Atea - Cisionmb.cision.com/Main/14602/2161009/611218.pdf · Agenda 11.00 - 12.00 Registration &...
112
Capital Markets Day Atea ASA Thursday November 24, 2011 Ballerup, Denmark
Transcript of Atea - Cisionmb.cision.com/Main/14602/2161009/611218.pdf · Agenda 11.00 - 12.00 Registration &...
Capital Markets Day
Atea ASA
Thursday November 24, 2011
Ballerup, Denmark
Agenda
11.00 - 12.00 Registration & Lunch
12.00 - 12.05 Introduction - Claus Hougesen, CEO Atea ASA
12.05 - 12.50 Business, Financial update & Strategy - Claus Hougesen/Rune Falstad, CFO Atea ASA
12.50 - 13.15 Collaboration - Steinar Sønsteby, Managing Director Norway
13.15 - 13.40 Consumerization - Peter Trans, Managing Director Denmark
13.40 - 14.00 Coffee break
14.00 - 14.20 One Infrastructure - Juha Sihvonen, managing director Finland
14.20 - 14.35 Norway - Steinar Sønsteby, Managing Director Norway
14.35 - 14.50 Sweden - Björn-Erik Karlsson, Acting Managing Director Sweden
14.50 - 15.05 Denmark - Peter Trans, Managing Director Denmark
15.05 - 15.25 Coffee break
15.25 - 15.40 Finland - Juha Sihvonen, Managing Director Finland
15.40 - 15.55 Baltics - Arunas Bartusevicius, Managing Director Baltics
15.55 - 16.10 Shared Group Services - André Løvestam, EVP Atea ASA
16.10 - 16.30 Summary and final remarks - Claus Hougesen/Ib Kunøe, Chairman of the Board of Directors of Atea ASA
16.30 - 17.00 Q&A
17.00 - 17.30 Snacks/ Senior Management available for interviews and informal discussions
19.00 - 22.00 Dinner at Restaurant Skovlyst
Business, Financial update
& Strategy
Claus Hougesen, CEO Atea ASA
Rune Falstad, CFO Atea ASA
4
Second largest within IT infrastructure in Europe
• NOK +20 billion in annual revenue
• Market leader within IT infrastructure
• 80 locations in Nordic and Baltic region
• 5,720 employees
• 3,400 consultants & technicians
• 25,500 customers
0
5
10
15
20
25
30
NOK billion
Computacenter Atea Bechtle
European players
A strong and well defined strategic position
Infrastructure
volume
products
Infrastructure
high-end
products
Infrastructure
solutions/
middleware
Applications
Business
processes
Analyse Installation Outsourcing
CUSTOMER
VALUE The total Nordic IT
infrastructure market is worth
NOK 123 billion. Atea has
16.1% market share
Software
21%
Hardware
60 %
Services
19 %
Operate Design Service
& support
CUSTOMER
LIFE CYCLE
5
”Culture eats strategy for
breakfast ”
6
Mark Field, Ford
Financial Update
Rune Falstad
CFO Atea ASA
Key numbers – Group
8
MNOK YTD Q3 10 YTD Q3 11 y-o-y
Services revenue 2 204 2 950 34 %
Product revenue 8 967 10 759 20 %
Total revenue 11 172 13 709 23 %
Gross margin 24,6 % 25,0 % -
EBITDA 375 496 32 %
EBITDA-margin 3,4 % 3,6 % -
Ambition - Atea Group 2011
20 : 11 : 1
6.4:11:300 5:11:250 260:11:9 50:11:4 6:11:300
Local goals in local currencies
9
19.4 : 11 : 920
Applying 2011 exchange rates
Revenue development 2009 - 2011
• Revenue increased by BNOK 5.7 from 2009 – 2011
• Average growth of 18.0% p.a. from 2009 to 2011
* Estimate
10
• Product revenue growth of BNOK 4.7 from 2009 - 2011
• Average product revenue growth of 18.9% p.a. from 2009 to 2011
• GP margin on products increased by app. 1% since 2009
Growth in product revenue
11
* Estimate
• Service revenue growth of BNOK 1 from 2009 to 2011
• Revenue from service contracts has grown BNOK 0.7 from 2009 to 2011
Growth in services revenue
* Estimate
12
* Estimate
3,1 3,2
4,1
1,0
1,5
2,0
2,5
3,0
3,5
4,0
4,5
2009 2010 2011*
MN
OK
Service revenue 2009 - 2011
Atea organic revenue growth vs market growth
