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Annual report
2022
Every particle counts...
Sustainability report
Financial Statements
Auditors report
Contact Information
Corporate Governance
report
CONTENTS
ANNUAL REPORT 2022
This is Tekna
Shareholder
information
Board of Directors
’
report 2022
CEO letter
Board and
Management
| 2
Advancing the world
one particle at a
time
…
The magic of Tekna originates in the
strong drive of its employees to do
better. Better for an earth that is
damaged and in desperate need of a
green transition.
At Tekna we make tiny particles of
advanced materials that enable this
transition.
It is through the
transformation
of
the metal supply chain in additive
manufacturing, and enabling electrifi-
cation through the
miniaturization
of
microelectronic components as well
as
improving the characteristics
of a
lithium-ion battery that these tiny
particles become
magical.
And so does the plasma technology
that produces them.
Photo credit: Microsoft
               
Sustainability report
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CONTENTS
ANNUAL REPORT 2022
This is Tekna
Shareholder
information
Board of Directors
’
report 2022
CEO letter
Board and
Management
| 3
Corporate
Governance Report
Contents
What is plasma?
. ..........................
4
About Tekna
..................................
6
Key figures at a glance
...............
7
Highlights and important
milestones in 2022
.......................
8
Climate footprint
..........................
9
CEO letter
......................................
10
Board of Directors and
Executive Leadership
..................
12
Shareholder Information
...........
15
Business and Location
...............
17
Market sectors
..............................
17
Important events in 2022
..........
18
Financial review
............................
18
Risk factors and risk
management
................................
19
Research and development
....
20
People and organisation
..........
20
Activities on gender equality
and non-discrimination
............
20
Environmental, Social,
Governance
..................................
20
Subsequent events, Going
concern and Outlook
................
22
Statement from the Board of
Directors
........................................
23
Index
..............................................
25
Consolidated
Income statement
......................
26
Other comprehensive Income .. 26
Balance sheet
..............................
27
Changes in equity
......................
28
Cash flow
......................................
29
Notes
......................................
30-49
Parent company
Income statement
......................
50
Other comprehensive Income
50
Balance sheet
..............................
51
Changes in equity
......................
52
Cash flow
......................................
53
Notes
.....................................
54-58
...
59
Implementation and reporting
on corporate governance
.......
63
The business
................................
63
Equity and dividends
................
64
Equal treatment of share-
holders and transactions with
close
associates
........................
64
Shares and negotiability
..........
64
General meetings
......................
64
The nomination committee
....
65
Board of Directors: composition
and independence
....................
65
Work of the Board of
Directors
.......................................
66
Risk Management and Internal
Control
..........................................
66
Board remuneration
.................
67
Remuneration for executive
personnel
.....................................
67
Information and
communication
...........................
67
Take-over situations
..................
67
Auditor
..........................................
68
This is Tekna
................................
70
Executive introduction
..........
71
Highlights 2022
.....................
74
Climate footprint
...................
75
Key indicators
.........................
76
Sustainability journey
...........
77
Material topics
............................
79
Stakeholders
.........................
79
Materiality analyses
..............
81
Value chain
............................
82
Focus Areas
.................................
83
Enabling customer
’
s impact ... 84
Circular and sustainable
production
.............................
86
Resilient and responsible
supply chain
..........................
88
Great place to work
............
89
Ethical business conduct
....
91
Restatements and Assurances
.
92
Appendix
......................................
93
A: Materiality analysis
...............
94
B: Sustainability Roadmap
.......
95
C: Abbreviations
........................
101
This is Tekna
Board of Directors
’
report 2022
Financial Statements
Auditors report
Sustainability Report
Links to separately
released reporting
Note: these links lead to websites.
Corporate Governance Report
2022
Human Rights and Transparency
Act Report 2022
Remuneration report 2022
GRI Report 2022
Carbon Accounting Report
2022
EU taxonomy Progress Report
2022
TCFD Progress Report 2021
(update expected in 2023)
UN Global Compact CoP
(report due June 2023)
Tip
If you want to return
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press this icon on
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| 4
For most people, matter surrounding us
in everyday life is composed of solids,
liquids, or gases. But there is a fourth
state of matter: plasma.
Plasma may be less known, but you observe it on a reg-
ular basis without even realizing it. Every time you see
lightning, electric sparks, fluorescent or Northern lights,
or even when you gaze at the stars, you are experienc-
ing illuminated matter in the plasma state. As much as
99.99 per cent of the visible universe is plasma.
“
Plasma is an ionized gas, which means that sufficient
energy is provided to free electrons from atoms or mol-
ecules and to allow both species –
ions and free elec-
trons –
to coexist. This electron
“
sea
”
allows matter in
the plasma state to conduct electricity, somewhat like a
conductive metal. This is one of the properties that
makes plasma so radically different from their gaseous
counterpart,
”
explains Richard Dolbec, Program Director
Emerging Technologies at Tekna.
Plasma can also be a chemically reactive environment.
Take nitrogen, a gas considered as inert under normal
conditions. Once ionized in a plasma, nitrogen ions be-
come reactive species that can react and change the
nature of elements, forming a metal nitride, for instance.
“
Plasma can reach temperatures of about 10,000 de-
grees Celsius, equal to the temperature at the surface of
the sun, and way beyond the hottest flame resulting
from fuel combustion, which burns at approximately
3000 degrees Celsius,
”
says Dolbec.
This is Tekna (continued)
Plasma: The fourth state of matter
“
Plasma can reach temperatures of about 10,000 degrees
Celsius, equal to the temperature at the surface of the sun,
and way beyond the hottest flame resulting from fuel com-
bustion, which burns at approximately 3000 degrees Celsius
”
Richard Dolbec
Program Director Emerging Technologies at Tekna
Artificial plasma can be generated in several different
ways, but based on a common principle: there must be
energy input to produce and sustain it. In fluorescent
light bulbs for example, the tube contains a small bit of
mercury and an inert gas (typically argon) kept under
very low pressure. Electricity flows through the tube
when the light is turned on. The electricity acts as an
energy source and charges up (or ionizes) the gas. This
charging and exciting of the atoms creates glowing
plasma inside the bulb, a cold plasma made to emit
light we can see.
“
This is clearly different from the proprietary plasma
core technology developed by Tekna where the heat
from the plasma is used for melting and even evaporat-
ing metals, aiming at producing advanced metallic pow-
ders. Tekna has developed a plasma torch technology
that generates plasma by induction with power levels of
400 kW and capable of withstanding temperatures
above 10,000 degrees Celsius. Next generation will be
engineered to reach up to 2 MW –
that is two millions
of Watts,
”
says Nicolas Dignard, CTO Plasma Systems.
The Tekna torch consists of a coil wrapped around a
confinement chamber through which a gas mixture
continuously flows. The coil applies a strong radio-
frequency electric fields inside the chamber and thanks
to the conductive nature of the plasma, electric energy
from the coil is converted into thermal energy in the
gas.
“
By mastering this very hot environment, Tekna has de-
veloped the best powders for additive manufacturing,
can produce nanopowders used in microelectronics and
energy storage, and can also be used for testing materi-
als used in supersonic conditions,
”
says Richard Dolbec.
               
