finance, logistics and purchasing.
Corporate
Local
Nordic
Corporate
DK FI
DK
Nordic/local
Atea brand
FI
Financial/ERP
IT-infrastructure
NO SE
NO/SE
Corporate Strategies
Sales
Distribution
Many tasks, routines and processes gain through
local implementation. History, culture, the time perspective,
proximity and other such factors can be
such strong influences that centralisation and coordination
are wrong.
Other things must be done at corporate level, e.g.
work on the company’s strategy, brand and financial
control.
A third category of tasks/processes entails a strategic
advantage or advantage of scale which means
they benefit from coordinated and/or centralised
implementation.
Atea has decided that as a basis for business there
must be a joint IT-platform throughout the Nordic
countries, and on this platform a joint ERP system
for the entire company. Atea will thereby achieve a
large number of direct advantages in finance/
administration and purchasing/logistics.
ERP SYSTEM
Atea has decided to introduce a new system of financial
control – ERP (Enterprise Resource Planning) –
within the group. It is estimated the implementation
work will be completed by June 2003.
The system is constructed as a joint platform, with
small additions for local dialects. The central system
will entail major savings in the form of operation,
development, licence costs, expertise etc., since any
measures only need to be implemented once instead
of four times.
The informational structure of the system is the
same in all countries, which means all analyses of
profitability with regard to customers, products and
organisation will be comparable. This means major
advantages regarding the attempt to optimise costeffectiveness,
and makes it easier to benchmark
companies and find profitable solutions.
The investment will also create more possibilities of
coordinating certain production units within the Atea
group, so that cost superiority will be taken advantage
of. A joint, uniform ERP system is a prerequisite for
coordination of logistics and purchasing. The structure
of reports and analyses only needs to be attended to
once, and the reliability of information will increase.
Atea’s business concept is to simplify and rationalise
customers’ business. The new ERP system will
simplify and rationalise the internal routines – which
in the long term will also benefit Atea’s customers.
28
INFRASTRUCTURE
As a platform for the new ERP system and other systems,
a new joint IT-infrastructure is being built up.
This project is running in parallel with the ERP
project, and implementation of the new IT-infrastructure
will begin in spring 2003.

Frank Mortensen
Managing Director Denmark
Jim Pedersen
Sales
Ole B Lyhne
Financial
Jørgen Hedegaard
Logistics and IT
Ulrik Roland
Purchasing, Specialists
and BD
Jakob Thye
Marketing, Communication
and HR
Johan Scherlin
Marketing and Communication
Kari Savolainen
Managing Director Finland
Outi Wuorenheimo
Sales
Anders Lönn
System Sales
Minna Simanainen
Financial
Kari Lehtinen
Purchasing and Logistics
Heikki Niemelä
Services
Monica Reikko
Human Resources
Sarita Laras
Marketing and
Communication
Atea – a joint Nordic background
Thomas Keifer
Chief Executive Officer
The basis of Atea is over thirty years of experience and
development work in Denmark, Finland, Norway and
Sweden. In 2002 this sound basis made Atea the Nordic
countries’ leading company for advice, sales, distribution
and integration of IT-products and IT-infrastructure.
Denmark
In 1970 Henning Jacobsen started the business
BogføringsCentralen (BFC). Just over 13 years later, in
1983, sales of PCs and various programs began, and in
conjunction with this the name was changed to BFC
Data. At the same time BFC Data was the first Danish
company to become an IBM Business Partner. In 1996
BFC Data was taken over by WM-data, and four years
later the different businesses were merged and WMdata
eDirect was formed. In 2001 WM-data eDirect
became 2001 Atea Denmark A/S.
Finland
In 1985 four private individuals established Facidata Oy,
Anders Bergström
Business Development
Rolf Eriksson
Chief Financial Officer
Anders Bergström
Managing Director Norway
Arve Uggedal
Sales Oslo
Jarle Bjørknes
Sales Stavanger
Anders Killingstad
Atea Direct
Lena Gausen
Financial
Lena Almåsvold
Marketing
Pär Aspengren
Managing Director Sweden
Anders Myrbäck
Sales
Rolf Eriksson
Financial
Anders Ripström
Logistics
Frank Svensson
Purchasing
Niklas Lundström
Business Administration
Johan Scherlin
Marketing and
Communication
and right from the start business concentrated on the
biggest Finnish companies as customers. Eight years later,
in 1993, more staff came in as owners. The company
had then grown to be the biggest reseller of Compaq
and IBM in Finland. In 1996 Facidata was taken over by
WM-data, and the name was changed to WM-data Faci
Oy. In 2001 the company was sold to Atea Holding AB,
and in conjunction with this the name was changed to
Atea Finland Oy.
Norway
In 1987 the basis of Atea Norway was created through
the formation of Cimtec, which first established itself in
Stavanger and straight afterwards in Oslo, Trondheim and
other parts of Norway. At an early stage Cimtec saw that
logistics were an important competitive factor, and in 1994
established the distributor ALS (Avansert Logistikk
Service). In 1997 WM-data bought Cimtec, and the
process of moving the logistics unit to Växjö (Sweden)
to create coordinative advantages then commenced.
29
Cimtec changed its name to WM-data Cimtec, which
then became WM-data Infra Structure, and in 2001
Atea Norway AS.
Organisation
Organisation
Atea comprises four strong national organisations, as well as
an overall group-wide organisation. The CEO of the group
(Atea Holding AB) is Thomas Keifer.
Sweden
In 1981 Owell Brevteknik was founded by Kjell-Owe
Andersson. In 1983 Owell AB entered the PC industry.
Two years later, in 1985, Owell AB was acquired by FFV,
who saw the acquisition as part of their IT-investment. In
1989 the business was bought off from FFV, and expansion
involving acquisitions all over the country commenced,
now under the name Owell Svenska AB. In
1994 Owell Svenska AB was listed on the stock
exchange, and the year after, in 1995, WM-data
acquired the company and created WM-data Owell. The
company was at the same time removed from the stockexchange
listing. In 1999 the entire business was incorporated
into WM-data Infra Structure, and just over two
years later, in 2001, Atea Sweden AB was launched on
the Swedish market.