* Constant currency excluding Baltics, source IDC Nordic, September 2011
** 2011 figures are YTD Q3
13
EBITDA development 2009 - 2011
14
* Estimate
• EBITDA margin improved from 3.8% in 2009 to 4.4% in 2011
Cash machine
15
• Operational cash flow on average constituted 100% of EBITDA from 2007 – 2010
• Average operational CAPEX of MNOK 134 p.a. from 2007 – 2010 (0.9% of revenue)
• Free cash flow on average constituted 77% of EBITDA from 2007 – 2010
Strong balance sheet development
16
• Decreasing NIBD despite investing in the business and paying out dividends
• Low gearing leaves room for future investments
0,0x
0,2x
0,4x
0,6x
0,8x
1,0x
1,2x
-
100
200
300
400
500
600
700
2007 2008 2009 2010
NIBD NIBD/EBITDA
Strong earnings during downturn in 2009
17
2008 2009
IDC Market Growth -0.9% -9.6%
Atea Revenue (MNOK) 14 768 14 589
Atea EBITDA (MNOK) 548 550
Atea Cash Flow (MNOK) 501 727
Strategy 2012-2015
Claus Hougesen
CEO Atea ASA
19
Geographical market
Market assumptions 2012 - 2015
20
4,2%
5,5%
3,8%
4,3%
0,0%
1,0%
2,0%
3,0%
4,0%
5,0%
6,0%
Hardware Software Services Total
Average growth 2012 - 2015
• Average market growth of 4.3% from 2012 - 2015
• Constant currency
Source: IDC Nordic, September 2011
Atea shall grow organically faster than the market and continue to be
a disciplined buyer
We will focus on operational excellence and total customer
satisfaction, and through this grow the result faster than the revenue
21 21
Market share
22
2007
10.6%
2011
16.1%
+5.5%
2015 goal
+20%
2015 goal
Major opportunities within services
23
2011 Blue Box split per business line (BNOK) 46
77 Services
Products
Market share Products
2007
14.0%
20.4%
2011
Market share Services
2007
4.8%
8.8%
2011
23
Ambition 2015
24 24
Service & consulting
Atea DNA
20.3 : 11
900
Customer opportunities
Operational excellence
30 : 15
1.8
25
Continue attacking
M&A with revenue of BNOK 4
Organic growth
Hunt IP convergence
Values Atea DNA
26
Customer satisfaction
Brand value
Trusted Advisor
OneInfra
Increase market share in mid-market
Customer opportunities
27
Consumeri- zation
International customers
Major opportunities in mid-market
28
Blue Box split per customer size ~60% ~40%
< 500 seats
+ 500 seats
~22%
~7% < 500 seats
+ 500 seats
Country based execution
Customer satisfaction
Brand value
Trusted Advisor
OneInfra
Consumeri- zation Customer
opportunities International customers
29
Increase market share in mid-market
Increase “shared
services” penetration
Increase Atea
Finance penetration
Competences
Increase recurring revenue
Telco services Increase service &
consulting revenue Cloud
integration
30
System consolidation
& development
Purchasing optimization
Pricing optimization
“Together”
Working capital Operational
excellence
31
Ambition 2015
11:15:600 8:15:500 400:15:22 180:15:11
7.5:15:500
Local goals in local currencies
32
Collaboration
Steinar Sønsteby
Managing Director Atea AS
The three C’s
34
• Collaboration as a trend was
originally driven by pressure to
increase mobility
• Collaboration technology today
makes it possible to communicate
efficiently in all channels from one
user interface (text, speech, and
video)
• Collaboration technology makes it
possible to present information in
an meaningful and interesting way
• We either have to work more or
smarter in order to survive in the
global economy
(remember we are largely a
professional services economy)
• Half of the productivity growth in
EU is expected to come from ICT
initiatives
• Collaboration solutions are the
single biggest ICT driver for
increased productivity
Collaboration – What is it?