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What is plasma?
............................
4
About Tekna
..................................
6
Key figures at a glance
...............
7
Highlights and important
milestones in 2022
.......................
8
Climate footprint
..........................
9
CEO letter
.....................................
10
Board of Directors and
Executive Leadership
.................
12
Shareholder Information
..........
15
| 5
Introducing
Tekna
This is Tekna
                                 
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About Tekna
Tekna is a global leader in the development,
manufacturing and sales of advanced micron
and nano powders as well as plasma process
solutions.
Since we started in 1990, Tekna has developed a unique and pro-
prietary plasma technology platform for manufacturing micro and
nano sized powders for a range of industries. Our business model
relies on two revenue streams, both with synergistic effects:
•
Development and sale of plasma systems: We develop and sell
plasma systems customized for the purpose of research and
development.
•
Development and sale of advanced powders: We develop and
operate our own proprietary plasma processes to produce and
sell spherical powders and nano powders.
Tekna
’
s is developing the position of its advanced materials in
three multi-billion-dollar market verticals.
Tekna is headquartered in Québec, Canada, and has additional
offices in France, China, Korea, USA, and seven distributors oper-
ating globally (Europe, Asia and North America).
Additive Manufacturing:
Currently our fastest growing
segment. Tekna enjoys an esti-
mated 19 per cent market share,
up by 6 per cent on main selling
products. This global market is
on track to outperform, in terms
of growth, traditional machining
due to improved environmental
efficiency, for instance through
resource efficiency and speed of
availability of parts.
Microelectronics:
We aim to secure industrial
scale supply to global tier 1 cus-
tomers in the microelectronics
industry. Nano powders below
100 nm are expected to become
the new industry standard for
high-end MLCC devices, and
Tekna is one of only three pro-
ducers that can deliver this.
Energy Storage:
Tekna has developed and pa-
tented its industrial process to
produce high purity spherical
silicon nano powder. Nano sili-
con used in rechargeable bat-
teries could provide electric ve-
hicles with 60 per cent more
distance travelled on a single
charge. Important industries for
our powders are: batteries, elec-
tronics,
medical,
automotive,
aerospace and satellites.
Systems | PlasmaSonic:
In the systems business we
launched the PlasmaSonic Prod-
uct line. This wind tunnel simu-
lates hypersonic conditions to
enable research for for instance
space tourism.
Founded
in 1990
Tekna Holding ASA
listed in OSLO 2022
Aspiration
2030
Headquartered in
Sherbrooke, QC, Canada
216
employees
90 active
patents
3 manufacturing and
research centers
7 subsidiaries
1 joint venture
carbon neutral
               
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This is Tekna (continued)
Revenue distribution
Business segments
Key financial figures
in CAD million
2022
2021
Revenues (CAD million)
26.9
26.8
Adjusted EBITDA (CAD million)
-12.8
-4.6
EBITDA
-16.7
-8.7
Net profit / loss
-22.5
-14.1
Cash balance
11.4
38.6
Employees
216
204
Additive Materials: Micron-sized
powder materials
including
titanium-, aluminum-, and nickel alloys,
tungsten and tantalum.
Microelectronics: Nano-sized Nickel (sample sales)
Key figures at a glance
Global revenues
26.9
MCAD
29%
71%
Advanced Materials
Geography
Asia / Rest of world
Europe
36%
40%
24%
North America
Systems | PlasmaSonic
1
Plasma systems,
PlasmaSonic wind tunnel
After service and spare parts
Customer segments
10%
Medical Implants
35%
Aerospace
3D Machine OEM
2
20%
35%
Other
1: Includes after service and spare parts.
2: OEM stands for Original Equipment Manufacturer.
Revenues
26.9
M CAD
vs 26.8 M CAD in 2021. The Additive
material sales grew by 7%, despite
capacity constraints in production.
Order backlog
25.0
M CAD
vs 15.3 M CAD in 2021. This is a 64%
increase providing great momentum
going into the new year.
Adj. EBITDA
-12.8
M CAD
vs –
4.6
M CAD in 2021. Tekna has taken
immediate and important steps towards
improving profitability and cash position
.
               
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This is Tekna (continued)
Highlights and important milestones in 2022
Uplisting to Oslo Stock Exchange
In 2021 Tekna Holding listed on the Euronext
Growth list in Oslo (Norway) and in 2022 it
converted its listing to the main list.
Photo credit: Oslo Børs
Record order for PlasmaSonic system
The order signed in November 2022 with a contract
value in excess of 9 million CAD is the largest single
order in the history of the company.
PlasmaSonic system set up for testing at Tekna plant
First Sustainability report
In 2022, Tekna published its first
sustainability report, reporting on the
ESG strategy and progress made up
to 2021. In this annual report you find
the update for 2022.
ISO13485 and ISO17025
Tekna achieved ISO 13485:2016 certification
for its Additive Materials division. This certifi-
cation establishes that the processes Tekna
uses to manufacture its commercial powders
meet the highest global standards for medi-
cal products. It also successfully accredited
its Tekna Plasma Systems laboratory for ISO
17025:2017 which certifies the analytical ser-
vices in competence of testing and calibra-
tion. These certifications add to our quality
accreditations: ISO9001:2008 and AS9100D.
Tekna employee working in the Tekna laboratory
Productivity increase in
Additive Materials
Tekna has put a tremendous effort into
increasing the output for the additive
materials production.
With the aim to
reach 70% improvement a milestone of
40% was reached
by year-end.
+ 40%
Pilot production lines
for new materials
Tekna has successfully set up
two pilot production lines. For
nickel nano production in Micro
-electronics the capacity is 6
tons. For Energy Storage a sili-
con-nano pilot line has been
developed to produce samples.
+ 2
Record order backlog
The order backlog amounted to 25 million CAD
at the close of the year. This is nearly as high as
Tekna
’
s total revenue in 2022.
The Tekna team has achieved some remarkable
results in 2022. Most of these successes and
achievements are enablers for our 2023 growth
plan.
               
