EDB secured a record NOK 8.6 billion in new contracts in 2009, including a NOK 3.8 billion agreement with DnB NOR. Key contracts also included agreements with four Norwegian banks worth NOK 800 million total, and contracts with Green Cargo, REC, and others. EDB entered 2010 with a record order backlog of NOK 12.6 billion, positioning it well for future earnings in a challenging market.

1. Practical Annual report
innovation 2009

2. Contents
02 EDB in brief
03 Practical innovation
04 Towards dynamic IT
06 Chief Executive Officer’s introduction
08 The year 2009
08 Important contracts
10 Key figures and events
12 Management review
12 Business overview
16 Strategic agenda
18 Solutions
21 Consulting
23 IT Operations
26 Risk management
28 Corporate responsibility
31 Report of the Board of Directors
42 Financial accounts
42 Annual accounts and notes Group
82 Annual accounts and notes EDB Business Partner ASA
91 Auditor’s report
92 Corporate governance
99 Investor information
102 Key figures
104 Executive management
106 One improved EDB
EDB in brief
EDB Business Partner ASA (EDB) is a leading in- and private sector customers. EDB serves as a res- Analysis of
formation technology (IT) services provider in the ponsive partner, combining local expertise, deep employees by
Nordic region. We help customers unlock substan- industry knowledge and substantial international location
tial value from the entire IT services value chain, delivery capability. Our operational footprint in- Percent
spanning solutions, consulting and outsourcing. cludes Europe, UK, USA, India and Ukraine.
Sweden
We have a history of successfully innovating with, EDB Business Partner is listed on the Oslo Stock 22%
and delivering business-critical solutions to public Exchange. Ticker: EDB.
Number of employees Revenue (NOK) Off-/
near-
6,000 7.5 billion
shore Norway
25% 48%
Other
5%
EDB Solutions EDB Consulting EDB Outsourcing

3. EDB 3
Annual Report 2009 Practical innovation
Bridging innovation
and results
Economic realities and long-term trends have changed the face of
innovation. In particular, technology and globalisation have reduced
the barriers to experimentation and change. Organisations must now
constantly renew themselves in order to justify their existence. This is
practical innovation.
The drive is relentless: Deliver new products, new services and better
outcomes, at lower cost. Then repeat. While maintaining flawless service
quality. And staying abreast of a steadily evolving market and competi-
tive space.
At EDB, we help our customers to bridge intent and result, leveraging
the power of information technology. Everything we do is about deliver-
ing More from IT: The insights, services and solutions that help customers
generate tangible results faster.
Revenue by Revenue and IT market and EDB’s
business area EBITA per year delivery areas
Percent NOK million
software
IT Operations Solutions 20%
55.8% 19.2% 8000 1200
hardware
30%
6000 900
4000 600
it services
50% customer support services
2000 300
project services EDB Consulting EDB Solutions
0 0
05 06 07 08 09 outsourcing EDB Outsourcing
Consulting
25.0%
Revenue EBITA Source: IDC
800 800
600 600
400 400
200 200
0 0
05 06 07 08 09

4. 4 EDB
Practical innovation Annual Report 2009
Towards
dynamic IT
Read more at edb.com
Cloud Scalable and flexible internet-based IT services
computing
Competitive cycles are faster, as trends move from marginal
to mainstream in the blink of an eye. Businesses must adjust to
customer demands faster – and deliver at lower cost. Traditional
IT solutions and technology are a burden in this new environment:
Inflexible, expensive and slow to respond to market needs.
Now, IT must be more agile, innovative and cost-effective.
We offer our customers cloud-based IT solutions: Scalable and
flexible services that they can consume according to their busi-
ness needs. This makes it dramatically easier to begin, execute
and adjust operations. In 2009, Norwegian insurance provider
KLP entered the banking sector using EDB Financial Suite, our
flexible, internet-based set of banking solutions. KLP launched
its state-of-the-art internet based banking operation just
months after receiving a banking licence.
Read more at edb.com
Industrialised IT Standardised, efficient IT services
Both public and private sector organisations are moving ag-
gressively to optimise costs and total value across their extend-
ed set of processes. Industrialised IT is a response to this need,
producing IT services that are simplified, standardised and
designed to support a focus on total system value.
At EDB, we are using lean operations, virtualisation technology
and usage based service models to provide better outcomes
ta lower cost. With our EDB digital public service solution for
example, we use standard SAP functionality as a base to
develop customised solutions that address the unique needs
of our local government clients. This produces solutions that
deliver end-user value, while remaining cost-effective to
develop and operate.

5. EDB 5
Annual Report 2009 Practical innovation
The world is increasingly complex and unpredictable on several dimensions. This poses a
challenge to public and private sector organisations. Their operations must become more
innovative, flexible and value-focused, in order to meet end-users’ needs. EDB’s approach
to IT is therefore equally dynamic and value-focused. We are proactively integrating the
key technology trends that are driving a shift towards dynamic IT.
Read more at edb.com
Mobility Connected, collaborative operations
Mobile and collaboration technologies are evolving into robust
mainstream tools with virtually unlimited potential for improving
end-user experiences. The challenge is helping clients integrate
these tools in a manner that creates genuine competitive advan-
tages for them.
EDB’s leadership in this arena dates back to our early introductions
of both internet and mobile banking in the Norwegian banking
industry. We are taking a broad and active approach to mobility
through for example, internet and mobile banking applications
and online collaboration solutions. Continuing the tradition, this
year we will provide Norwegian banks with a dedicated iPhone
banking application for their customers.
Read more at edb.com
Sustainability IT driven by social value
Green IT has been on the corporate agenda for some time,
primarily driven by the bottom line benefits of reducing energy
waste. However, both public and private sector organisations
now realise that sustainability begins with their strategic
agenda. They need IT services that can help them deliver
social value in areas such as ethics, information accessibility,
compliance and risk management.
EDB remains focused on reducing the environmental impact
of our energy use. However, we are going much further, creating
IT services that deliver value to society on a broad level. In
Trondheim, the St. Olavs hospital has freed up more resources
for patient care, thanks to a partnership with EDB. We provide
state of the art, centralised IT and communications services
that support better quality of care and reliability, while also
reducing costs and energy use.