Frank Mortensen, Managing Director Denmark

Atea Denmark – big influx of new customers
The year 2002 was characterised by continued positive development for Atea Denmark. Despite
the weak demand on the market and the sale of the subsidiary Dansk Data Distribution, the business
has displayed a growth in profit. This has been the result of a big influx of customers and a
broadening of business.
The key to success for Atea Denmark is the great
emphasis on optimisation of all the business processes,
facilitating maximum utilisation of resources in all
parts of the business. This means Atea Denmark can
have competitive power regarding price and quality,
and simultaneously be profitable, thus guaranteeing
long-term customer relations as a partner.
Many companies are experiencing pressure on
their income, and must therefore try to improve their
result through rationalisation and cost savings. Atea
Denmark’s concept and offering reduce customers’
expenses and simultaneously increase their efficiency
regarding acquisition, implementation and support
in IT-solutions.
By outsourcing many internal tasks to Atea, the
customers’ IT-departments can focus on the tasks
which create the most income, and simultaneously
get other tasks performed with the best quality and
at the lowest cost.
GOOD BREADTH OF BUSINESS
During 2002 too, Atea Denmark has experienced a
big influx of new customers, especially from the public
sector, where business operations have more than
doubled. Sales of SW licences have also doubled,
and Atea is now the biggest in terms of sales of
Microsoft licences in Denmark.
In 2002 Atea Denmark significantly expanded its
selection of infrastructure investments. Both the
number of staff and the general skills level within the
company and through partners have greatly
increased within the business areas Servers/storage,
S/W distribution, H/W service and printing and
printer solutions. Atea Denmark can thus assume
responsibility for most types of IT-project in the field
of infrastructure.
SOME OF ATEA DENMARK’S CUSTOMERS:
– Rigspolitiet is the central police organisation, and
holds ultimate responsibility for police activities in
Denmark and Greenland and on the Faroes. The
Danish police force is divided into 54 different
police districts. In addition to this, the Danish
police have a number of different central staff
functions.
Atea Denmark’s collaboration with the Danish
police started about ten years ago. The collaboration
now includes provision of all IT-products and
related services from the Atea Value Chain such as
configuration, installation and recycling.
– Grundfos, established in 1945, is one of Denmark’s
biggest industrial companies. The business involves
annual production of around 10 million pumps,
making Grundfos the world leader in the field.
The collaboration between Grundfos and Atea
Denmark has been going on for around 15 years,
and includes provision of all types of IT-product as
well as services from the Atea Value Chain.
–DR, formerly called Danmarks Radio (Danish
Radio), started its radio operations in 1925 and is
now one of Denmark’s biggest media companies.
In 1951 DR was the first Danish TV station to start
31
Denmark
TV transmissions, and in recent years growth within
the company has principally been within DR’s
online operations. For over ten years DR has been
collaborating with Atea Denmark on provision of
all types of IT-product with peripheral services
from the Atea Value Chain.
– Nykredit, whose main business involves financing
of real estate, also conducts banking and insurance
business. Nykredit and Atea Denmark have collaborated
on the supply of all types of IT-product with
peripheral services from the Atea Value Chain for
about ten years.
– Ecco Sko [Ecco Shoes] produce 10 million pairs of
shoes and boots a year, and they are sold in 3,000
shops all over the world. Business has grown since
the beginning of 1963, and there are now 8,500
staff.
For the past 15 years Ecco has been a customer
of Atea Denmark, and the collaboration covers
supply of all types of IT-product with services from
the Atea Value Chain.
– Other customers: Other customers include Holstebro
Municipality, Arla Foods amba, the Danish
Ministry for the Church, Pfizer, NCC Denmark,
SDC, TDC, Vejle Hospital, KMD, Bispebjerg
Hospital, Viborg Municipality, Løvens Kemiske
Fabrik [Løvens Chemical Factory], Nordea,
Danisco, the Danish Correctional Authority,
Carlsberg etc.

Finland
Atea Finland – strong position on weak market
The past year has been characterised by a tough market situation for Atea Finland, with dwindling
volumes on the market as a whole. It is expected that competition will continue to be intense during
2003. Atea Finland has simultaneously consolidated its position as the foremost partner of the leading
computer manufacturers.
During the year, Atea Finland has focused on ITinfrastructure,
IT-systems and accompanying expert
services. The results of these efforts can be described
as good, and the financial result for the 2002 twelvemonth
period was positive.
Atea supplied approximately 8.5 percent of all
PC systems on the market during the year. The best
results were attained during the second half of 2002;
PC deliveries increased by 33 percent during the
fourth quarter.
A further factor for success during 2002 was the
company’s ability to maintain its position as the foremost
partner of manufacturers such as IBM and HP.
New collaborations established in 2001 with other
manufacturers, such as Fujitsu Siemens, brought
improved opportunities to strengthen the company’s
position as the leading supplier of IT-products on
the Finnish market.
TOP EXPERTISE DISTINGUISHES ATEA FINLAND
In Finland, Atea has established a powerful service
organisation to meet customers’ requirements and
attain goals. The top expertise in the fields of MS,
Novell and Citrix differentiates Atea Finland from its
competitors. Through establishments at ten locations
throughout Finland, Atea can offer the same concept
and the same solutions to customers, wherever they
are. The Atea Value Chain forms the basis of business,
and it is through this chain that products and services
are constantly developed for the customers.
Atea Finland will grow by consolidating relations
with existing customers and simultaneously creating
conditions for new customer relations. This will be
done by consolidating the sales organisation. Atea
Finland performed a survey of customer satisfaction
in June 2002. Atea’s sales staff and services were con-
sidered to be the company’s principal strengths.
Atea’s services were deemed to be of good quality, and
the range sufficiently large. Atea’s sales staff were
deemed to be professional and service-oriented.
DEVELOPMENT AND STREAMLINING
During 2002 both internal and external processes
were improved and streamlined, creating a dividend
towards the end of the year. In June 2002 Atea
Finland received environmental certification in accordance
with ISO 14001:1996 for sales, service and
administrative functions, as well as logistics for ITproducts.
In April 2002 Atea Finland was awarded a
quality certificate in accordance with ISO 9001:2000
for logistical processes.
Competition on the Finnish market is expected to
remain intense. At the same time, implementation of
Atea Finland’s more focused strategy will entail
greater clarity, creating a very good possibility of
meeting the requirements of both customers and our
owners. Overall, Atea Finland looks forward to 2003
as a better and more profitable financial year than
2002.
ATEA FINLAND’S CUSTOMERS:
– The Finnish Defence Forces are one of Atea’s biggest
customers. The collaboration has been going on
for several years.
– Finland Post Corporation Atea Finland has a collaborative
contract with the Finland Post Corporation,
including provision of workstations and servers,
with accompanying services from Atea Value Chain
such as installation and configuration. During 2002,
Atea and the Post Office implemented the KOTA
project, whereby Atea supplied and installed 1,500
32
workstations at 600 post offices throughout Finland.
Atea was also responsible for security and recycling
issues, as well as accompanying services.
– Ministry of the Interior The Ministry of the Interior
and Atea Finland Oy have a collaborative contract
covering Efficient Purchases, Deliveries, Configuration
and Installation, plus other accompanying
services. The contract covers approximately 1,800
workstations, 1,700 monitors and 400 laptops. Atea
is responsible for the entire logistics system and
accompanying expert services.
– Evli Bank Plc Evli Bank Plc is a privately owned
Finnish provider of investment banking services.
Business operations of the Evli group are organised
into four business areas: Banking, Asset Management,
Capital Markets and Corporate Finance.
Atea’s contract covers delivery of PCs, laptops,
software and accompanying services.
– Stora Enso Oyj Atea Finland has collaborated with
the forestry group Stora Enso for ten years. The
collaboration with Stora Enso is particularly extensive
in the forestry group’s plants in southern
Finland. The contract covers deliveries of PCs and
laptops, including the accompanying installation
and service.
– Metsäliitto Group The Metsäliitto Group is one of
Europe’s biggest forestry groups, with global sales
and production units throughout Europe. The collaboration
with the Metsäliitto Group covers delivery
of PCs, laptops and servers, including the
accompanying installation and service. Program
licences also form part of the contract.