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link
Carbon Accounting
Report 2022
Tekna
’
s climate footprint
Tekna
’
s climate footprint at different stages of the value chain
(GHG protocol
1
| in tCO2e)
Energy intensity per kg metal powder produced
Ahead of a full Life Cycle Assessment Tekna wants to provide insights in
improvements we are achieving in the energy intensity of our highest selling
materials.
Performance vs baseline FY19
Direct electricity within Tekna | Ti64 and AlSiMg | in kWh per kg
Our capacity improvement program increases the productivity of the plasma
atomization systems, ie higher output for the same energy. However, the test-
ing to achieve the improvements has impacted our energy intensity in 2022.
FY19:
16.3
kWh/kg
FY22:
13.1
kWh/kg
baseline
-20x%
(vs FY19)
FY21:
12.0
kWh/kg
4
-26%
(vs FY19)
1 Historical data should not change, but we always revise historical figures if data quality or science has improved. 2: Included only hazardous
waste in 2021. 3: Employee Commute not included in 2021. 4: Restated 2022, see Sustainability Report 2022 on restatements.
Categories to be included for
Customers:
Downstream transportation and
distribution and Processing of
sold product
Categories to be included for
End-users & End-of-life:
Use of sold products and End-
of-life treatment
Complete baseline estimations
for upstream emissions (scope 3)
expected in 2023.
Suppliers &
Resources
Tekna
Operations
Customers
End-users &
End-of-life
Baseline estimations for
downstream emissions (scope 3)
expected latest in 2024.
For a full breakdown of the climate
footprint accounting, scope 1, 2 and
3 emissions, read the 2022 Carbon
Accounting report.
Other categories to be included
for Suppliers & Resources:
Purchased goods and services,
Capital goods, and Upstream
transportation and distribution
-50 %
Target for
2030
Reduce in absolute
terms compared to
baseline year
under development
under development
Fuel–
and energy-related
activities
(scope 3)
391
385
FY22
FY21
baseline
-2%
(vs FY21)
under development
Production
(scope 1 +
scope 2)
Employees
(business travel +
daily commute
3
-
scope 3)
Waste
2
(scope 3)
619
4
619
402
19
baseline
FY22
FY22
FY22
FY21
FY21
FY21
baseline
baseline
0%
(vs FY21)
Tekna is well on its way to having a thorough
understanding of the emissions they directly influ-
ence. The focus today is on improving our under-
standing of up- and downstream emissions so we
can establish an ambitious and achievable target
for that scope.
Our emissions reduction plan is evolving and maturing with the im-
proved awareness of our climate footprint across the value chain.
Tekna has set a 50% reduction target on scope 1 and 2 ahead of for-
mally subscribing to the Science-Based Targets initiative.
This is Tekna (continued)
               
CEO LETTER
ANNUAL REPORT 2022
| 10
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’
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“
Tekna built a best-in-class reputation
with the breadth and quality of its
product portfolio as well as with the
implementation of dependable
infrastructures that are further
strengthened year after year.
”
CEO letter 2022
I am pleased to present Tekna's annual report for
2022. It was a dynamic year for Tekna, marked by
the uplisting of the company to the main list on
the Oslo Stock Exchange, several major contracts
awarded and further confirmation of the leading
position we are developing in the market.
We are thrilled to report that our backlog of orders has increased by
64% to CAD 25 million, with CAD 14 million of those orders being in
additive materials. This is the largest backlog we have ever had for
both of our current segments and it provides a solid foundation go-
ing into 2023.
At Tekna, we are committed to sustainability, and we are pleased to
report that our energy intensity per kg produced is 20% better than
the 2019 baseline and will continue to improve in 2023. We have
committed to ambitious targets and have a plan to deliver on these.
We have also signed the UN Global Compact in 2022, showing our
commitment to this area. Our vision is to help change the world, one
particle at a time.
Our sales team did a fantastic job of getting back on the road after
nearly 3-years of covid-related lockdowns. Our customers have gone
through their own challenges, and we would like to praise their loyalty
and commitment to Tekna. We are working closely with our custom-
ers every day to ensure that we continue to meet their needs.
The year was also marked by the invasion of Ukraine. Tekna has op-
erations neither in Ukraine nor in Russia, but a tragedy of such mag-
nitude affects us all. Our thoughts are with the millions of innocent
civilians affected by this devastating conflict.
Global leadership in advanced materials
Tekna has been a global leader in advanced materials since 1990,
renowned for providing leading edge products to a diverse set of
world-class clients worldwide. Tekna's operations are driven by global
megatrends, including space exploration and tourism, deglobaliza-
tion, climate change, digitalization, connectivity, and demography.
Our technology and product portfolio are relevant in the market, with
additive materials and systems generating revenues today and micro-
electronics and energy storage developing to follow.
Tekna built a best-in-class reputation with the breadth and quality of
its product portfolio as well as with the implementation of dependa-
ble infrastructures that are further strengthened year after year. Based
on our global sales, distribution and warehousing network, our quality
certifications for aerospace, medical and laboratory facilities, our
world class IT infrastructures or our governance and management
policies, Tekna customers rely on us for delivering quality material, on
time, every time.
An exciting position to be in
Luc Dionne, CEO Tekna Holding ASA
               