35
The combination of trends
Network Cables will Disappear Our Personal Identity Will Control Security
Collaboration Everywhere We will do work – Not go to work
36
Aftenposten 31.03.2011 Finansavisen 06.05.2011
“The best way to predict the future is to create it”
37
The challenge is that we have not let changes in
society in general and worklife especially impact the
way we organize work
Manufacturing based Knowledge based
38
Collaboration in Atea – the Atea project
• Atea’s investments was originally driven by our
overall goal to reduce the Carbon Footprint and
travel cost
• We invested in integrated video conference
systems, Telepresence and Lync to collaborate
over different platforms
• We reduced our travel costs with 35 %
and the group estimates a gain of 3 % in overall
efficiency
• AV and Video-solutions are now a seamless part
of the everyday workflow, with strong demands on
availability
A new and modern collaboration solution revolutionized
communication in the Atea Group
39
Some references
Delivery and installation
in 20 locations worldwide
Turn-Key delivery of 150
AV rooms worldwide
AV and video
conferencing solutions,
management and
information systems,
interactive visualization
solutions and associated
infrastructure
50” plasma displays,
monitors, printers, DVD
players, computers,
cameras, matrices etc.
Delivery and installation
in HQ and offices abroad
Video conferencing
systems and
infrastructure integrated
with Microsoft OCS
Video conferencing
systems in 7 countries,
approx. 500 video
conferencing users.
Projecting of
AV/Videorooms in the
new HQ in Bergen
Video conferencing
systems worldwide
41
0
2000
4000
6000
8000
10000
12000
14000
16000
18000
Market size in MNOK
2008 2009 2010 2011 2012 2013 2014 2015
Nordic Collaboration Market
42
uwplat.edu
Augmented Reality
43
Consumerization
Peter Trans
Managing Director Atea A/S
Consumerization is a stable neologism that describes the trend
for new information technology to emerge first in the consumer
market and then spread into business organizations
“Consumerization will be
the single biggest trend
affecting corporate IT
over the next 10 years.”
- Gartner 2010
46
Additional Blue Box revenue from consumerization
...with a faster
replacement rate...
...and a demand for
new telco services
More devices per
employee...
...at a higher
average price
Incremental revenue of
NOK 12,800
per consumerized user
per year!
47
Additional Blue Box revenue from consumerization
Blue Box revenue per workstation per year
NOK Traditional Consumerized
PC price 4.000 8.000
PC replacement rate 3,0 years 2,0 years
PC services 1.200 1.200
Annual cost of PC 2.533 5.200
Mobile device price 1.200 5.000
Mobile device replacement rate 2,5 years 2,0 years
Smartphone services 900
Annual cost of mobile device 480 3.400
Mobile subscription (mixed business & private) 3.636
Broadband subscription 2.400
Annual cost of Telco services 6.036
Annual basis cost for workstation 3.013 14.636
Third device price (tablet) 4.000
Third device replacement rate 2,0 years
Third device services 900
Penetration rate third device 40%
Annual cost of third device 1.160
Total annual costs per workstation 3.013 15.796
Incremental Blue Box size from consumerization in 2015
48
Demographic statistics within Atea's geographical area
Population "PC workers & Edu"
Nordics 25.500.000 9.500.000
Estonia 1.300.000 484.314
Latvia 2.300.000 856.863
Lithuania 3.200.000 1.192.157
Total 32.300.000 12.033.333
Incremental market of
NOK 38,500,000,000
from consumerization
Atea incremental hunting ground from consumerization
NOK
# professional workstations in Nordics & Baltics 12.033.333
Consumerized rate in 2015 25%
Consumerized workstations 2015 3.008.333
Annual cost of PC 5.200
Annual cost of mobile device 3.400
Mobile subscription (mixed business & private) 3.636
Broadband subscription 2.400
Basis cost per workstation 14.636
Annual cost of third device 2.900
Penetration rate third device 40%
Average cost per workstation for third device 1.160
Average total cost per workstation 15.796
Current cost of workstation 3.013
Incremental Blue Box revenue per workstation 12.783
Incremental hunting ground 38.455.616.162
... on the incremental
hunting ground of
BNOK 38.5
Multiplying Atea’s 2015
market share of 20%...