6. 6 EDB
CEO’s introduction Annual Report 2009
Dear EDB
investor
2009 was a challenging year for almost every sector of the economy.
IT services, where EDB is the fifth largest Nordic player, also suffered from
the economic downturn. However, the market will recover and start to grow
again over time. Thanks to our focused strategy and clear operational
priorities, EDB will strengthen its market position and improve its profitability.
Focus on profitability focus on measures to improve profitability, which
EDB was early to announce that it expected 2009 include cost savings, simplifying value chains and
to be a challenging year, with the second half of accelerating the implementation of the group’s glo-
the year weaker than the first half. At the start of bal delivery structure. We are also committed
2010, we see continuing price pressure and weak to continuing our strict capital discipline.
demand in certain segments of the market, but
some customers are showing signs of increased Opportunities in a market worth
willingness to invest in IT. NOK 130 billion
The market offers opportunities despite the current
difficult conditions. We are extremely pleased by
The market offers opportunities the confidence in EDB that our customers continue
to demonstrate – EDB won contracts worth NOK
despite the current difficult 8.6 billion last year, quite a number of which were
with new customers. This meant that EDB started
conditions. 2010 with a record order backlog of NOK 12.6
billion, and this helps to create transparency for
In order to meet the downturn in the IT services future earnings in a challenging market.
market, EDB launched a cost improvement pro-
gram at the start of 2009 to reduce overall annual EDB is the market leader for the Nordic bank and
costs by NOK 400 million. We have seen sizeable finance market, and with 6% growth in solution
results from this program. We have reduced OPEX sales in this area we further strengthened our
by 6%, and CAPEX is down by 35%. The total cost position in 2009. We aim to increase our market
reduction achieved amounts to NOK 514 million. share again in 2010, so I would like to expand on
our priorities in this area:
In view of the continuing uncertain market situa- • Further development work on the EDB Financial
tion at the start of 2010, EDB is continuing its close Suite is a high priority, including a new credit

7. EDB 7
Annual Report 2009 CEO’s introduction
John-Arne Haugerud is acting
CEO at EDB. He has previously
been responsible for IT Opera-
tions and Business Development
as well as planning and imple-
menting major outsourcing
assignments. He has worked
at EDB for 20 years.
solution, card blocking and electronic archiving. • Develop and attract talent We will strengthen
Cost-effective solutions and rapid time-to-market our resource management, build centre of ex-
contribute to strengthening our customers’ pertise, emphasise coaching-based management
competitiveness and are key features of our Bank training and ensure greater mobility.
and Finance value offer. • Increase agility and competitiveness Priority areas
• The Bank and Finance unit’s international sales are shorter time-to-market for new solutions,
also showed good growth in 2009. We are well standardised operating services, new concepts,
positioned in the Swedish market, and sales systems and methodology for monitoring and
to the other Nordic countries, as well as to the enhancing operations solutions and the continu-
United Kingdom, are growing well. ing development of our global delivery structure.
• One improved EDB We are integrating the com-
The Nordic IT services market is worth an esti- panies acquired and moving forward as a single
mated NOK 130 billion. With our strong local brand. We have started work on streamlining
base, global delivery model and broad range of internal processes to ensure that customers
services, EDB is well positioned to strengthen experience EDB as a single, well co-ordinated,
its market position. company.
Focused strategy and well-defined At the start of 2010, EDB brought together its
operational priorities entire consulting operation as a single organisa-
The Board of EDB approved a new focused strat- tional unit with unified management. We have
egy. The new strategy, which aims to secure EDB’s strengthened our sales focus on priority areas,
profitable development, is based on clear feedback and taken steps to simplify our marketing com-
from our customers. Over the course of autumn munications.
2009, the entire group worked on developing
detailed action plans in accordance with overall Everyone at EDB is focused on the continuing
priorities: development of EDB to ensure that the company
• Accelerated organic growth We intend to focus strengthens its market position and thereby
on market segments that offer growth, prioritise achieves its financial targets and creates lasting
the integration of acquired companies and further value for the benefit of our employees, customers
develop integrated delivery chains, while ensur- and shareholders.
ing greater innovation and renewal.
John-Arne Haugerud
Acting Chief Executive Officer

8. 8 EDB
The year 2009 Annual Report 2009
Important contracts
EDB secured all-time record of NOK 8.6 billion in new customer agree-
ments during 2009. The year’s highlights included a five-year, NOK 3.8
billion framework agreement with DnB NOR, which widens the scope
of our previously existing relationship and holds potential for further
expansion. We have a order backlog totalling NOK 12.6 as of 31 Dec-
ember 2009.
DnB NOR enters into a services. The agreement represents total contract
renewed and expanded value of SEK 300 million over five years.
agreement with EDB for
IT services. The agree- The solar energy
ment runs for five years, company REC enters
and represents total into a global delivery
contract value of approximately NOK 3.8 billion. agreement with EDB for
the supply of IT infra-
Four Norwegian banks, Sparebanken Sør, structure services. The
Sparebanken Sogn og Fjordane, Helgeland Spare- agreement has an estimated contract value of NOK
bank and Gjensidige Bank, enter into a renewed 225 million and runs for five years.
and extended agreement with EDB for IT services.
The contract runs for five years, and represents total Sparebanken Pluss extends and expands its
contract value of approximately NOK 800 million. agreement with EDB in a new five-year contract
for operating services and solutions for its banking
Sparebanken Vest enters into an agreement activities. The agreement represents estimated total
with EDB for the purchase of product solutions contract value of NOK 150 million.
and operating services for the bank’s activities.
The agreement runs for five years and represents Posten Sverige chooses
total contract value in the order of NOK 500 million. EDB as its long-term IT
services supplier. The
Storstockholms Lokaltrafik awards EDB an agreement represents total
outsourcing contract. The agreement represents contract value of around
total contract value of SEK 200 million, and runs SEK 150 million, and runs
for four years with the possibility to extend for a to the end of 2012.
further four years.
Statoil selects EDB as a main supplier of consulting
Green Cargo signs services for SAP and Industrial IT. The agreement
a new and expanded runs for two years with an option to prolong with
agreement with EDB that two plus two years and has an estimated value
covers IT operating serv- of NOK 100 million.
ices, applications man-
agement and consulting