CEO LETTER
ANNUAL REPORT 2022
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Outlook
One top priority in 2022 was improving production capacity to meet
the growing demand for additive materials, and we will continue this
effort to support the increased sales volumes we see and expect. We
will also explore the significant potential in microelectronics while
carefully managing cash flow and resources.
Accelerating the path towards profitable operation is another focus
area, and we have implemented measures that will deliver year-over-
year operating cost reduction. We have taken actions to improve
profitability while preserving a sound cash position. At the same time,
we are investing to increase production capacity for additive materials
by accelerating the manufacturing of three new production units,
which are set to come online in 2023. We have also secured a CAD
25 million loan facility from Arendals Fossekompani ASA (AFK) and
identified and started implementing actions to improve operational
excellence through overhead cost reduction, strict CAPEX priorities,
right-sizing the organization, and strategic focus on near-term reve-
nue opportunities.
Finally, I want to thank our employees, customers, and investors for
their continued support. We welcome our new hires who arrived dur-
ing the year, and recognize how privileged we are to have their talent
and skills on board. With our strong order backlog, we expect operat-
ing revenues and margins to increase during 2023, and we are confi-
dent that we will deliver value to our shareholders in the years to
come.
Sincerely,
Luc Dionne
CEO, Tekna Holding ASA
Additive Manufacturing (3D Printing)
Additive materials represent our largest business segment, generating
nearly 75% of total revenues this year. More than 80% of these reve-
nues are from recurring customers. We manufacture fine metal pow-
ders used in various applications such as additive manufacturing. The
aerospace industry accounts for a third of our additive materials de-
liveries, with another third going to additive manufacturing machine
manufacturers. The remaining balance is split between medical appli-
cations, consumer electronics, and the automotive industry. We have
secured long-term supply agreements with blue-chip customers such
as Airbus, delivering hundreds of tons of quality powders in highly
regulated industries.
Thanks to our mass customization strategy that allows us to tailor
products to specific customer requirements, our metal powders have
captured the high-value market, and we are proud to say that more
and more customers are turning to Tekna for their additive material
needs. Throughout 2022, Tekna continued experiencing rising de-
mand in this segment, further improving the company
’
s position in
this market.
Despite capacity constraints in the production, sales continued to
grow during the year. Tekna sold out all its production capacity for
prime products in additive materials in 2022, and the key to develop-
ing sales further is to continue to work with increasing the production
capacity. Significant new orders were signed in 2022, indicating that
the market is dynamic and shifting from technology validation to
scale production with blanket orders and long-term supply agree-
ments. The magnitude of our backlog speaks for itself, and we expect
sales to grow into the new year.
Strong demand and high order intake have made capacity expansion
a key priority. The additive material capacity increase program made
steady progress throughout the year, both through increasing the
machine performance and planning for additional machines. Increas-
ing capacity will translate into higher material availability, shorter de-
livery lead-times and increased sales.
Rebound in the systems market
Our plasma systems segment has two main product lines: the R&D
plasma systems and the PlasmaSonic solutions. These machines are
typically sold to government and academic institutions for research
and development purposes. Two years ago, we introduced the Plas-
maSonic solution product line, making us the only company in the
world offering a comprehensive portfolio of plasma-based turnkey
solutions that allow the reproduction, measurement, and characteri-
zation of materials exposed to hypersonic flight and orbital space
conditions.
After several years of slow growth in orders, Tekna saw the market for
systems rebound in 2022 with several contracts awarded in the sec-
ond half of the year. We are experiencing a strong pipeline of poten-
tial orders in PlasmaSonic systems, and we have further reinforced the
sales team with a dedicated office in the US. This segment represents
great potential in the coming years, especially for PlasmaSonic solu-
tions.
Microelectronics
In addition to our success in additive manufacturing, we are also
making strides in microelectronics. Tekna
’
s nickel nano powder is a
key material for the manufacturing of high-end multi-layer ceramic
capacitors (MLCC).
The same way we have proceeded in 3D printing, we are collaborat-
ing closely with the industry leaders, by pairing our product with their
processes to meet the global trend of higher performance MLCC de-
vices.
Our nickel nano pilot line came into operation during the year. Tekna
will align the scale-up of production to match customer demand.
CEO letter (continued)
link
Luc Dionne > LinkedIn
               
BOARD AND MANAGEMENT
ANNUAL REPORT 2022
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Board of Directors
’
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| 12
Board of Directors and Executive Leadership
Dag Teigland
1
(1966)
Chair
(2022)
Torkil S. Mogstad
(1958)
Director and member of
the audit committee
(2021)
Barbara Thierart-
Perrin
(1977)
Director | Independent
(2022)
Anne Lise Meyer
(1968)
Director and Chair of the
audit committee |
Independent
(2022)
Shares per 31.12.2022:
52000
Shares per 31.12.2022:
52125
Shares per 31.12.2022:
0
Shares per 31.12.2022:
0
Dag Teigland is CEO of Jor-
danes. He is a seasoned
executive with broad inter-
national experience, includ-
ing in the global metal in-
dustry. He has previously
held executive management
positions in Elkem and been
CEO of Holta Invest and
Tinfos.
Mr. Teigland is also a board
room veteran, serving as
member and chair of the
Board of Directors of several
Norwegian and international
companies.
He
holds
a
bachelor
’
s degree in finance,
an MBA from IESE and AMP
from
Harvard
Business
School.
Torkil Mogstad is Executive
Vice President at Arendals
Fossekompani
ASA
since
2015. He has previously held
several executive manage-
ment
positions,
including
CEO at Markedskraft ASA,
Director at Icon Medialab
Norge AS and Engagement
Manager
at
McKinsey
&
Company. He started his
career in R&D at McDonnell
Douglas
Aerospace
(now
Boeing) in the US.
Mr. Mogstad holds several
Directorships including AFK
Property AS (chair), NSSL-
Global Ltd. and Alytic AS. He
holds a M.Sc. from NTNU, a
SM from MIT and an MBA
from the Norwegian School
of Management.
Barbara
Thierart-Perrin
is
President
of
Northvolt
Systems, a European suppli-
er
of
sustainable,
high-
quality
lithium-ion
battery
cells and systems with mini-
mal CO2 footprint. An engi-
neer by education, Ms Thier-
art-Perrin has two decades
of experience from the auto-
motive
industry,
holding
senior
management
posi-
tions with Groupe Renault
and Nissan Motor Corpora-
tion.
She
has
been
based
in
France, Japan and Sweden,
held business P&L responsi-
bility, led global teams and
worked extensively in corpo-
rate social responsibility.
Anne Lise Meyer is an expe-
rienced
CEO,
chair
and
board member, with more
than 20 years of experience
from several management
positions. Meyer was previ-
ously the CEO of the invest-
ment firm Hamang AS, CEO
of the Gillette Group Norway
and has held several leading
positions
with
Hewlett-
Packard and Netcom (now
Telia). Ms. Meyer holds sev-
eral Directorships, both as
chair and member of the
Board of Directors of Bertel
O. Steen Kapital, Pancom
AS, and Sissener AS. Meyer
holds a Bachelor of Man-
agement from the Norwe-
gian
School
of
Manage-
ment.
Attended board meetings:
5
Attended board meetings:
13
Attended board meetings:
8
Attended board meetings:
7
In the process of uplisting from Euronext
Growth to the Oslo Stock Exchange the
Board of Directors of Tekna Holding ASA
has welcomed
three new members
improving in value, through knowledge,
network, independence and diversity. An
audit committee was also established.
In autumn 2022 Dag Teigland was elected Chair taking
the reigns from Morten Henriksen, who resigned early
2023.
Responsibilities of the Board of Directors
In accordance with Norwegian law, the Board of Directors
(“
BoD
”)
is responsible for, among other things, supervis-
ing the general and day-to-day management of the
Company
’
s
business,
ensuring
proper
organization,
preparing plans and budgets for its activities, ensuring
that the Company
’
s activities, accounts and asset man-
agement are subject to adequate controls and undertak-
ing investigations necessary to perform its duties.
Members of the Board of Directors
1: Mr. Teigland is engaged by Arendals Fossekompani as a senior business advisor with a special focus
on Tekna and, as such, is not to be considered as an independent Chair of the Board.
               