Incremental Atea revenue from consumerization in 2015
49
Incremental Atea revenue
of NOK 7,700,000,000
from consumerization
Incremental Atea revenue from consumerization in 2015
50
Changing business model
51
Why will Atea win this market?
52
Required competences Atea competence
Products
Financing
Servicemodels
Virtualization
Purchasing portal
Telecom split-billing services
Atea has the experience…
53
Coffee break
Capital Markets Day - Atea ASA
Juha Sihvonen
A go to market strategy
One Infrastructure Strategy
The Strategy
Two-pronged One Infrastructure will be
a ”showcase” that will
inspire Atea’s and its
partners’ clients to strongly
consider world class Atea
Solutions
One Infrastructure will give
Ateas’ employees the best
possible working
conditions where neither
location nor time of day
will be an issue
Business demands
• Mobility
• Consumerization
• Self-Service
• Collaboration
• Flexibility
• Accessibility
• Scalability
56
One Infrastructure - The Solution
57
One Infrastructure - The Solution
58
One Infrastructure - The Solution
59
Organizational readiness
Sales tool
• This is not only a showcase platform - It is a go to market strategy
• Best demo environment - We only have One Infrastructure
Methodology
• All Atea employees have to understand the basic elements
• All Sales people, managers and technical people will be certified
• Internal IT are now an integrated part of the go to market strategy
Training
• Ten videos are produced which describe the elements
• To each video there is a test – key employee groups have to pass the test with a score of 90% everyone else with 70 %
60
Financial Impact
Project Pay back time within less than two years
Operation Operational costs reduced with
21.5 % despite the
implementation of new solutions
Own employees
State of the art solutions
makes employees more
satisfied and productive
Customers More solution sales.
Confidence in “Together
towards the top”
61
Norway
Steinar Sønsteby
Managing Director Atea AS
Revenue development
• Revenue increased from BNOK 3.6 in 2009 to BNOK 5.6 in 2011
• Increased the number of employees from 887 in 2009 to 1,491 in 2011
• Increased the number of offices from 14 in 2009 to 21 in 2011
63
* Estimate
3,6
4,2
5,6
-
1,0
2,0
3,0
4,0
5,0
6,0
2009 2010 2011*
BN
OK
Revenue development 2009 - 2011
Strong local coverage
• Atea is the most certified infrastructure
vendor in Norway, with approx. 1,500
employees and 21 offices
• In-depth knowledge with more than
900 highly certified IT consultants in Norway
• Local presence and local knowledge tied with
national and Nordic strength
• Wide experience and top competence within
the full range of the IT infrastructure market
Kongsberg
Kristiansand
Oslo
Larvik Arendal
Bergen
Ålesund
Trondheim
Tromsø
Bodø
Drammen
Hamar
Steinkjer
Førde
Tønsberg
Fredrikstad
Kristiansund
Stord
Stavanger
Haugesund
Gjøvik
64
EBITDA development
65
• EBITDA improved from MNOK 134 in 2009 to MNOK 256 in 2011
• EBITDA margin improved from 3.8% in 2009 to 4.6% in 2011
134
181
256
3,0 %
3,5 %
4,0 %
4,5 %
5,0 %
-
50
100
150
200
250
300
2009 2010 2011*
MN
OK
EBITDA development 2009 - 2011
* Estimate
Organic revenue growth vs market growth
66
* Source IDC Nordic, September 2011
** 2011 figures are YTD Q3
Market development 2012 - 2015
67
Source IDC Nordic, September 2011
Atea’s focus areas
Clients
Communication Collaboration
Datacenter
68
Collaboration
Recurring revenue
5.6 : 11
256