Kari Savolainen, Managing Director Finland

Norway
Atea Norway – a good basis for the future
In 2002, Atea Norway implemented measures that will enable rapid growth without significantly
altering the structure of the organisation. Thanks to a series of new contracts, Atea Norway is now
poised to outpace the market.
The company also created a clearer position for itself
on the Norwegian market. Atea Norway is a dedicated
sales organisation, which uses Atea Sweden’s
logistics centre in Växjö to deliver products and
services from the Atea Value Chain.
STRONG IMAGE
The company’s focus and image were further
strengthened in 2002. Despite a major decline in the
market, the company won several key contracts in the
face of strong competition. Yet the Norwegian market
still offers many tough challenges. Competition is
stiffening, and prices and margins are lower than
ever. But thanks to our emphasis on cost leadership,
and our unremitting efforts to achieve operational
superiority, Atea is well prepared to face the challenges,
both now and in the future.
NEW GENERAL CONTRACTS
Atea Norway’s primary objective is to increase its
market share. Recent, producer-driven trends in the
industry are encouraging strong and direct longterm
relationships with the company’s largest customers.
With strong and close relationships with the
markets leading manufacturers, Atea sees these developments
as an opportunity, rather than a threat. Our
services, which complement those of our customers in
the area of IT-product supply, are well highly appreciated
by both producers and customers. Collaboration
with leading manufacturers has enabled Atea Norway
to win several general contracts that will be of great
significance in the years ahead. The contracts cover a
wide range of products and a constantly expanding
choice of services from the Atea Value Chain. By
offering our customers simple and efficient management
of IT-products at a consistently high quality,
Atea Norway will outpace the market.
SOME OF ATEA NORWAY’S CUSTOMERS:
- Aker Kvaerner Atea Norway’s biggest customer last
year. Atea provided Aker Kvaerner with services
such as Asset Tag and Configuration as well as ITproducts.
- Tronheim Municipality and Southern Trondelag
County Council Norway’s second largest Home-PC
project in 2002 was won by Atea. 1,000 Home-PC
packages were delivered to individual users.
- Norwegian Post Office In autumn, in conjunction
with a major internal reorganisation and with the
assistance of Atea, HP signed a contract with the
Norwegian Post Office covering the distribution of
products and services. In 2000, Atea Norway
34
implemented the largest Home-PC project of the
year on behalf of the Post Office, and after nearly
three years we can still say that it was a success, not
without a certain pride.
- Akershus University Hospital An Atea client for
many years. Medical care is a tough industry that
faces many major challenges in the years ahead.
Atea has assumed responsibility for the hospital’s
product renewal and associated services, to the
great benefit to both parties.
- Thales Communications AS One of the world’s
largest suppliers of high-tech IT-solutions. Thales
designs, delivers and implements solutions in nearly
50 countries worldwide. Atea is a component supplier
to Thales, and our products and services form
part of their end products. With the Armed Forces
as its largest customer, Thales sets very exacting
standards for Atea’s products, services and delivery.
- Hafslund ASA Our commitment to Hafslund
increased during the year. All equipment is configured
and marked at our configuration centre in
Växjö, and discarded equipment is recycled in
accordance with strict security, environmental and
financial requirements.