BOARD AND MANAGEMENT
ANNUAL REPORT 2022
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This is Tekna
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Board and
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Board of Directors
’
report 2022
| 13
The Tekna group Executive Leadership
Team
(“
ELT
”)
consists of seven executives
with extensive experience from relevant
industries.
One additional member (f) joined for legal affairs and
corporate secretary. A new CFO, Espen Schie (m), has
joined the company in January 2023. Serge Blackburn,
former CFO, remains with the executive leadership team
in an advisory role until the end of 2023.
Members of executive leadership team own shares in
Tekna Holding Canada Inc., a subsidiary of Tekna Holding
ASA. Refer to the Prospectus published in 2022, section
11.3.3 for more details.
Luc Dionne
Chief Executive Officer
(2021 / 2014)
Shares per 31.12.2022:
0
1
Shares per 31.12.2022:
0
Shares per 31.12.2022:
0
1
Luc Dionne has been the
CEO of Tekna Holding Can-
ada and its global subsidiar-
ies since 2014 and was ap-
pointed CEO of Tekna Hold-
ing ASA in 2021. Mr. Dionne
has
extensive
experience
from various Directorships
and executive management
positions in advanced mate-
rials
research,
aerospace,
microelectronics
and
de-
fense.
Mr. Dionne served on the
Canadian government stra-
tegic table for advanced
manufacturing
and
was
awarded
the
Technology
Innovation
Award
from
Polytechnic
Engineering
School.
Espen Schie took over the
CFO position of the Tekna
group in early
2023. Mr.
Schie brings long-term fi-
nancial management experi-
ence and comes from the
role as Vice President of
Finance & Controlling at
Arendals Fossekompani ASA
(“
AFK
”),
Tekna
’
s
largest
shareholder.
Mr. Schie has
held several different roles
at AFK, was previously CFO
at EFD Induction Group and
holds
a
double
master
’
s
degree in finance from No-
va School of Business and
Economics (Portugal) and
Fundação
Getulio
Vargas
São Paulo School of Eco-
nomics (Brazil).
Serge Blackburn has been
the CFO of Tekna since
January
2017.
Chartered
Professional
Accountant
since 1993, he has over 25
years of experience in vari-
ous management and fi-
nance positions for manu-
facturing companies. Prior
to joining Tekna, he held a
position of Vice-President
Finance and Investments in
Innovatech Sud du Québec,
a position of CFO in Plas-
tube Inc and as the Corpo-
rate controller for Jyco Seal-
ing Technologies Corp. and
Thona Inc. He serves as a
member of the executive
committee
in
Imphytek
Powders SAS.
Espen Schie
Chief Financial Oficer
(2023)
Serge Blackburn
Senior Financial advisor
(former CFO)
(2017)
Sophie Burgaud
VP Legal Affairs and
Corporate Secretary
(2022)
Shares per 31.12.2022:
0
Sophie
Burgaud
joined
Tekna in 2022 as VP Legal
Affairs and Corporate Secre-
tary. She has more than 20
years of experience in busi-
ness law in various jurisdic-
tions
around
the
globe.
Within her different roles,
Sophie has a wide variety of
experience in relation to
commercial, corporate and
litigation matters for public
companies and highly regu-
lated financial and insurance
companies. Prior to joining
Tekna, she worked for Co-
geco,
Desjardins,
Intact,
Gildan and BCF, a law firm.
Sophie holds a Master in
Contract Law and was ad-
mitted to the Paris and
Quebec Bar.
1: Members of ELT own shares in Tekna Holding Canada Inc., a subsidiary of Tekna Holding ASA.
Board of Directors and Executive Leadership (continued)
link
Prospectus
Members of the Executive Leadership Team
(Section continues on the next page.)
               