9. EDB 9
Annual Report 2009 The year 2009
EDB’s largest contracts in 2009
Million
2009
DnB NOR 3 800 nok
Four Norwegian banks (Sparebanken Sør, Sparebanken Helgeland,
Sparebanken Sogn og Fjordane, Gjensidige Bank) 800 nok
Sparebanken Vest 500 nok
Green Cargo 300 sek
REC 225 nok
Storstockholms Lokaltrafik (SL) 200 sek
Posten Sverige 150 sek
Sparebanken Pluss 150 nok
Centrala Studiestödsnämnden 100 sek
Storebrand 100 nok
Statoil 100 nok
KLP 70 nok
BIS Production Partner 64 nok
SpareBank 1 alliance 60 nok
Total contract signings in 2009 NOK 8.6 billion
Order backlog at the start of 2010 NOK 12.6 billion
KLP launches a new Important contracts in 1Q 2010
bank with a solutions
portfolio from EDB, Kammarkollegiet the Swedish Legal, Financial
and signs a five-year and Administrative Services Agency, enters into
agreement through a framework agreement that gives EDB the right to
KLP Banken for IT submit offers of IT services. The agreement applies
solutions and operating services representing to deliveries to local and central government over a
total contract value of NOK 70 million. five-year period. EDB is one of ten companies partici-
pating in the agreement that represents estimated
Storebrand Bank extends and expands its agree- total contract value of SEK 4 billion.
ment with EDB for the delivery of payment services
and bank operating solutions to January 2014, repre- Samhall in Sweden re-
senting total contract value of around NOK 100 million. news its agreement with
EDB for the supply of IT
CSN, Centrala Studiestödsnämnden operations and support
awards EDB a contract for the administration and for a further four years.
operation of IT services representing total contract The total value of the
value of SEK 100 million for four years, with the contract is approximately
possibility to extend for three years. SEK 80 million.
BIS Production Partner enters into an agree- Coor Service Management continues its
ment with EDB for delivery of IT infrastructure and collaboration with EDB by entering into a new and
operations services representing total contract value expanded five-year agreement representing total
of NOK 64 million through to 2012. contract value of around SEK 170 million.
The SpareBank 1 Green Cargo enters into an agreement with EDB
alliance enters into an for the delivery of services for business operations
agreement to access reg- and applications management, representing an
ister information using expansion of the existing close collaboration be-
EDB’s Infobank solution. tween the two companies. The agreement runs to
The agreement runs for 2014 and represents total contract value of
five years and represents total contract value of SEK 200 million.
around NOK 60 million.

10. 10 EDB
The year 2009 Annual Report 2009
Key figures and
events
Key figures 2009
NOK million
2009 2008 2007 2006 2005 2004
Operating revenue 7 492 7 871 6 354 5 882 4 870 3 992
Profit before amortisation of intangible assets (EBITA) 954 670 644 397 486 364
EBITA before non-recurring items 603 724 607 541 503 364
EBITA margin 12.7% 8.5% 10.1% 6.8% 10.0% 9.3%
EBITA margin before non-recurring items 8.1% 9.2% 9.5% 9.3% 10.3% 9.3%
Return on invested capital (ROIC) 10.3% 12.6% 14.2% 14.6% 19.6% 19.1%
Number of employees 5 991 6 175 5 201 3 849 2 664 2 480
Earnings per share 1.35 2.18 3.32 2.47 2.66 1.95
Equity ratio 28% 25% 33% 33% 44% 38%
Investments in fixed assets 214 329 246 292 381 233
For detailed information on key figures, see page 102.
Operating EBITA before non- Cash flow from Investments in
revenue recurring items operations fixed items
NOK million NOK million NOK million NOK million
8000 800 800 400
6000 600 600 300
4000 400 400 200
2000 200 200 100
0 0 0 0
04 05 06 07 08 09 04 05 06 07 08 09 04 05 06 07 08 09 04 05 06 07 08 09
Net interest- Return on invested Number
bearing liabilities capital (ROIC) of employees
NOK million Percent
3000 24 8000
2250 18 6000
1500 12 4000
750 6 2000
0 0 0
04 05 06 07 08 09 04 05 06 07 08 09 04 05 06 07 08 09
For detailed information on definitions on key figures, see page 103.