Anders Bergström, Managing Director Norway

Pär Aspengren, Managing Director Sweden

Atea Sweden – increased demand despite cautious market
2002 has been a good year for Atea Sweden. Home PCs, licences and the public sector have compensated
for weaker B2B-sales. The turning point has not yet come, but we are positive about the future.
The industry displays continued structural change
regarding manufacturers, distributors and resellers.
There is a clear trend towards fewer players; some are
becoming bigger and others are specialising in a niche.
The medium-sized ones are disappearing. The year’s
biggest change was the merger of HP and Compaq.
One clear trend is that direct sales are no longer
taking market shares. In 2003 the battle between
direct and indirect sales will be one of the most
interesting developments – perhaps above all how
customers buy IT-products and the peripheral services
needed for cost-effective management.
INCREASE FOR HOME PCS
In 2002 the Swedish PC market has seen a continued
weak demand in the company segment (–5%), whilst
there has been great demand for Home PCs.
Demand in licensing has been stable, and Atea’s
market share has increased to 24% of Microsoft’s
Swedish sales.
During the year we supplied 55,000 Home-PC
units, i.e. an 83% increase compared with the previous
year. Atea’s market share of Home-PC sales is
around 17%. The market volume for 2003 is expected
to be lower, but Atea is reckoning on at least the
same market share.
Atea’s target group, the 300 biggest companies and
organisations, has been the most restrained group in
2002. To improve the balance between the private
and public sectors, in 2002 Atea has invested heavily
in the public sector, increasing turnover in that field
by over 100%.
INCREASED DEMAND FOR SERVICES
The demand for services within the Atea Value
Chain linked to acquisition and implementation of
IT-products has continued to grow. More and more
customers need to save on management costs (TCB,
total cost of buying) and total ownership costs (TCO,
total cost of ownership). Standardisation and centralisation
are Atea's tools for increasing efficiency.
The field of recycling has developed, and around
45,000 units a year can now be handled. Demand is
still increasing, and is based on an environmental,
security-based approach. With the right management,
major rationalisation profits are possible in this area,
and we believe this will be a factor for success in 2003.
SOME OF ATEA SWEDEN’S CUSTOMERS
– The Swedish Tax Board (Riksskatteverket, RSV),
through Riksskatteverket IT, signed in 2002 a contract
on provision of computers and servers by
Fujitsu Siemens, with Atea as the logistics partner.
Riksskatteverket IT provides IT-support for all tax
authorities and enforcement services in Sweden.
– Skanska Sweden AB commenced collaboration with
Atea in 2002 as its logistics partner. By collaborating
with Atea, Skanska has rationalised its management
of IT-products, resulting in improved routines and
lower management costs.
– Swedish National Rail Administration (Banverket)
Atea and HP are responsible for IT-product supply
to most offices/workplaces in Sweden, but are
focusing on Borlänge and the head office.
– Handelsbanken and Atea have been collaborating
for several years. Atea is responsible for supplying
Handelsbanken in Sweden with various types of
IT-equipment.
– Volvo Atea supplies Dell computers to all Volvo
units in Gothenburg. The products are configured
and marked when they arrive. This collaboration
includes return of worn-out equipment.
37
Sweden
–NCC has been an important customer of Atea for
several years. The collaboration with NCC
includes configuration and preparation of all
equipment in Atea’s config centre.
– Nordea has been a customer for several years. The
collaboration has constantly developed, and the
equipment supplied is now prepared in Atea’s config
centre. For maximum security, all configuration is
performed in locked rooms used only for deliveries
to Nordea.
– Vattenfall is Sweden’s biggest electricity company,
with operations at many locations in the country.
Vattenfall has stringent security requirements, and
Atea Sweden has been entrusted with delivery of
new IT-equipment and the return of old equipment.
– Apoteket AB has chosen Atea as its sole logistics
partner for IT-equipment for central units and
local pharmacies, creating simplified, rationalised
management for Apoteket AB.
– Huddinge University Hospital has been a customer
of Atea Sweden for several years. The collaboration
has constantly developed, and the equipment supplied
is now prepared at Atea’s config centre.
Management of returns is a new, extra service.
Huddinge University Hospital, which has environmental
certification, has stringent quality, environmental
and security demands.
– Other customers: The customer list includes Amersham
Pharmacia Danzas, SAS, Swedish State Railways,
SSAB, FöreningsSparbanken, PEAB, Jönköping
County Council, Alstom, Posten, Sandvik, the
Swedish Migration Board, the Swedish Judiciary
Administration, Norrbotten County Council etc.

From left: Rickard Petri, Kurt Jofs, Bengt Paulsson, Rolf Sundberg, Gustav Bard, Thomas Keifer, Gündor Rentsch

Gündor Rentsch
Chairman of the board, Director,
Stockholm
Born: 1941
Board member since: 2001
Number of shares: 12,500 (own
and through company)
Options: 22,250 (own and
through company)
Other assignments: Board member
of WM-data AB, Readsoft AB,
Sectra AB, Streamserve Inc., ITB
AB.
Bengt Paulsson
Ordinary member, Director, Senior
Advisor 3i Sweden, Stockholm.
Born: 1939
Board member since: 2001
Number of shares: 2,500
Options: 2,500
Other assignments: Chairman of
the board of Avitec, Northern,
Dafix, DataVis, Navigera,
Sourcecom. Board member of
RBS.
39
Board
Gustav Bard
Ordinary member, managing
director, 3i Sweden, Stockholm
Born: 1964
Board member since: 2001
Number of shares: 0
Options: 0
Other assignments: Board
member of Diab International AB,
InfoCare AS.
Rickard Petri
Ordinary member, CFO WM-data,
Växjö.
Born: 1953
Board member since: 2001
Number of shares: 0
Options: 0
Other assignments: none
Rolf Sundberg
Ordinary member, Stockholm
Born: 1941
Board member since: 2001
Number of shares: 2,500
Options: 5,187
Other assignments: Board member
of Dialect AB and Upsize AB.
Board
Kurt Jofs
Ordinary member, Stockholm
Born: 1958
Board member since: 2001
Number of shares: 3,500
Options: 12,187
Other assignments: Chairman
of the board of Flygbussarna,
Finnveden AB,
Holmbergsindustrier AB. Board
member of Enea.
Thomas Keifer
Chief Executive Officer, Skanör
Born: 1960
Employed since: 2000, plus
1992–1999
Shares: 1,250
Options: 10,000

Directors’ report
The board and the managing director of Atea Holding AB herewith issue the annual report
and consolidated accounts for the financial year 1 January 2002 to 31 December 2002.
All amounts are in thousands of SEK, unless stated otherwise.
Ownership circumstances
Atea Holding AB is owned by:
WM-data AB 48.8125%
3i Group plc 20.0526%
3i Europartners III A LP 17.6608%
3i Europartners III B LP 6.7454%
3i Nordic 2002 SA 4.3537%
Board and management 2.3750%
Information on business
Group
Atea is the Nordic countries’ leading company for advice, sales, distribution and integration
of IT-products.
In accordance with the business concept, Atea is simplifying and rationalising its customers’
management of IT-products throughout their life cycle. Through the Atea Value
Chain, Atea offers an overall concept for IT-product provision. The value chain includes
everything from analysis and advisement, deliveries and installation through to recycling
or scrapping of worn-out IT-products – in short, the entire life cycle for a company’s ITproducts.
Directors’ report
42
Parent company
The parent company’s business is owning and administrating companies which produce
IT-products and IT-services.
Important events during the financial year
Group
Despite a general decline in the market, Atea has succeeded in balancing new products
and services for existing and new customers, and continued to work on rationalisation of
its own business.
2002 was the first complete financial year in Atea’s history. The result was affected by
the poor state of the market, but was nevertheless satisfactory. During the year there was
an emphasis on developing the Atea Value Chain business platform and other products
and services, especially in the fields of analysis and advisement and Infrastructure
Products.
Atea recorded high growth in the Public Sector business area in all countries. Public
Sector Customers see the possibility of rationalising their processes and reducing their
IT-costs using Atea’s services.
During 2002 Atea also secured and increased its market leadership in Licence Management,
and now has a 20–25% share of Microsoft’s turnover in the Nordic countries.
During the year Atea formed a new subsidiary. The name of the company is X IT IT
Broker AB. It is planned that the company be a sales channel within the Atea group for
reconditioned used products.