BOARD AND MANAGEMENT
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’
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| 14
Rémy Pontone
VP Sales and Marketing
(2016)
Etienne Villeneuve
VP Operations
(2021)
Arina van Oost
VP Corporate Strategic
Dev. and Innovation
(2020)
Shares per 31.12.2022:
0
1
Shares per 31.12.2022:
0
1
Shares per 31.12.2022:
0
1
Rémy Pontone has been the
Vice President Sales & Mar-
keting since Mars 2016; prior
to this he held various man-
agement positions in sales,
business development and
product management. Ré-
my Pontone has 25 years
’
experience in management,
sales, marketing and prod-
uct development. Prior to
joining Tekna he held sever-
al
int.
management
and
sales positions in five differ-
ent countries for Johnson
Matthey and research and
development center of Saint
Gobain.
Mr.
Pontone
is
graduated engineer in ma-
terial science and chemical
engineering.
Etienne Villeneuve currently
holds the position of Vice
President
Operations
at
Tekna. He has 19 years of
experience in several execu-
tive management positions,
including
Vice
President
Operations at Groupe Pari-
ma, Head of Operations and
Technical Services at Nep-
tune
Wellness
Solutions,
Operations and Continuous
Improvement
Director
at
Conagra
Foods.
He
has
experience
from
several
Quality Regulated Business-
es like Pharmaceutical and
Technologies. He currently
serves as a Vice-President of
the Board of Directors for
Sherbrooke Innopole.
Arina van Oost joined Tekna
early 2020 as VP Corporate
and Strategic Development
& Innovation. ESG, IR and
Corporate
Communication
are part of her portfolio. She
has held several executive
positions at ThyssenKrupp
(“
TK
”),
including VP GM of
its
Canadian
Aerospace
division and Global Head of
Marketing and Sales of their
Access
Solutions
division.
Further roles included Man-
aging Director in UK, Spain,
and Netherlands for compa-
nies of TK Elevator.
She holds an eMBA from
ESMT and a BSc in Interna-
tional Management.
Members of the Executive Leadership Team
(continued)
1: Members of executive Management own shares in Tekna Holding Canada Inc., a subsidiary of
Board of Directors and Executive Leadership (continued)
               
 
ANNUAL REPORT 2022
| 15
SHAREHOLDER INFORMATION
Sustainability report
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report
This is Tekna
CEO letter
Board and
Management
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information
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’
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Tekna Holding
(“
Company
”)
aims to be an attrac-
tive investment for shareholders, delivering a
competitive
return
through
sustained
and
accelerated growth.
The Company's share capital as of 31 December 2021 was NOK
250,454,692 divided into 125,227,346 shares, each with a nominal
value of NOK 2.00. The share capital has remained unchanged
throughout 2022.
In February 2022, Arendals Fossekompani ASA (AFK) allocated shares
of Tekna as dividend-in-kind to AFK shareholders to facilitate an up-
listing of the Tekna share. The number of shares distributed was
10,953,557, reducing the AFK shareholding from 79.9 percent to 71.1
percent.
The Company's shares are registered in book-entry form with the
Norwegian Central Securities Depository under ISIN NO 001 0951577.
The account operator of the Company's share register is DNB Bank
ASA.
Uplisting to Oslo Stock Exchange
An extraordinary general meeting was held in March 2022, which
resolved to convert Tekna Holding into a public limited liability com-
pany (ASA). The name of the Company was consequently changed to
Tekna Holding ASA.
Also, as preparation for the uplisting and for the Company to satisfy
the requirements set out in the Norwegian Public Limited Liability Act,
an additional independent Board member, Anne Lise Meyer, was
elected at an extraordinary general meeting in May 2022.
As part of the Company
’
s work to further advance good corporate
governance, the Board of Directors subsequently appointed Anne
Lise Meyer as the Chair and Torkil Mogstad as a member of the newly
formed Audit Committee.
The Tekna share was listed on Oslo Børs, the main list at the Oslo
Stock Exchange, on 1 July 2022.
Shareholder structure
As of 31 December 2022, Tekna had 4825 shareholders, up from 790
at the end of 2021. Arendals Fossekompani ASA remained the Com-
pany
’
s largest shareholder, owning 71.1 percent of the shares. No oth-
er shareholder held more than five percent while four shareholders
held more than two percent.
Share price and market valuation
On 31 December 2022, the closing share price was NOK 5.90 per
share, corresponding to a market capitalization of NOK 739 million.
The closing share price on 31 December 2021 was NOK 34.70.
Option schemes
As of 31 December 2022, there were no outstanding options, war-
rants or loans giving the right to require the Company to issue
shares.
Current Authorizations
During the 2022 Annual General Meeting
(“
AGM
”)
the Board of Di-
rectors of the Company received the authorization to increase the
share capital and to acquire shares of the company. The authoriza-
tions remain in force until the AGM of 2023, but in no event later
than 30 June 2023.
Link to AGM minutes:
www.tekna.com/investors
Investor Relations
Tekna wishes to maintain open communications with its sharehold-
ers and other stakeholders. Shareholders and stakeholders are kept
informed by announcements to the Oslo stock exchange and press
releases.
Please refer to the investor relations section of the Tekna website for
further information, including contact details: www.tekna.com/
investors or contact investors@tekna.com.
This is Tekna (continued)
Upcoming events
3 May 2023
Annual General Meeting
4 May 2023
Report for Q1 2023
24/25 May 2023
Roadshow in Oslo, Norway
Photo credit: Oslo Børs
link
Tekna.com/investors
Shareholder information
link
AGM minutes
               
ANNUAL REPORT 2022
| 16
BOARD OF DIRECTORS
’
REPORT 2022
Sustainability report
Contact Information
Corporate Governance
report
This is Tekna
CEO letter
Board and
Management
Financial Statements
Auditors report
Shareholder
information
Board of Directors
’
report 2022
Business and Location
..............
17
Market sectors
.............................
17
Important events in 2022
.........
18
Financial review
...........................
18
Risk factors and risk
management
...............................
19
Research and development
....
20
People and organisation
..........
20
Activities on gender equality
and non-discrimination
............
20
Environmental, Social,
Governance
..................................
20
Subsequent events, Going
concern and Outlook
................
22
Statement from the Board of
Directors
........................................
23
| 16
Board of Directors
’
report 2022
Board of Directors
’
report 2022
                                    