11. EDB 11
Annual Report 2009 The year 2009
January May EDB’s subsidiary company January 2010
EDB cancels a contract with EDB sells its print and Avenir enters into an agree- Endre Rangnes leaves
the City of Oslo for the supply envelope-filling activities to ment with Trafikanten to his position as Chief Execu-
of applications operations. Strålfors. As part of the agree- develop a new publishing tive Officer of EDB Business
The cancellation reflects disa- ment, Strålfors will operate as solution that will provide 1.5 Partner ASA in order to join
greement between the parties EDB’s subcontractor to pro- million Norwegians with up- the Lindorff Group as its CEO.
on commercial matters relating vide these services to public to-date information on public EDB’s Board appoints Execu-
to aspects of the delivery. sector and bank and finance transport through a range of tive Vice President John-Arne
customers. In addition, Strål- channels including the inter- Haugerud as Acting CEO.
February fors takes over equipment and net, mobile telephones and
Sparebanken Vest becomes certain customer contracts a customer centre. The Norwegian Parliament
the first bank in Norway to offer representing around 75 full- selects EDB’s subsidiary Avenir
electronic signing for new time equivalent positions. November as its sole supplier of project
customers by using EDB’s new EDB launches a new solu- management services for ICT
solution. The bank expects to June tion that allows Norwegians projects. The agreement runs
reduce the processing times Handelsbanken’s customers to change bank and set up for four years, and represents
for many of its services by us- become the first card users in new bank accounts over the total contract value of up to
ing this solution. Norway to use a new geographic internet by using BankID. NOK 8 million.
blocking service. The solution BN Bank attracts a great deal
The airline SAS selects EDB’s delivered by EDB means that of attention as the first bank EDB’s subsidiary Spring
subsidiary Spring Consulting with just a few key strokes on in Norway to offer this new Consulting wins a contract
to upgrade its SAP platform in their internet banking con- solution with its ’Ekstrakonto’ with Falck in Denmark to
Norway, Sweden and Denmark. nection, customers are able account. provide SAP-related services.
to protect their cards against The contract provides for
April most common forms of fraud. December Spring to take on responsi-
EDB brings together the AstraZeneca of Sweden bility for operations and the
operating services of the IT July enters into a framework agree- future development of Falck’s
Operations business area and EDB sells two small ment with EDB that makes SAP platform for the next
the operations division of businesses in Sweden. The EDB one of the company’s five years.
the former IS Partner AS as a companies sold are Astrakan selected suppliers in the
single business area under the Strategisk Utbildning, which IT services area.
same management. arranges training courses,
and Guide Market Solutions, The Norwegian Govern-
EDB’s subsidiary Avenir, which offers solutions for ment Administration Serv-
the Bergen Municipality, sales and marketing. ices agency (GAS) and EDB
Bergen University College, the enter into an agreement for
University of Bergen and other August the development and opera-
local IT environments join EDB signs a preliminary tion of Budmod, which is the
forces to make Bergen a centre agreement with FOREX Bank model used to simplify the
of excellence for using Open to supply banking services and preparation of the Norwegian
Source in developing the IT take over the operation of the national budget. The agree-
solutions of the future. bank’s IT solutions. The agree- ment runs for one year, with
ment runs for five years and an option to extend through
EDB announces cost sav- represents total contract value to 2014.
ing measures of NOK 400 of around NOK 200 million.
million in response to the
fall in revenue caused by the September
impact of the global financial EDB implements a defined
crisis. The company launches contribution pension scheme
an improvement program to for its employees in Norway
reduce costs and strengthen with effect from Septem-
earnings. ber following a decision by
the Board to terminate the
current defined benefit pen-
sion scheme for Norwegian
employees.

12. 12 EDB
Management review Annual Report 2009
Business overview
A renewed and
more agile EDB
EDB is a leading information technology (IT) services company in the
Nordic region. We combine local expertise, deep industry knowledge and
a substantial international delivery capability. EDB has developed critical
No.1 mass within the full range of IT services through a targeted consolidation
program. We are now focusing on growing our business organically. A key
element of our growth strategy is offering industry-leading ease of access
Norway
to our highly efficient delivery organisation.
•
Nordic Banking The IT services market is a value chain with At EDB, we have always been focused on helping
and finance three segments: Outsourcing, project services and customers get more out of their IT investments.
• customer support services. EDB operates mainly Now, we have taken further steps to make sure
Nordic within the first two segments and is the fifth largest that we can continue to support our customers
SAP services provider of IT services in the Nordic region. We proactively in the future, by simplifying our
• hold a dominant position in Norway and within delivery model and introducing One improved
Nordic the financial, and oil and gas sectors. In addition, EDB.
Oil and Gas we are one of the leading vendors of outsourcing
in the Nordic region. Market developments
No. 2 The IT services market was severely hit in 2009,
Nordic EDB’s local roots drive our business. We have with lower volumes and price pressure in most
outsourcing worked with major private and public sector areas. Customers focused on cost-oriented projects
customers in the Nordic region for almost half a and more flexible business models, with that
No. 3 century. As globalisation has expanded our cus- offered lower costs in business downturns. We
industry in the tomers’ horizons, we have created the platforms have therefore experienced stronger demand for
Nordic they need to grow internationally. As a result, we our outsourcing services in combination with
now provide global delivery capabilities for Nordic global delivery models. Macroeconomic changes
No. 4 businesses that compete on the global stage. were behind these developments: Most European
Nordic project economies experienced slow growth or contraction
services As the pace of change increases in all sectors, cus- during the year, along with increases in credit
tomers increasingly demand IT services from pro- costs. This resulted in lower spending on IT
No. 5 viders who understand their industry and business services by customers in both the public and
Sweden objectives thoroughly and are able to convert that private sectors.
insight into appropriate technological solutions.