Consumeri-zation
Telco
8 : 15
500 2015 ambition - Norway
69
Sweden
Björn-Erik Karlsson
Acting managing Director Atea AB
4,8
6,2
7,4
-
1,0
2,0
3,0
4,0
5,0
6,0
7,0
8,0
2009 2010 2011*
BS
EK
Revenue development 2009 - 2011
• Revenue increased from BSEK 4.8 in 2009 to BSEK 7.4 in 2011
• Increased the number of employees from 1,335 in 2009 to 1,736 in 2011
• Increased the number of offices from 25 in 2009 to 33 in 2011
71
* Estimate
Organic revenue growth vs market growth
72
* Source IDC Nordic, September 2011
** 2011 figures are YTD Q3
EBITDA development 2009 - 2011
73
169
246
300
3,0%
3,5%
4,0%
4,5%
5,0%
0
50
100
150
200
250
300
350
2009 2010 2011*
MS
EK
• EBITDA improved from MSEK 169 in 2009 to MSEK 300 in 2011
• EBITDA margin improved from 3.5% in 2009 to 4.0% in 2011
* Estimate
Market development (blue box) 2012 - 2015
74
4,2%
5,9%
4,4% 4,6%
0,0%
1,0%
2,0%
3,0%
4,0%
5,0%
6,0%
7,0%
Hardware Software Services Total
Source IDC Nordic, September 2011
Atea Sweden – Ambitions 2012 - 2015
Overall goal of increasing
EBITDA by 100%
75
+100%
Consumeri- zation
Midmarket
+ Education
7.4 : 11
300
Recurring Revenue
Collaboration
11 : 15
600 2015 ambition - Sweden
76
Coffee break
Capital Markets Day - Atea ASA
Denmark
Peter Trans
Managing Director Atea A/S
Revenue development
• Revenue increased from BDKK 4.5 in 2009 to BDKK 5.5 in 2011
• Increased the number of employees from 1,300 in 2009 to 1,334 in 2011
79
* Estimate
4,5
5,2 5,5
-
1,0
2,0
3,0
4,0
5,0
6,0
2009 2010 2011*
BD
KK
Organic revenue growth vs market growth
80
* Source IDC Nordic, September 2011
** 2011 figures are YTD Q3
EBITDA development
81
226 222
270
0
50
100
150
200
250
300
2009 2010 2011*
MD
KK
• EBITDA improved from MDKK 226 in 2009 to MDKK 270 in 2011
• Maintaining high EBITDA margin
* Estimate
Market development 2012 - 2015
82
Source IDC Nordic, September 2011
4,2%
5,3%
2,6%
3,8%
0,0%
1,0%
2,0%
3,0%
4,0%
5,0%
6,0%
Hardware Software Services Total
Average Blue Box growth 2012 - 2015
• Traditional ”Atea” market will probably grow by 3-4% per year
• Traditional ”Atea” service-market (client-outsourcing) will grow much
faster due to consumerization trends
• Smartphones will lead hardware client market
• Tablets will grow very fast
Consumeri-zation
5.5 : 11
270
2015 ambition - Denmark Growth ambition is as accomplished 2009-
2011
Consumerization will open new markets for
Atea
Mobility will drive smartphones, telco-
services, financing, and client outsourcing
Every solution will be offered as a service
Automation and self-service will make Atea
more profitable Mobility
Everything As A Service
Operational excellence
Mid market
7.5 : 15
500
83
Finland
Juha Sihvonen
Managing Director Atea Oy
Revenue development
• Revenue increased from MEUR 172 in 2009 to MEUR 226 in 2011
• Decreased the number of employees from 331 in 2009 to 328 in 2011
• Maintained the number of offices at 11
85
* Estimate
172
214 226
0
50
100
150
200
250
2009 2010 2011*
ME
UR
Organic revenue growth vs market growth
• Significant growth in services and software while hardware slightly declining
• Organic growth of +10% in 2011 excluding the biggest customer in 2010/2011
86
* Source IDC Nordic, September 2011
** 2011 figures are YTD Q3
EBITDA development
87
* Estimate
** Source IDC Nordic, September 2011
1,5
4,4
7,0
0,0 %
0,5 %
1,0 %
1,5 %
2,0 %
2,5 %
3,0 %
3,5 %
0
1
2
3
4
5
6
7
8
2009 2010 2011*
ME
UR
• EBITDA improved from MEUR 1.5 in 2009 to MEUR 7.0 in 2011