Parent company
Atea Norway AS has been provided with a SEK 44,378,000 shareholder contribution. There
has been a SEK 40,321,000 write-down of the shares in Atea Norway AS as a result of
the losses the company has recorded. There has been extensive restructuring in Norway
during 2002. This restructuring has comprised staff changes as well as administrative
and other measures to further business. The company is deemed to have an earning
ability in line with expectations at the time of the acquisition in 2001. There has been a
SEK 14,000,000 write-up of the shares in Atea Denmark A/S.
Profit/loss and position (million SEK)
Group 2002 2001 (3 months)
Net turnover 6,062 1,642
Profit/loss after financial items 65 19
Balance-sheet total 1,676 1,887
Solidity 26% 21%
Average number of staff 645 711
Parent company 2002 2001 (3 months)
Net turnover 16 8
Profit/loss after financial items 55 –6
Balance-sheet total 819 784
Solidity 55% 50%
Average number of staff 1 0
43
Future development
Directors’ report
The challenges many of us experienced in 2002 will continue in 2003. The Swedish Institute
of Economic Research writes in its December report on the state of the international
market that ‘recovery is slow, and it is estimated that utilisation of resources will not
increase until the beginning of 2004”.
This will of course also affect Atea. Amongst other things, it will create further costcontrol
and efficiency requirements without us jeopardising our stringent quality and precision
requirements.
During 2002 the Swedish PC market has been kept buoyant through strong Home-PC
sales. Home-PC sales are in part saturated, and our sales in this area will thus be weaker
during 2003.
Overall we believe that 2003, like 2002, will be a year of eliminations and structural
deals in the industry, amongst both resellers and distributors. Many players will try to find
advantages of scale by centralising parts of their business.
Despite everything, this means overall that after two very difficult years we believe things
will turn somewhat in 2003, and that 2004 will be year of growth.
Appropriation of profits
The following profits are at the disposal of the general meeting of shareholders:
Profit brought forward SEK 295,564,875
Profit/loss for the year SEK 27,690,559
Total SEK 323,255,434
The board proposes the profits be brought forward to a new account.

Profit/loss statement and balance sheet, group
Income statement
01.01.2002 28.09.2001
Thousands of SEK Note 31.12.2002 31.12.2001
Nettoomsättning 1 6,061,796 1,642,287
OPERATING EXPENSES
Merchandise –5,387,015 –1,436,745
Other external expenses 3, 4 –144,997 –71,075
Staff expenses
Depreciation of tangible
2 –408,371 –99,871
and intangible fixed assets 8, 9 –34,672 –7,999
Operating profit before financial items 86,741 26,597
FINANCIAL INCOME AND EXPENSES 5
Interest income etc. 12,843 3,810
Interest expenses etc. –34,725 –11,137
Profit/loss before tax 64,859 19,270
Taxes 7 –32,157 –8,103
PROFIT/LOSS FOR THE YEAR 32,702 11,167
Group
44
Balance sheet
Thousands of SEK
FIXED ASSETS
Note 31.12.2002 31.12.2001
Intangible fixed assets 8
Goodwill 364,514 377,829
Other intangible assets 4,221 2,549
Total fixed assets 368,735 380,378
Tangible fixed assets 9
Buildings 882 953
Machinery and equipment 30,579 28,435
Computers 1,361 2,127
Total tangible fixed assets 32,822 31,515
Financial fixed assets
Long-term claims 11 8,195 14,964
Total fixed assets 409,752 426,857
Current assets
Inventory 12 156,715 244,616
Current receivables
Account Receivables 806,714 1,026,558
Other receivables 165,705 132,558
Prepaid expenses and accrued income 13 15,617 4,183
Total current receivables 988,036 1,163,299
Cash and bank 121,642 52,128
Total current assets 1,266,393 1,460,043
TOTAL ASSETS 1,676,145 1,886,900

Balance sheet, cont.
Thousands of SEK
EQUITY AND LIABILITIES
Note 31.12.2002 31.12.2001
EQUITY 14
Restricted equity
Share capital 1,000,000 shares at nom. SEK 100 100,000 100,000
Restricted reserves 24,884 697
Total equity 124,884 100,697
Unrestricted equity
Unrestricted funds 274,829 292,214
Profit/loss for the year 32,702 11,167
Total unrestricted equity 307,531 303,381
Total equity 432,415 404,078
Provisions 15 10,169 2,514
LIABILITIES
Long-term liabilities 16
Liability to credit institutes 303,191 333,515
Other long-term liabilities 100,000 100,000
Total long-term liabilities 403,191 433,515
Current liabilities
Advances from customers 42,497 40,244
Account payables 621,178 745,121
Tax liabilities 29,728 16,497
Accrued expenses and deferred income 17 77,443 108,322
Other liabilities 59,524 136,609
Total current liabilities 830,370 1,046,793
TOTAL EQUITY AND LIABILITIES 1,676,145 1,886,900
Pledged assets 18 1,301,740 1,103,112
Contingent liabilities 18 50,545 51,915
Group
45
Cash-flow analysis for the group
Cash-flow analysis for the group
Thousands of SEK
CURRENT BUSINESS
2002 2001
Profit/loss after financial items 64,859 19,270
Adjustments for items not included in the cash flow
Depreciation 34,672 7,999
Exchange profit/exchange loss –1,789 193
Capital profit/loss upon sales of equipment –92 –748
Change in provisions 597 0
Taxes –16, 532 –6,160
Cash flow from current business
before changes in working capital 81,715 20,554
Change in the business’s net assets
Reduction in inventory 85,379 93,597
Increase/decrease in receivables 184,011 –44,449
Decrease in current liabilities –230,050 –37,162
Cash flow from current business 121,055 32,540
Cash flow from investment business
Acquisition of subsidiaries –100 –700,011
Investment in tangible fixed assets –15,369 –1,498
Investment in intangible fixed assets –2,905 –19
Investment in financial fixed assets –5 –100
Sales of fixed assets 166 1,235
Cash flow from investment business –18,214 –700,393
Cash flow from financing business
Share capital issued 0 100,000
Net change cheque account 24,676 –53,228
Loans raised 0 375,000
Amortisation of liability –55,000 0
Shareholder contributions 0 300,000
Cash flow from financing business –30,324 721,772
Increase in liquid funds 72,518 53,919
Liquid funds at beginning of year 52,128 0
Exchange-rate difference in liquid funds –3,004 –1,791
Liquid funds at year-end 121,642 52,128