13. EDB 13
Annual Report 2009 Management review
Market outlook Expecting modest
by industries spending in 2010
CAGR 2010–2012 in percent Percent
Significant Significant
Public sector decline increase
10.3% 6%
Banking
and finance
Modest
Telecom decline
14.3%
Industry
Source: IDC 0 1 2 3 4 5
Modest
increase About
19.2% the same
50.2%
Source: IDC survey January 2010 (n=600)
Top 10 CIO priorities Nordic market shares command 63% of the market, up from 40% in
in 2010 within IT Services 2003. With the Nordic IT services market now
2009 close to NOK 130 billion in annual sales, these
developments provide opportunities for EDB.
customer focus change from
and priorities company share last year
Mobile solutions IBM 13.3% -3.1% While scale is important, so is the flexibility to
IT Security Tieto 7.1% -3.2% handle rapidly changing business needs. Mobile
Environmental initiatives Logica 6.8% 1.3%
platforms for example have rushed to the forefront,
Unified communication HP 5.4% -7.1%
Virtualisation EDB 5.2% -2.4% becoming core elements of information accessibility.
Software as a service CSC 3.2% 0.5% EDB has responded in this arena, for example cre-
Cloud computing Source: IDC ating Norwegian banking applications for iPhone.
Business Intelligence This is a continuation of our heritage; in previous
IT outsourcing
Web 2.0 decades, EDB also introduced internet and mobile
Source: Gartner banking solutions to the Norwegian market.
An optimal mix of capabilities
Going into 2010, our view is that customers con- EDB is well equipped to address customer needs in
tinue to be cautious in their IT spending. Among the IT services market. Our strength is the ability
the few bright spots are services related to stan- to serve as a strong partner with an ideal mix of in-
dardising IT infrastructure, automating work pro- timacy, market insight and scale. For example, we
cesses and security. Market research analysts IDC have worked with the banking industry and local
and Gartner project that the IT services market will municipalities from the early sixties right through
improve gradually during 2010, with potential for to today. With this unique base of experience and
growth in the latter half of the year. We believe that our local presence, we develop scalable solutions
the improvements we have made to our operating that provide the benefits of cost sharing for our cus-
model leave us well positioned to gain both volume tomers – and a profitable business model for EDB.
and market share as the situation improves.
EDB has gained significant capabilities in company
In the Nordic region, the market has been evolving restructuring and M&A support following our ac-
quickly, with customers tending to prefer integrat- quisition of IS Partner from StatoilHydro. We now
ed providers such as EDB, who provide a full range have IT talent with vast experience in this arena
of services. This is reflected in the rapid consolida- and the benefit of IS Partner’s prove, industry-
tion of the market. According to market researcher leading methodologies for supporting mergers,
IDC, the top 15 Nordic IT services providers now acquisition and divestments.

14. 14 EDB
Management review Annual Report 2009
Nordic IT services EDB’s revenue EDB’s revenue
per category per country per industry
Total NOK 130 bilion Percent Percent
Banking
Customer and
support services Other Industry Finance
17% 10% 35% 43%
Sweden
21%
Project Telecom
services 8%
38% Out- Norway Public
sourcing 69% sector
45% 14%
Source: IDC
Global delivery model Flexible global sourcing capabilities
In today’s increasingly global economy, EDB EDB’s flexible global sourcing model gives us a
believes that focusing on Nordic customers re- competitive advantage. We integrate resources
quires a strong international delivery capability. from our global subsidiaries into our deliveries for
We provide a package of IT services globally for Nordic customers. A quarter of EDB’s employees
our customers, which increases the efficiency of are located in India and Ukraine. Our subsidiaries
their internal processes. For example, when the in these countries have nearly two decades of expe-
Norwegian solar energy giant REC decided to rience successfully and exclusively serving EDB’s
expand their manufacturing operations to Nordic clients and other international customers
Singapore, EDB was able to provide a unified seeking the advantages of global sourcing. This al-
IT platform in support of the company’s entire lows us to provide high quality offerings at
global operations. competitive cost levels.
The unique element of EDB’s global sourcing is
that we lead with local Nordic project manage-
ment. This provides a close – and seamless – link
EDB’s delivery model to customer needs, while utilising the efficiency
of offshore resources. We have integrated global
sourcing into the majority of our outsourcing
customer deliveries.
One improved EDB
As the pace of change increases in all sectors,
Banking Public Telecom Industry customers increasingly demand IT services from
and sector providers who understand their industry thoroughly.
Finance They also have a greater focus on their internal
Consultıng
EDB’s delivery model reflects our deliveries to four
industry specialist area; Banking and Finance, Public
Outsourcing sector, Telecom and Industry. The delivery areas Con-
sulting and Outsourcing delivers solutions to both the
private and public sector. The delivery area Solutions
serves customers within Banking and Finance and
Public sector.

15. EDB 15
Annual Report 2009 Management review
EDB has become a more
international company.
At the same time, the
group has strengthened
its Nordic roots.
processes, which in turn means that they seek Strategic priorities
IT services that deliver value across their entire Having developed a solid platform, we have
businesses. Our response has been to develop an defined a set of strategic priorities to drive growth
operating model that is convenient for customers: and profitability in our business. The most impor-
One improved EDB. We have four areas focused on tant of these is organic sales growth, which we are
managing relationships customers in Banking an supporting through several changes, including
finance, the public sector, telecom and industry. restructuring our sales organisation and imple-
However, we maintain technical expertise and menting a new customer relationship management
critical mass within three service organisations (CRM) system. Furthermore we are working to take
that focus on the main segments of the IT value advantage of our full range of services by focusing
chain: Solutions, consulting and outsourcing. on cross-selling, particular to our key customers.
This structure allows us to focus on customer Sales growth naturally will require us to continue to
needs more intimately, while delivering services attract and keep the best IT talent. We are already
efficiently. We can more easily develop IT solutions recruiting heavily to support the growth of our
that support customers strategic needs, yet are also business in the Swedish market.
more efficient to operate further on in the IT value
chain. Finally, we believe that we must continue to
improve the agility and competitiveness of our
Customers have responded positively to our services. Improved processes and a focus on our
improved delivery model by extending their com- global sourcing program will help us extend our
mitments to EDB. During 2009 we signed NOK 8.6 lead in providing the levels of reliability and cost
billion of new and extended agreements with our that our customers expect.
customers. These agreements provided customers
with increased value in the form of reduced costs.
This is part of a trend towards customers reducing
operational costs and investing the savings in new
solutions.