• EBITDA margin improved from 0.9% in 2009 to 3.1% in 2011
• Gross profit improved in all areas (HW, SW, Services)
88
The leading independent Infrastructure player in Finland
• EUR +200 million in annual revenue
• Leading independent player within IT infrastructure
• 11 locations (+ several service partners) in Finland
• 328 employees
• Almost 200 consultants & technicians
• 1,300 active customers
• Roots from 1985 and since 2001 as Atea
– Acquisitions since 2001
• Novosys, X-Way in 2004
• Joensuun Datalaite in 2007
• A Communications in 2009
• Palnet, Datawest, ten of Ten in 2010
• Demidoo in 2011
• Significant development from product reseller
to long-term infrastructure solution partner
Market development 2012 - 2015
89
Source IDC Nordic, September 2011
4,1%
4,6%
3,5%
4,0%
0,0%
0,5%
1,0%
1,5%
2,0%
2,5%
3,0%
3,5%
4,0%
4,5%
5,0%
Hardware Software Services Total
Average Blue Box growth 2012 - 2015
Recurring revenue
Customer knowledge
& consulting
226 : 11
7
Preferred advisor
- One Infra
400 : 15
22 2015 ambition - Finland
90
Baltics
Arūnas Bartusevičius
Managing Director UAB Atea
Revenue development
• Average growth of 28.9% p.a. from 2009 to 2011
• Increased the number of employees from 319 in 2009 to 329 in 2011
• Recent acquisition of Elsis will add additional MEUR 15 in revenue and 86 new
employees
92
* Estimate
EBITDA development Baltics
93
* Estimate
• EBITDA improved from MEUR 1.1 in 2009 to MEUR 2.8 in 2011
• EBITDA margin improved from 3.2% in 2009 to 4.9% in 2011
94
The leading Baltic player within IT infrastructure
• EUR 72 million in annual revenue including Elsis
• Market leader within IT infrastructure
• 12 locations in the Baltic region
• 415 employees including Elsis
• 220 consultants & technicians
• +2,000 customers
0
20
40
60
80
EUR mil.
Baltic market
Atea Alna Blue Bridge Capital BMK
E- government
Student devices
57 : 11
2.8
Collaboration
180 : 15
11 2015 ambition - Baltics
95
Shared Group Services – A source of competitive advantage
André Løvestam
EVP Atea ASA
Shared Group Services
Atea Logistics
Atea Services & Software, Riga/Gothenburg
• Purchasing of IT products for Atea
• Logistics and configuration center
• Recycling (GoITloop), Trade in
• Application packaging and maintenance
• Full Client Operations, Service Desk
• Self service and process automization
Atea International Customer Center (AICC)
• International customers and deliveries
Atea Finance • Financing and rental of IT infrastructure
• Life Cycle Management
Atea eSHOP • Advanced online B2B portal
• Online information and sales
• Handles ~65 % of orders
97
Shared Group Services
Atea Logistics
Atea Services & Software, Riga/Gothenburg
• Purchasing of IT products for Atea
• Logistics and configuration center
• Recycling (GoITloop), Trade in
• Application packaging and maintenance
• Full Client Operations, Service Desk
• Self service and process automization
Atea International Customer Center (AICC)
• International customers and deliveries
Atea Finance • Financing and rental of IT infrastructure
• Life Cycle Management
Atea eSHOP • Advanced online B2B portal
• Online information and sales
• Handles ~65 % of orders
Atea eSHOP:
Integrated to 80 distributors and
vendors
Offers competitive prices and high
availability on HW/SW/services
Supports customer unique
purchasing processes
Not only a sales channel, but also
an effective way of handling orders
Invest MNOK 20-25 p.a. in eSHOP