Income statement parent company
Income statement
01.01.2002 04.05.2001
Tousands of SEK Note 31.12.2002 31.12.2001
Net turnover 15,700 7,735
Operating expenses
Employee expenses 2 –1,865 0
Other external expenses 3 –20,131 –7,745
Other operating expenses 0 –200
Operating profit/loss before financial items –6,296 –210
Financial income and expenses 5
Interest income etc. 127,518 52
Interest expenses etc. –65,776 –5,998
Allocation to untaxed reserves 6 –14,149 0
Profit/loss before tax 41,297 –6,156
Taxes 7 –13,606 1,721
PROFIT/LOSS FOR THE YEAR 27,691 –4,435
Parent company
46
Balance sheet
Thousands of SEK
ASSETS
Fixed assets
Note 31.12.2002 31.12.2001
Financial fixed assets 10
Shares in group companies 774,072 759,083
Long-term receivables 0 1,721
Total fixed assets 774,072 760,804
Current assets
Current receivables
Receivables from group companies 21,946 478
Other receivables 17,249 6,526
Total current receivables 39,195 7,004
Cash and bank 5,915 15,986
Total current assets 45,110 22,990
TOTAL ASSETS 819,182 783,794

Balance sheet, cont.
Parent company
Thousands of SEK
EQUITY AND LIABILITIES
Note 31.12.2002 31.12.2001
EQUITY 14
Restricted equity
Share capital 1,000,000 shares at nom. SEK 100 100,000 100,000
Revaluation reserve 14,000 0
Total restricted equity 114,000 100,000
Unrestricted equity
Profit brought forward 295,565 300,000
Profit/loss for the year 27,691 –4,435
Total unrestricted equity 323,256 295,565
TOTAL EQUITY 437,256 395,565
Untaxed reserves 14,149 0
Long-term liabilities 16
Liability to credit institute 220,000 275,000
Other long-term liabilities 100,000 100,000
Total long-term liabilities 320,000 375,000
Current liabilities
Account payables 9,800 0
Liabilities to group companies 25,351 0
Tax liability 11,885 0
Accrued expenses and deferred income 17 704 1,998
Other liabilities 37 11,231
Total current liabilities 47,777 13,229
TOTAL EQUITY AND LIABILITIES 819,182 783,794
Pledged assets 18 774,072 759,083
Contingent liability None None
47
List of notes
Accounting principles
The rules of the Annual Report Act regarding preparation of profit/loss statements and
balance sheets and evaluation are applied. Atea Holding AB follows the Swedish Financial
Accounting Board’s recommendations, except for Recommendation 18, since no trade
takes place with the company’s shares.
Notes
Consolidated accounts
In addition to the parent company, the consolidated accounts cover all companies in which
the parent company directly or indirectly holds over 50% of the votes.
The consolidated accounts have been prepared in accordance with the acquisition
method. This means acquired subsidiaries’ assets and liabilities have been included at the
market value which has formed the basis for ascertainment of the share purchase price. The
difference between the purchase price and the acquired companies’ equity is recorded
as goodwill. The group’s equity includes the parent company’s equity and that part of the
subsidiaries’ equity which has come in after these companies have been acquired.
Goodwill
Depreciation of goodwill is written off in accordance with the stipulations of the Annual
Report Act on the basis of the financial life span. Recorded goodwill values stem from
the acquisition of subsidiaries and are of such a strategic market character that they are
written off over 20 years. Goodwill is reviewed annually and adjusted if the conditions for
activation change.
Translation regarding foreign subsidiaries
Translation of foreign subsidiaries’ profit/loss statements and balance sheets is in accordance
with the current method. This means that assets and liabilities are translated at the closing
rates of exchange and that the profit/loss statements are translated at an average rate for
the financial year. Any translation difference is recorded directly against equity in the group.
Receivables and liabilities in foreign currency
Receivables and liabilities in foreign currency have been valued at the relevant rates on
the closing day. If the receivable or liability is secured, it is valued at the secured rate.
Unrealised exchange profits and exchange losses have been recorded.
Fixed assets
Depreciation of tangible and intangible fixed assets has been performed according to
plan. The depreciation rates have been based on the estimated financial life span.
Goodwill 20 years
Other intangible fixed assets 5 years
Buildings 25 years
Equipment 5 years
Computers 3 years

Notes
Inventory
Valuation of the inventory is performed at whichever is the lower of the acquisition value
and the current value. The value does not exceed the goods’ sale value after deductions
for sale expenses. Deductions are made for obsolescence. The inventory consists mainly
of hardware for further sale.
Taxes
Provision is made for current and deferred tax. Current tax is based on the relevant companies’
taxable profit. Deferred tax takes into consideration the tax effect of the difference
between values included in the accounts and fiscal values, as well as values attributable
to unutilised deductions for loss.
Related companies
There are constant transactions between the Atea group and the WM-data group for
business reasons. Atea Holding received a loan from WM-data in connection with the
formation of the group. The loan is SEK 100 million. Interest is paid on market terms.
Purchase and sale between group companies
Of the parent company’s total expenses for purchase and sale, 47% of purchases have
come from and 100% of the income has gone to other companies within the group.
Definition of key ratios
Solidity
Equity including equity share of untaxed reserves in relation to balance-sheet total.
Note 1 Distribution of net turnover and operating profit/loss
The net turnover and operating profit/loss before financial items per country divide up as
follows:
Operating profit/loss Net turnover
Group 2002 2001 2002 2001
Sweden 69,182 22,755 2,947,923 728,260
Finland 11,935 –3,122 1,338,286 337,629
Denmark 26,219 12,717 1,525,515 488,050
Norway –20,595 –5,752 250,072 88,348
Total 86,741 26,597 6,061,796 1,642,287
48
Note 2 Staff expenses
Salaries and other remuneration1 2002 2001
Parent company
Subsidiaries:
1,747 0
Sweden 95,975 25,872
Finland 95,484 26,945
Denmark 73,232 20,749
Norway 20,415 5,032
Social security contributions and pension costs2 2002 2001
Parent company
Subsidiaries:
771 0
Sweden 40,577 11,138
Finland 22,572 5,504
Denmark 976 2,552
Norway 4,137 868
of which pension costs for:
– parent company and Atea Sweden AB 9,232 2,647
– foreign subsidiaries 17,163 2,340
1 of salaries and other remuneration, the following
apply to the managing director and board 2002 2001
Parent company
Subsidiaries:
1,747 0
Sweden 1,176 1,078
Finland 1,967 488
Denmark 2,184 791
Norway 3,300 321
2 of the pension expenses, the following
apply to the managing director and board 2002 2001
Parent company
Subsidiaries:
154 0
Sweden 75 238
Finland 0 81
Denmark 0 0
Norway 29 0