ANNUAL REPORT 2022
| 17
BOARD OF DIRECTORS
’
REPORT 2022
Sustainability report
Contact Information
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This is Tekna
CEO letter
Board and
Management
Financial Statements
Auditors report
Shareholder
information
Board of Directors
’
report 2022
Board of Directors
’
report 2022
Market sectors
Tekna currently has two reporting lines:
•
Advanced Materials comprised of business segments: Additive
Manufacturing and developing businesses Microelectronics
and
Energy Storage.
•
Systems comprised of PlasmaSonic, R&D/academic research
plasma systems and other systems related income.
Advanced Materials
Revenues in Advanced Materials increased by 8 per cent to CAD 18.9
million (CAD 17.5 million in 2021). This represented 70 per cent of the
Group
’
s revenues. Throughout 2022, Tekna continued experiencing
rising demand for its materials for Additive Manufacturing, further
confirming the company
’
s position in this market. Despite capacity
constraints in the production, sales continued to grow during the
year. Significant new orders have been signed in 2022, indicating that
the market dynamics is shifting towards larger and open orders, and
long-term supply agreements.
Tekna is also developing in the Microelectronics and Energy Storage
segments. Additive Manufacturing along with these two segments
follows global game changing megatrends and represent major
growth opportunities.
Systems
Tekna has seen the Systems market rebound with several contracts
awarded during the year. In October, an order in excess of CAD 9
million was confirmed to deliver PlasmaSonic equipment to a leading
aerospace original equipment manufacturer, with delivery planned for
early 2024. In January 2023, two more plasma system sales valued at
CAD 1.6 million for delivery by end of 2023 were announced.
Revenues in the system segment remained affected by covid related
restrictions throughout the year. The year ended at CAD 6.2 million in
revenues, compared to CAD 7.9 million in 2021.
Business and location
Tekna is a world-leading provider of advanced materials to industry.
Tekna produces high purity, micron and nano-sized metal powders
for applications such as 3D printing in the aerospace, medical and
automotive sectors, as well as optimized induction plasma systems for
industrial research and production. With its unique, IP-protected,
green plasma technology, the company is well-positioned in the
growing market for advanced nanomaterials within the electronics
and batteries industries. Building on 30 years of delivering excellence,
Tekna is a global player recognized for its quality products and its
commitment to its large base of multinational blue-chip customers.
Tekna
’
s powder products increase productivity and enable more effi-
cient use of materials, reducing the footprint of its value chain.
The Group currently operates four main business units: Additive
Manufacturing, Microelectronics, Energy Storage and Systems (incl.
PlasmaSonic ).
Tekna uses proprietary technology to produce and sell spherical pow-
ders and nano powders, where Additive Manufacturing serves the
aerospace, medical and automotive sectors, Microelectronics will
serve consumer electronics, autonomous vehicles, 5G and IoT, and
Energy Storage aims to serve the electric vehicles, consumer electron-
ics and electric grid sectors. The Group develops and operates its
own plasma systems and sells customized plasma systems for re-
search applications. In the PlasmaSonic business, a subsegment of
Systems, it sells wind tunnel solutions for the simulation of hypersonic
and orbital flight conditions.
Tekna Holding ASA, a Norwegian public limited liability company, is
listed on Oslo Stock Exchange. The Group is headquartered in Sher-
brooke, Canada, with subsidiaries and teams based across six offices
in Canada (2), France, USA, China and South Korea.
All amounts in this document refer to the consolidated financial statements for the
Group, unless otherwise stated. The financial statements cover the period from January
1, 2022 to December 31, 2022.
Tekna Holding
(“
Tekna
”
or
“
company
”)
reported
revenues of CAD 26.9 million in 2022, on the
same level as the year before despite challenges
related to supply chain disruptions and capacity
constraints in production. The company secured
significant new orders during the year, for both
Systems and Additive Manufacturing, indicating a
positive shift in the market. This is reflected in the
total order backlog of CAD 25.0 million at the end
of 2022, a strong 64% increase compared to the
previous year. Costs associated with capacity
expansion in production and R&D initiatives
impacted profitability negatively. The company
successfully uplisted to the main list on Oslo Stock
Exchange and obtained two ISO certifications
.
               
ANNUAL REPORT 2022
| 18
BOARD OF DIRECTORS
’
REPORT 2022
Sustainability report
Contact Information
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report
This is Tekna
CEO letter
Board and
Management
Financial Statements
Auditors report
Shareholder
information
Board of Directors
’
report 2022
ISO certification
Tekna achieved ISO 13485:2016 certification for its Additive Materials
division in 2022. This certification establishes that the processes Tekna
uses to manufacture its commercial powders meet the highest global
standards for medical products. It also successfully accredited its
Tekna Plasma Systems laboratory for ISO 17025:2017 which certifies
the analytical services in competence of testing and calibration.
Financial review
The Board of Directors believes that the annual financial statements
provide a true and fair view of the net assets, financial position and
result of Tekna Holding ASA for the year. The company
’
s consolidat-
ed financial statements are presented in compliance with International
Financial Reporting Standards (IFRS) as adopted by the EU, and the
reporting currency is Canadian dollars (CAD).
Profit and loss
Revenue was CAD 26.9 million, similar to CAD 26.8 million in 2021,
which represents stable total revenue for the company. EBITDA was
negative CAD 16.7 million compared to negative CAD 8.7 million in
2021. Adjusted EBITDA net of non-recurring charges was negative
CAD 12.8 million compared to negative CAD 4.6 million in 2021.
Tekna had a loss for the period of CAD 22.5 million, compared to a
loss of CAD 14.1 million in 2021. Earnings per share were negative
CAD 0.17, compared to negative CAD 0.14 in 2021.
Important events in 2022
Uplisting on Oslo Børs
July 1
st
, Tekna Holding was uplisted to the main list on Oslo Stock
Exchange. This further increases the company
’
s visibility in the
marketplace and cements its position as a global provider of ad-
vanced material solutions. In connection with the uplisting, Barbara
Thierart-Perrin and Anne Lise Meyer were elected new independent
Board members and an audit committee was established. This se-
cures a highly competent Board with broad and complementary ex-
perience and representation.
Capacity upgrade program
Strong demand and high order intake have made capacity expansion
a key priority for the company. The additive material capacity increase
program has made good progress throughout 2022 despite unfore-
seen technical challenges. The program aims to increase the
machine
’
s performance and to expand with additional machines.
Increasing capacity will translate into higher material availability,
shorter delivery lead-times and increased sales. The targeted 70%
production output increase is expected to be reached in early 2023.
Microelectronics nickel nano pilot line in operation
Tekna
’
s Nickel nano powder is a key material for the manufacturing of
high-end Multi-Layer Ceramic Capacitors (MLCC) and the company
’
s
strategic development initiatives with customers continued in 2022.
Tekna
’
s nickel nano pilot line came into operation during the year.
The scale-up of production will be phased to certification by and
demand from customers.
Silicon nano pilot line created within energy storage
Global Lithium-ion battery growth is driving the demand for silicon
materials. Demand for silicon nano composite is forecasted to grow
tenfold by 2030. In 2022, Tekna has implemented a nano-silicon
plasma machine, produced samples and continued the dialogue with
strategic partners within energy storage. However, until concrete
interest from customers Tekna will prioritize the significant opportuni-
ties within additive manufacturing and microelectronics over the
potential within energy storage.
USA systems sales office establishment
Tekna
’
s Systems business rebounded in 2022 after several years of
slow growth in orders. The company is experiencing a strong pipeline
of potential orders in PlasmaSonic systems and in 2022 the company
reinforced the sales team with a dedicated office in the US. This mar-
ket represents great potential in the coming years, especially for
PlasmaSonic.
Profitability measures and segment focus areas
Tekna has taken important and immediate steps towards improving
profitability and cash position in 2023. A roadmap to profitability has
been drawn up, emphasizing operational excellence, right-sizing of
the organization, strict prioritization of R&D efforts towards Additive
materials and Microelectronics and a strategic focus on near term
revenue opportunities.
First Sustainability report published
Tekna
’
s powder products increase productivity and enable more
efficient use of materials, thereby paving the way towards a more
resilient supply chain. In 2022 Tekna published its first ESG report
meeting many of the GRI requirements. Tekna has also started the
process of reporting on climate-related risk and EU taxonomy. In
2022 Tekna also became a signatory of the UN Global Compact.
Board of Directors
’
report (continued)
               