development
Focus 2012: Margin improvement
98
Shared Group Services
Atea Logistics
Atea Services & Software, Riga/Gothenburg
• Purchasing of IT products for Atea
• Logistics and configuration center
• Recycling (GoITloop), Trade in
• Application packaging and maintenance
• Full Client Operations, Service Desk
• Self service and process automization
Atea International Customer Center (AICC)
• International customers and deliveries
Atea Finance • Financing and rental of IT infrastructure
• Life Cycle Management
Atea eSHOP • Advanced online B2B portal
• Online information and sales
• Handles ~65 % of orders
Atea Logistics:
A full-blown distributor
Fast-growing; share of Atea’s total
volume up from 33 % in 2010 to
38 % in 2011
Purchasing of IT products at
distributor prices
Large-scale, industrialized
configuration services
Trade-in, refurbishment, 2nd hand
sales, recycling, incl. complete and
permanent erasing of data
Warehousing and logistical services
Focus 2012:
Further penetration growth
99
Shared Group Services
Atea Logistics
Atea Services & Software, Riga/Gothenburg
• Purchasing of IT products for Atea
• Logistics and configuration center
• Recycling (GoITloop), Trade in
• Application packaging and maintenance
• Full Client Operations, Service Desk
• Self service and process automization
Atea International Customer Center (AICC)
• International customers and deliveries
Atea Finance • Financing and rental of IT infrastructure
• Life Cycle Management
Atea eSHOP • Advanced online B2B portal
• Online information and sales
• Handles ~65 % of orders
Atea Services & Software:
Merging Atea Services in Riga with
Spintop in Gothenburg
Effective, scalable production of
services
Application packaging
Full Client Operations services
24/7/365 service desk (1st + 2nd line)
A range of unique self service and
process automation software
solutions
Focus 2012:
Further penetration growth
100
Shared Group Services
Atea Logistics
Atea Services & Software, Riga/Gothenburg
• Purchasing of IT products for Atea
• Logistics and configuration center
• Recycling (GoITloop), Trade in
• Application packaging and maintenance
• Full Client Operations, Service Desk
• Self service and process automization
Atea International Customer Center (AICC)
• International customers and deliveries
Atea Finance • Financing and rental of IT infrastructure
• Life Cycle Management
Atea eSHOP • Advanced online B2B portal
• Online information and sales
• Handles ~65 % of orders
Atea Finance:
In-house, Atea-branded financing
Financing helps accelerating sales
and adding margin
5 % of our sales are currently
financed
Focus 2012:
Further penetration growth, up to
10 % by 2015
101
Shared Group Services
Atea Logistics
Atea Services & Software, Riga/Gothenburg
• Purchasing of IT products for Atea
• Logistics and configuration center
• Recycling (GoITloop), Trade in
• Application packaging and maintenance
• Full Client Operations, Service Desk
• Self service and process automization
Atea International Customer Center (AICC)
• International customers and deliveries
Atea Finance • Financing and rental of IT infrastructure
• Life Cycle Management
Atea eSHOP • Advanced online B2B portal
• Online information and sales
• Handles ~65 % of orders
Atea International Customer
Center:
Single Point of Contact for Nordic
customers with global footprint
In-depth knowledge legal trade
challenges, VAT, tax, shipping, on-
premise services etc.