Average number of staff Men 2002 Women 2002 Men 2001 Women 2001
Parent company
Subsidiaries:
1 0 0 0
Sweden 212 60 188 63
Finland 177 72 200 64
Denmark 86 52 85 67
Norway 21 11 25 19
Total number of staff 497 195 498 213
Note 3 Information on auditors’ fees
Group Parent company
Fees and reimbursement of expenses
Ernst & Young AB
2002 2001 2002 2001
Auditing assignments 1,083 701 536 50
Other assignments 715 260 365 22
BDO
Auditing assignments 193 0 0 0
Other assignments 377 0 0 0
Other
Auditing assignments 0 0 0 0
Other assignments 28 0 0 0
Note 4 Leasing expenses
Through operational leasing agreements the group has at its disposal equipment, computers,
company cars, premises etc.
Future payment undertakings within the group. Premises M & E
2003 25,414 16,634
2004 24,369 14,296
2005 9,689 5,674
2006 0 585
2007 and later 0 0
The year’s expenses for rented assets totalled:
– premises 26,008
– machinery and equipment 19,264
49
Note 5 Financial income and expenses
Notes
Financial income Group Parent company
Group contributions 0 94,000
Dividends from subsidiaries 0 33,014
Interest income 12,843 514
Total financial income 12,843 127,518
Financial expenses Group Parent company
Write-down of shares in subsidiaries 0 –40,321
Interest expenses –34,725 –25,455
Total financial expenses –34,725 –65,776
Note 6 Allocation to/from untaxed reserves
Group Parent company
Allocation to periodisation fund 0 –14,149
Total allocation to/from untaxed reserves 0 –14,149
Note 7 Tax on profit/loss for the year
Group Parent company
Current tax –25,723 –11,885
Deferred tax attributable to non-utilised deductions for loss –2,680 –1,721
Deferred tax attributable to untaxed reserves –3,754 0
Total tax on profit/loss for the year –32,157 –13,606
The difference between recorded tax expenses and tax expenses at current tax rates
comprises the following components:
Recorded profit/loss before tax 64,859 41,297
Tax in accordance with current tax rates –27,721 –13,284
Tax effect on goodwill depreciation –5,430 0
Effects of fiscal adjustments 994 –322
Total tax –32,157 –13,606
The company has recorded a tax claim as a result of unutilised deductions for loss with
regard to the Norwegian subsidiary. The claim is recorded with a view to the company’s
expected future earning capacity.

Notes
Note 8 Intangible fixed assets
Goodwill
Depreciation has taken place at 5% on the assets’ original acquisition value.
Group 2002 2001
Opening acquisition value 382,612 0
The year’s acquisitions 0 382,612
Adjustment for the year* 8,934 0
Translation difference –2,440 0
Closing accumulated acquisition value 389,106 382,612
Opening depreciation according to plan –4,783 0
Depreciation for the year according to plan –19,394 –4,783
Translation difference –415 0
losing accumulated depreciation –24,592 –4,783
Closing residual value according to plan 364,514 377,829
* the change is attributable to adjustments in the acquisition analysis regarding changes
in recorded values for identified assets and liabilities.
Other intangible assets
Depreciation has taken place at 20% of the assets’ original acquisition value.
The assets mainly comprise licences.
Group 2002 2001
Opening acquisition value 5,205 0
Accumulated initial values in conjunction with acquisition 0 5,353
The year’s acquisitions 2,905 19
Translation difference –117 –167
Closing accumulated acquisition value 7,993 5,205
Opening depreciation according to plan –2,656 0
Accumulated depreciation in conjunction with acquisition 0 –2,473
Depreciation for the year according to plan –1 181 –259
Translation difference 65 76
Closing accumulated depreciation –3,772 –2,656
Closing residual value according to plan 4,221 2,549
50
Note 9 Tangible fixed assets
Buildings
Depreciation has taken place at 4% of the assets’ original acquisition value.
Group 2002 2001
Opening acquisition value 1,095 0
Accumulated initial values in conjunction with acquisition 0 1,131
Translation difference –29 –36
Closing accumulated acquisition value 1,066 1,095
Opening depreciation according to plan –142 0
Accumulated depreciation in conjunction with acquisition 0 –137
Depreciation for the year according to plan –46 –9
Translation difference 4 4
Closing accumulated depreciation –184 –142
Closing residual value according to plan 882 953
Machinery and equipment
Depreciation has taken place at 20% of the assets’ original acquisition value.
Group 2002 2001
Opening acquisition value 48,917 0
Accumulated initial values in conjunction with acquisition 0 50,467
The year’s acquisitions 14,632 583
The period’s sales/rejects –166 –1,544
Translation difference 772 –589
Closing accumulated acquisition value 64,155 48,917
Opening depreciation according to plan –20,482 0
Depreciation in conjunction with acquisition 0 –20,190
Sales/rejects 31 1,949
Depreciation for the year according to plan –12,482 –2,581
Translation difference –643 340
Closing accumulated depreciation –33,576 –20,482
Closing residual value according to plan 30,579 28,435