16. 16 EDB
Management review Annual Report 2009
Strategic agenda
Nordic leadership
Description Long-term objectives
Accelerated EDB is seeking opportunities for • Selective international growth
revenue growth in industry verticals in bank and finance
organic growth and horizontals that have growth • Targeted focus on identified market
potential. Our main focus is on Norway segments that show good growth
and Sweden, and on specific market prospects and where EDB has a
niches in the other Nordic countries. competitive advantage
Develop and Continuing focus on competence • Greater internal mobility and
development in pace with market international experience for our
attract talent requirements. Ensure that EDB is employees
an attractive workplace, and has • Develop a specialised global
a good supply of talents. centre of expertise
• Establish a management system
for our global resources
• Increase awareness and know-
ledge of EDB with technology
Increase Make EDB quicker to respond and • Establish a program for benchmarking
adapt to changing market needs, products and services
agility and combined with measures to • Improve customer satisfaction
competitiveness improve productivity.
One improved We are integrating the companies • Build greater market awareness
acquired and moving forward as a and better knowledge of EDB’s
EDB single brand. We have started work products and services
on streamlining internal processes • A unified corporate culture across
and systems to ensure that customers the entire group
experience EDB as a single, well
co-ordinated, company.

17. EDB 17
Annual Report 2009 Management review
EDB is determined to become the Nordic leader in IT services, outperforming the market in growth
and earnings. We aim to grow organically, but remain open to strategic acquisitions. In support
of this vision, we began implementing a new strategic agenda at the end of 2009. The focus
is on becoming even better at delivering what customers value; innovative IT services, within a
flexible structure and at a competitive cost.
Priorities for 2010
• Continue work on developing a strategic • New and streamlined CRM system
customer team that will look after each • Roll-out of the public sector solutions
customer’s complete range of requirements portfolio
and ensure rapid decision-making and efficient • Launch new solutions as part of
total deliveries EDB Financial Suite
• Make delivery chains more integrated by • New products and solutions concepts
making efficient use of global sourcing, as for outsourcing
well as through innovation and renewal • Nordic-wide service concepts for Consulting
• Focus on resource management to ensure • Market-led training programs for certification
greater internal mobility and make optimal and specialist expertise
use of EDB’s competence • Program of targeted activities with
• Personal development and expertise universities and colleges
targets for all employees
• Continuing program of process-oriented
and coaching-based management training
• Shorter time-to-market for new solutions • Simplified decision processes
through improved innovation processes • New methodology and systems for
• Closer interaction with partners on delivery monitoring operation solutions
of services to customers • Continue with the ‘lean’ working program
• Continuing development of EDB’s global
delivery structure designed to meet the
needs of Nordic customers
• A single, unified brand for EDB, including sub- • Expanded e-training program to ensure
sidiary companies that have been acquired employee compliance with EDB’s ethical
• Targeted marketing communications that guidelines
build greater awareness of EDB and develop • A unified CSR program with strong local
better knowledge of our products and services involvement and commitment
• A program to firmly embed a unified business • Reduce the overall number of support
concept, strategic vision and corporate values systems and ensure more unified usage

18. 18 EDB
Management review Annual Report 2009
Solutions
Capitalising on
market opportunities
Our Solutions business area grew profitably in 2009 by capitalising
on structural changes in the banking segment. Income grew 5.6%
to NOK 1.5 billion, while EBITA margin remained strong despite
some challenges.
Solutions: EDB’s business area Solutions delivers a complete gration, user-friendliness and consistent manage-
Share revenue range of IT solutions to the Nordic financial and ment information.
Percent public sectors. We had 1,000 employees and annual
19.2% revenue of NOK 1.5 billion as of year-end 2009. Promising growth in a turbulent market
Our strength lies in our ability to quickly develop The Solutions business area grew reasonably well
cost-effective solutions, fuelled by our deep indus- in 2009, with revenue increasing 5.6% to NOK
try knowledge and local insight. 1.5 billion. This is due to our timely position as a
provider of cost-effective solutions in an economic
EDB is the market leader in IT solutions for the context where cost control has become a business
Nordic finance sector. This sector provides 88% priority for our customers.
of our revenues in solutions, primarily from
software, maintenance and forecasting services. The solutions area reported an EBITA-margin of
Our flexible, software as a service (SaaS) based 13.1% in 2009 as compared to 14.5% in 2008.
solutions cover the entire range of business proc-
esses within financial institutions. For example, 2009 2008 2007
our new lending solutions are uniquely tailored Revenue (NOK million) 1 507 1 427 1 373
to banks’ processes, speeding up credit processes EBITA (NOK million) 198 207 200
and improving the quality of lending decisions. EBITA margin (%) 13.1 14.5 14.6
We also provide local governments, health ad- Timely, cost-effective financial sector solutions
ministrators and other public sector organisations Our approach is to build an offering that ensures
with resource allocation and management, case that customer can get robust, leading edge solu-
processing, collaboration and document handling tions from us, at competitive cost levels. The
solutions. Our EDB Resource Allocation and EDB Financial Suite is our complete portfolio of
Management solution, based on SAP, is an effi- solutions for financial institutions. It gives them
cient and unified system. It meets organisations’ single source for solutions covering all aspects
needs for efficient transaction processing, inte- of their business, from sales to customer service,