E.g. Statoil BNOK 1 deal for global
deliveries of preconfigured
collaboration solutions
102
Some of our Shared Service customers
103
Summary and final remarks
Claus Hougesen
&
Ib Kunøe
Chairman of the Board of Directors of Atea ASA
New dividend policy
105
Strong market position in a financial stable region
Solid customer base in both public and enterprise segments
Scalable business with strong eSHOP model
Highly skilled consultants
Value driven company
Strong cash flow
Solid financial position
Safe in economic downturns
Vendor & technology independent
Uniquely positioned to exploit new market opportunitues
Experienced management team with proven track record
Key investment considerations
106
Ambition 2015
11:15:600 8:15:500 400:15:22 180:15:11
7.5:15:500
Local goals in local currencies
107
Black Swan
108
Appendix
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A new and modern collaboration solution revolutionized communication in the Atea Group5.700 employees in 80 cities collaborate more effectively and save costs due to internal use of Collaboration within the whole Atea Group. It lowers our carbon footprint, boosts employees’ work-life balance and gives us flexibility in workflow.
The corporate solutionAtea has over the years grown in numbers of employees and cities. And it is highly prioritized to use technology to get an efficient workflow across borders with a very high flexibility to be able to collaborate effectively. Our company therefore uses Video Conference, Telepresence and Lync. The system is integrated and collaborates over different platforms.
Every employee has access to personal video and video-conferencesolutions, so we can communicate visually with teams, and with partners, suppliers and customers at a mo-ment’s notice.
Easy in useThe technology takes visual collaboration to a new level with distinguished qualities and features:• Immersive – with the use of video - feel as if you’re in the same room• Simple – The technology is easy to use, and the trainingperiod has been short and gone smooth.
• Access for Everyone – The boundaries of dissimilarnetworks, multi-vendor systems, inconsistent quality and functional complexity are eliminated so that colleagues, customers and partners can communicate with total ease and with total security.
How we workOur teams are spread out around on 80 locations, and employees are also working from a greater variety of places -- office, home office, customers and anywhere in between. Business moves faster these days, too. Scheduling a large group meeting is often too slow for fast-paced projects and businesses like us. Today, meetings occur ad hoc when they are needed, wherever they are needed.
“Collaboration becomes a seamless part of the everyday workflow and benefits an organization in multiple ways,” says Claus Hougesen, CEO in Atea ASA.
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“It delivers robust instant messaging and presence func-tionality that enables real-time person-to-person commu-nication via text, voice and video, across our organization. Through presence awareness, workers can quickly detect a colleague’s availability for a timesensitive consult or businesscritical decision and then connect rapidly using a reliable, security-enhanced solution,” Hougesen continues.
A cohesive company culture can be hard to maintain when employees are spread around. With Collaboration as i.e. video, employees begin to see remote colleagues for the first time. People become more than just a voice on the phone or an e-mail signature. This face-to-face interaction helps em-ployees avoid miscommunication and to feel more included in decision making.
Attracting new hiresYounger employees are often already accustomed to using visual technologies in school and at home. When they join the workforce, they expect to be constantly connected and to collaborate visually regardless of location. When you equip grassroots employees with video communication you are sending a powerful message that their contributions are highly valued.
Reduced Carbon FootprintAtea’s focus on the climate is a part of the company’s overallenvironmental eort and a central part of the Group’s strategy, with the ambition of becoming a leading environ-mentally conscious service provider. The Carbon Footprint report for 2010 shows a reduction of CO2 emission per employee by 20 % over the last years. The extensive use of technology as video, Telepresence and Lync within the whole Atea Group, is one of the most important factors toexplain the carbon footprint reduction.
Cost savings“The focus on use of video and Lync has lowered the need oftransportation. This has saved the group millions,” says RuneFalstad, CFO in Atea ASA. On top of this the group estimates a gain of 3 % in overall efficiency.
“Atea will keep on investing in a modern communication platform and in 2011 a new big step will be taken with launch of the project One Infrastructure,” says Hougesen.
Facts About Atea:
Atea is the leading Nordic and Baltic supplier of ITinfrastructure. Atea is present in 80 cities inNorway, Sweden, Denmark, Finland, Lithuania, Latviaand Estonia. Atea delivers IT products from leadingvendors and assist its customers with specialistcompetencies within IT infrastructure services with itsapproximately 3.400 consultants and 7.500 technologycertifications.No. of employees: approx. 5.700Annual revenue: approx. NOK 20 billionAtea is listed on Oslo Stock Exchange