Computers
Depreciation has taken place at 33% of the assets’ original acquisition value.
Group 2002 2001
Opening acquisition value 8,621 0
Accumulated initial values in conjunction with acquisition 0 8,482
The year’s acquisitions 737 139
The year’s sales –11 0
Closing accumulated acquisition value 9,347 8,621
Opening depreciation according to plan –6,494 0
Accumulated depreciation in conjunction with acquisition 0 –6,127
The year’s sales 11 0
The year’s depreciation according to plan –1,504 –367
Closing accumulated depreciation –7,987 –6,494
Closing residual value according to plan 1,361 2,127
Note 10 Financial fixed assets
Parent company
Shares in group companies 2002 2001
Opening acquisition value 759,083 0
Reduced purchase price –3,169 0
The year’s acquisitions 100 759,083
Shareholder contributions 44,378 0
Closing accumulated acquisition value 800,392 759,083
Opening write-ups 0 0
The year’s write-ups 14,000 0
Closing write-ups 14,000 0
Opening write-downs 0 0
The year’s write-downs –40,321 0
Closing write-downs –40,321 0
Closing residual value according to plan 774,072 759,083
51
Notes
Capital Share in Number of Book
Shares in group companies share voting rights shares value
Atea Sverige AB 100% 100% 2,932,448 437,727
Atea Finland Oy 100% 100% 10,336 116,659
Atea Danmark A/S 100% 100% 15,000 189,150
Atea Norge AS 100% 100% 1,500 30,436
X IT IT Broker AB 100% 100% 1,000 100
Total 774,072
Information on the subsidiaries’ organisation registration numbers and registered offices:
Org. reg. no. Registered office
Atea Sverige AB 556354-4690 Stockholm
Atea Finland Oy 0596816-8 Vantaa
Atea Danmark A/S 25596730 Ballerup
Atea Norge AS 983 495 192 Oslo
X IT IT Broker AB 556630-5792 Växjö
Note 11 Long-term receivables
Group 2002 2001
Tax claim with regard to deferred tax 7,973 14,746
Other receivables 222 218
Total 8,195 14,964
Note 12 Inventory
Inventory, 156,715 (244,616), comprising IT-equipment for sale.
Note 13 Prepaid expenses and accrued income
Group 2002 2001
Prepaid rents 4,119 1,087
Prepaid expenses, licences etc. 1,402 1,102
Other items 10,096 1,994
Total 15,617 4,183

Notes
Note 14 Equity
Restricted Free Profit/loss
Parent company Share capital reserves reserves for year
Amount at beginning of year
Transfer of previous
100,000 697 292,214 11,167
year’s profit/loss 11,167 –11,167
Translation difference
Shift between restricted
–4,365
and free reserves 24,187 –24,187
Profit/loss for the year 32,702
Closing balance 100,000 24,884 274,829 32,702
Revaluation Profit/loss Annual
Parent company Share capital reserve brought forward profit/loss
Amount at beginning of year
Transfer of previous
100,000 0 300,000 –4,435
year’s profit/loss
Write-up of financial
–4,435 4,435
fixed assets 14,000
Profit/loss for the year 27 691
Closing balance 100,000 14,000 295,565 27,691
Note 15 Provisions
The group records the tax part of untaxed reserves as a provision.
Group 2002 2001
Deferred tax liability regarding temporary differences 9,572 2,514
Other provisions 597 0
Total 10,169 2,514
Note 16 Long-term liabilities
Group 2002 2001
Utilised bank-overdraft facilities 83,191 58,515
Other liabilities to credit institutes 220,000 275,000
Other long-term liabilities 100,000 100,000
52
Parent company 2002 2001
Other liabilities to credit institutes 220,000 275,000
Other long-term liabilities 100,000 100,000
The authorised bank-overdraft facility is 575,000 in the group and 0 in the parent company.
Note 17 Accrued expenses and deferred income
Group 2002 2001
Accrued expenses with regard to staff 58,378 77,344
Other 19,065 30,978
Total 77,443 108,322
Parent company 2002 2001
Accrued expenses with regard to staff 301 0
Other 403 1,998
Total 704 1,998
Note 18 Pledged assets
Group 2002 2001
For liabilities to credit institutes:
Floating charges 519,072 335,413
Shares in subsidiaries 782,668 767,596
Other securities pledged 103
Total pledged assets 1,301,740 1,103,112
Guarantee 50,545 51,915
Total contingent liability 50,545 51,915
Parent company 2002 2001
Shares in subsidiaries 774,072 759,083
Total pledged assets 774,072 759,083

Stockholm, 25 March 2003
Gündor Rentsch Gustav Bard
Chairman
Rickard Petri Bengt Paulsson
Rolf Sundberg Kurt Jofs
Thomas Keifer
Managing director
My auditor’s report was submitted on 28 March 2003
Stefan Madeling
Authorised public accountant
iii
Auditor’s report
To the general meeting of Atea Holding AB
Auditor’s report
I have examined the annual report, the consolidated accounts and the book-keeping, as
well as the board’s and the managing director’s administration of Atea Holding AB for the
financial year 2002. The board and the managing director are responsible for accounting
documentation and administration. My responsibility is to make a statement about the
annual report, consolidated accounts and administration on the basis of my audit.
The audit has been performed in accordance with generally accepted auditing standards
in Sweden. This means I have planned and performed the audit to assure myself to
a reasonable degree that the annual report and consolidated accounts do not contain
any major errors. An audit involves examining a selection of the supporting documents
for amounts and other information in the accounting documents.
An audit also includes checking the accounting principles and the board’s and the
managing director’s application of the latter, as well as assessing the information collected
in the annual report and consolidated accounts. By way of a basis for my statement
regarding freedom of responsibility, I have examined important decisions, measures and
circumstances in the company in order to be able to assess whether any member of the
board or the managing director are liable to the company for damages. I have also examined
whether any member of the board or the managing director have in any other way
behaved in violation of the Companies Act, the Annual Report Act or the articles of association.
I consider that my audit provides me with a reasonable basis for my statements
below.
The annual report and consolidated accounts have been prepared in accordance with
the Annual Report Act, thus providing a true picture of company and group profit/loss
and position in accordance with accepted auditing standards in Sweden.
I recommend that the general meeting adopt the profit/loss statement and balance
sheet for the parent company and group, dispose of the profit in the parent company in
line with the proposal in the directors’ report and grant the board’s members and the
managing director freedom of responsibility for the financial year.
Stockholm, 28 March 2003
Stefan Madeling
Authorised public accountant

Atea Nordic, Headoffice
Råsundavägen 18, Box 1495, SE-171 29 Solna, Sweden, Tel +46 8 470 80 00, Fax +46 8 470 81 00
Atea Denmark
Lautrupvang 10, DK-2750 Ballerup, Denmark. Tel +45 70 120 400 Fax +45 44 784 001
Atea Finland
Jaakonkatu 2, P.O. Box 39, FI-01621 Vantaa, Helsinki, Finland, Tel +358 9 613 611, Fax +358 9 613 613 00
Atea Norway
Sandviksveien 22, Postboks 103, NO-1322 Høvik, Oslo, Norway, Tel +47 23 30 46 00, Fax +47 23 30 46 61
Atea Sweden
Smedjegatan 12 , Box 159 , SE-351 04 Växjö, Sweden , Tel +46 470 77 16 00, Fax +46 470 189 40