19. EDB 19
Annual Report 2009 Management review
Solutions: Revenue transaction management, business intelligence ability to take out insurance electronically. Using
by industry and compliance. Customers can chose parts of our electronic signature solution, the bank expects
Percent the suite or all, to fit their needs. We design each to reduce processing time for many banking ser-
component of the solution so that we can custom- vices that previously were delayed by the need for
Public sector ise them to fit customer requirements. manual signatures on contracts, documents and
12% forms.
We provide rapid speed to market by standardising
solutions: Developing and customising standard Internet banking mania Norwegians have taken
components to meet local banking requirements. to internet banking rapidly since we developed
This allows us to provide customers with robust, the first Norwegian internet banking system in
feature-rich solutions at low cost. Solutions based 1996. Usage has doubled over the past three years,
on standardisation are now important in all our with customers for example paying 61 bills on
markets. average per year via the internet. There are now
4.7 Norwegian internet banking accounts in use,
Cost sharing is another key element of our ap- an incredible number for a country of just over 4.8
Banking proach to solutions for the financial sector. We million people.
and Finance
88% are able to reduce the cost of new solutions by
developing them in partnership with key custom- Open accounts instantly Customers of BN bank
ers, then selling the standardised solutions across in Norway are the first in the world to be able
the industry. With risks and development costs to open or switch bank accounts instantly. We
spread over a wider customer base, the solution is developed the solution, using the BankID system
cheaper for each individual customer. for electronic authorisation. The new solution
was a quick response to new legislation by the
Supporting public sector renewal Norwegian Ministry of Finance, which allowed
The public sector is in the midst of a renewal. customers to authorise new banking and insur-
Organisations in this sector are all seeking to use ance accounts electronically.
resources more effectively, while delivering faster
outcomes, better quality service and increasing Open source case management We have taken the
public access to information. initiative to open the archive core of the solution
EDB Case and Archive and to make it available as
We are working with the sector to meet these goals. an open source license. We have also launched a
EDB Digital Public Sector is a portfolio of solutions project to help the Norwegian public and private
that we have developed to help the public sector meet sector work together to develop and use free and
its goals. These solutions address collaboration, case open source code.
management, resource management and allocation
processes. One of EDB’s strengths in this area is Resource allocation and management EDB pro-
our experience in developing self-service solutions. vides a resource management system for munici-
These solutions improve process efficiency while palities, based on our new solutions suite, EDB
increasing public access and user satisfaction. Digital Public Sector. The solution is future-proof,
user-friendly and robust. It offers capabilities such
Beyond technical solutions, collaboration among as digitalisation of case processing and workflows,
public sector entities is an important factor in management tools and integration with personnel
Solutions: Revenue helping to capture the benefits that technology and payroll.
and EBITA margin makes possible. We have taken on a lead role in
NOK million and percent prompting public sector collaboration, for example Extending our market lead
through the open source software centre that we EDB is the leader in the Nordic IT solutions seg-
1600 16 helped establish in Bergen. The centre is working ment, with a targeted presence in the UK deliver-
1200 12
to develop cost-effective, reliable solutions and to ing channel and card solutions. We strengthened
help customers, users and vendors jointly test new our market position in IT solutions during 2009,
800 8 solutions. EDB participates in research at the cen- despite a demanding year, as most economies
tre, along with the Bergen Municipality and sev- struggled with the aftermath of the global finan-
400 4
eral higher education institutions in the region. cial crisis. Our success was in part due to our
0 0 securing long-term agreements with a significant
07 08 09 Customer projects percentage of our existing customer base, while
Electronic signing Sparebanken Vest has become adding several new ones.
Revenue EBITA margin the first bank in Norway to offer customers the

20. 20 EDB
Management review Annual Report 2009
We believe that we can further increase our mar- EDB suite of solutions for banking and finance,
ket share in the Nordic region in 2010. We have EDB Financial Suite
unmatched scale in the Nordic bank and finance
IT solutions sector. Our experience and special-
ist experience in the sector give us a significant
Multi channel platform
lead over our international IT competitors. We
are therefore building on our momentum with Portal framework Internet banking Mobil bank
several product launches. They will be focused
on quickly helping customers reduced costs with Sales and customer services
service-based solutions. We also deliver new
mobile banking applications, such as the iPhone
banking application. Savings
Lending and in-
Payments Insurance Cards Security
and credit vest-
Targeted international growth ments
We succeeded in growing our business outside of
Norway significant faster than the market. This
included strong growth in the rest of the Nordics Management and reporting
and in the United Kingdom (UK). Our card and
customer banking access solutions, such as inter-
net and mobile banking, are selling well. We also
Enterprise platform
experienced significant demand for our service-
based solutions (SaaS) among second and third tier
banks. These cost-effective solutions are developed EDB suite of solutions for the public sector,
from our existing Norwegian products and sup- EDB Digital Public Sector
ported within our established organisation.
Collaborative working
Our UK business has the greatest potential for
growth, even though it only makes up a small Portals Publishing Self-service e-Forms
Integration and technology
segment of our business. We have established a
UK-based sales team that is focusing on increas- Case management and archive
ing our market share in two key segments; private Case management Archiving Citizen dialogue Process plan
banks and building societies. Our solutions and
flexible SaaS-based delivery model contributed
Resource allocation and management
to double-digit growth in 2009.
Planning/
Business mgmt. Purchasing Invoicing
budgeting
Work Project
Resource allocation Deposits/lending
schedule mgmt.
Accounting Personell Payroll Fixed assets

21. EDB 21
Annual Report 2009 Management review
Consulting
Building a new
foundation for growth
Revenues in EDB`s Consulting business area dropped by 12% to NOK 1.96
billion, as a reduction in private sector sales outweighed an increase in
public sector activity.
Consulting: The business area Consulting (former Application as in project management, systems development,
Share revenue Services) had a difficult year in 2009, as the macro- testing and business development. We believe that
Percent economic downturn reduced demand significantly. we distinguish ourselves through our combination
25% The macroeconomic downturn in 2009, affected of technological expertise and deep industry
our customers, particularly exporters and custom- knowledge.
ers based in Sweden. We have partially mitigated
the effects of lower demand from our private sector The Consulting business area employs 2,800 con-
customers, by stronger sales to the public sector, sultants. We operate mainly from several locations
improving our cross-sales results in cooperation in Norway, Sweden, Denmark, along with strategic
with other EDB business units and contract re- bases in Continental Europe, Singapore, India and
newals with some strategic customers. In addition, the Ukraine.
we have cut costs by reducing our use of sub-
contractors and divesting two non-strategic 2009 2008 2007
units in Sweden. Revenue (NOK million) 1 963 2 214 1 223
Consulting: Revenue EBITA (NOK million) 145 194 150
and EBITA margin Local competencies, global reach EBITA margin (%) 7.4 8.8 12.3
NOK million and percent and experience
The Consulting business area delivers a broad The Consulting business area was hit by reduced
2400 16
range of business critical services to help custom- demand in 2009, especially among our industrial
1800 12 ers develop self-service and e-commerce solutions clients and in the Swedish market. In response,
on internet, as well as to optimize work proc- we have established a flexible business model,
1200 8 esses. Our business and IT consulting teams have with a variable salary structure and use of sub-
expertise in SAP, industrial IT, collaboration, contractors. We reduced the number of our sub-
600 4
digital business, CRM and business intelligence. contractors significantly in 2009, a development
0 0 The business area has extensive experience in that we expect to continue in 2010.
07 08 09 industry-standard solutions, particularly SAP,
Revenue EBITA margin Microsoft, Oracle and IBM technology, as well

22. 22 EDB
Management review Annual Report 2009
We have adjusted our structures, to streamline related to Stortinget’s acquisition, implementation
them and increase the potential for revenue and modification of IT systems. In particular, the
growth. In particular we integrated our sales and organisation aims to use internal and external
delivery teams to EDB’s key customers. We will collaboration and social media more extensively,
also merge the subsidiaries within the Consulting while maintaining its security requirements.
business area into a legal entity in Sweden and
another in Norway. Finally, we shall increase Proactive approach to market conditions
our market visibility and sharpen our branding The consulting market has grown rapidly over the
by completing a related rebranding effort in the last five years, although the economic downturn
second quarter of 2010. reduced demand and increased price pressure
in 2009. We were able to offset lower demand in
Customer projects: the private sector segments with higher sales in
Smarter commuting 1.5 million Norwegians the public sector, which has been investing in
have seamless, real-time access to commuter internet-based self-service solutions and work flow
transport details, thanks to a publishing solution automation tools.
that EDB is delivering to Trafikanten, the Oslo
public transport information service. The solution In 2009, we have expanded our use of globally
makes it easy for commuters to access Trafikanten sourced input for Nordic customer deliveries, to
by mobile phones, the internet and in customer improve our cost position. This is part of a struc-
centres. tural change in our business model. We have also
partially insulated ourselves from market fluctua-
Information is a drug Pharmaceutical giant Astra- tions recently by increasing the share of long-term
Zeneca will now be supported with virtually projects in our business.
unlimited IT possibilities, based on an agreement
with EDB. We provide AstraZeneca with access Independent market analysts predict that the
to our entire global services portfolio of industry- demand for consulting should increase in the
specific solutions, operating services and consul- second half of 2010, but uncertainty remains in
tancy services. Within consulting, the agreement the forecasts. Our view is that the market has
covers applications management, business intelli- underlying growth potential. Specifically, there is
gence, project management, systems development, a clear need in almost every customer to adapt to
systems integration and business development. new business models, that are flexible and tech-
nology driven. As a result, we expect that demand
SAP for safety Danish security and emergency will increase as the macroeconomic environment
assistance provider Falck looks to EDB for a wide improves.
range of SAP-based services. Falck has expanded
a previous agreement in which EDB previously The Consulting business area is well equipped to
delivered SAP-services related to payroll and meet the challenges in the Nordic market environ-
personnel area. We will now take on responsibility ment. The structure of customer contracts in this
for applications management operations and the segment gives us a clear picture of demand for
future development of Falck’s SAP platform for one or two quarters ahead. We monitor our staff
the next five years. utilization rate weekly. With this and our CRM
system, we forecast sales – and in turn, manage
There’s no debating IT Stortinget, the Norwegian our resource usage closely. We continue to moni-
Parliament, is depending on EDB’s Consulting tor the situation and are able to quickly adjust to
area to manage its IT projects exclusively over changes in market conditions.
the next four years. We are managing projects

23. EDB 23
Annual Report 2009 Management review
IT Operations
Strong customer
base and improving
efficiency
2009 was a challenging transition year for the IT Operations business area.
We integrated the IS Partner business and added NOK 5 billion of contracts
to our order backlog. Our revenue dropped by 4,3% in tough macroeconomic
conditions. We partially offset this through our cost reduction program.
IT Operations: EDB is a leading provider of IT outsourcing serv- operations. For example, we deliver comprehen-
Share revenue ices in the Nordic region, with 2,000 employees sive services to the global operations of Statoil
Percent and annual sales of 4.38 NOK billion. We have a and Hydro.
55.8% history of delivering stable and secure services
with virtually unlimited uptime. Customers such We operate principally in Norway and Sweden,
as Statoil, REC, SJ, DnB NOR and SpareBank 1 but have local offices in 13 countries and operate
rely on us to support their most business-critical onsite at customer locations in 55 countries. Our
activities. In the banking sector alone, we support customer base is extremely broad. It includes
15 billion customer transactions, including cash majority of the public and private sector in Nor-
machines (ATMs) and card transactions online way and Sweden. We have a particularly strong
and at merchant payment terminals. We also footprint in the finance, manufacturing, oil and
support more than 100,000 workstations, 12,000 gas, retail, telecom and public sectors.
servers and 3,500 applications.
Challenging year in 2009
A premier outsourcing provider in the The IT Operations business area had a promising
Nordic region finish to a challenging year in 2009. The European
The IT Operations business area offers a complete business climate was dominated by slow or nega-
range of outsourced services to support operations tive growth, which dampened overall economic
in the public and private sectors. Our services in- activity. Our operating revenue for the year
clude network services, operational infrastructure dropped by 4.3%, to 4.38 NOK billion, primarily
and applications, security services, user support to the comparison our unusually high revenues
and electronic business support services. in 2008. In that year our IS Partner business unit
played a central role in completing complex one-
Our focus is on developing close relationships off transactions: the demerger of Yara from Hydro
with Nordic customers, providing them with and the merger of Hydro with Statoil.
support for their domestic and international