ANNUAL REPORT 2022
| 19
BOARD OF DIRECTORS
’
REPORT 2022
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Board of Directors
’
report 2022
have taken place in the fourth quarter of 2022 and a ruling is
expected in the second half of 2023. If the dispute is not resolved in
favor of Tekna Plasma Systems Inc., there is a risk that the Group's
production and sales of titanium powder in Canada may be restricted,
which could have a negative effect on the Group's business opera-
tions consisting of relocation to ensure business continuity and the
Group's financial position.
The Group's business is subject to price and exchange rate risk. There
is no guarantee that the Group will be able to obtain the expected
prices for its metal powders and plasma systems, and any change in
the market conditions, including in the global technology and powder
markets or in a specific regional and/or end markets in which the
Group operates, could lead to lower sales prices or volumes of the
Group's products and systems.
The most material climate risks in the short and medium term are
physical risks in the supply chain and in Tekna
’
s own operations.
There is a risk of extreme weather events impacting Chinese suppliers
and their ability to supply Tekna with titanium and nickel. Also, higher
temperatures put the health and safety of suppliers
’
workers in China
at risk. Physical climate risks might also impact goods transportation.
In the medium and long term, physical risks might impact where the
company considers establishing new production locations. A more
detailed description is to be found in the Sustainability report includ-
ed in that annual report and available on the company
’
s website from
11 April.
For a full overview of the potential risks and uncertainties relating to
the Company
’
s business and the industry in which it operates, please
refer to Tekna
’
s Listing Prospectus on Oslo Stock Exchange, dated 30
June 2022.
Cash flow
Net cash from operating activities was negative CAD 19.9 million,
compared to negative CAD 13.9 million in 2021, with higher operating
costs and non-recurring charges being the main contributors. Net
cash used for investing activities was CAD 7 million, compared to
CAD 28.4 million in 2021. Net cash from financing activities was nega-
tive CAD 0.2 million and is mainly related to changes in debts and
loans. Cash and cash equivalents at year-end were CAD 11.4 million,
compared to CAD 38.6 at the end of 2021.
Financial position
Tekna
’
s financial position at the end of the year showed a long-term
debt/equity ratio of 0.10, compared to 0.05 at the end of 2021. Inter-
est-bearing debt was CAD 2.4 million at year-end, while the cash
position was CAD 11.4 million and total assets were CAD 75.5 million.
Total equity as of 31 December 2022 amounted to CAD 53.4 million.
The financial risk is moderated by a loan facility with Arendals Fosse-
kompani ASA
(“
AFK") and low other debt. The credit risk is regarded
as low, given that most customers are large multinational companies.
According to section 3-3 of the Norwegian Accounting Act, we
confirm that the consolidated financial statements and the financial
statements of the parent company have been prepared based on the
going concern assumption, and that it is appropriate to make that
assumption.
Tekna Holding ASA
The parent company Tekna Holding ASA is a holding company, with
limited activity and a few corporate functions. Profit for the year was
negative CAD 320.1 million, compared to CAD 0.3 million in 2021. The
negative result of the year was due to an impairment of the value of
Tekna Holdings Canada Inc. This impairment has no effect on the
group consolidated financial statements.
Risk factors and risk management
Tekna
’
s Board of Directors is ultimately responsible for the govern-
ance of risk management. Tekna's Executive Leadership Team report-
ing to the CEO is responsible for implementing and overseeing the
application of efficient risk management processes. The employees of
the Company are expected to follow the requirements defined in the
Company's policies.
Tekna
’
s Board of Directors and Executive Leadership Team conduct
risk assessments related to various dimensions and aspects of opera-
tions to verify that adequate risk management systems are in place.
As a globally operating organization, Tekna is exposed to risk scenari-
os ranging from controllable risks, such as raw material price fluctua-
tion, currency fluctuation, market changes, competition or fuel price
volatility, to uncontrollable ones such as natural disasters. Supply
chain disruptions in terms of lead times and shortages can have a
significant impact on the company
’
s business and financial perfor-
mance.
Labour shortages in the markets where Tekna operates can lead to
challenges in retaining and recruiting talent. This could lead to in-
creased pressure on the remaining workforce translating into unfilled
client orders, declining competitiveness, a deteriorating product/
service quality and eventually a slower growth rate.
The Company's subsidiary and the operating company of the Group,
Tekna Plasma Systems Inc., is currently involved in a dispute with
AP&C Advanced Powders & Coatings Inc. regarding competing
patent rights for the production of titanium powder in Canada, and
more precisely to a specific patent which is part of the same patent
type as one of the Group's significant patents. Court proceedings
Board of Directors
’
report (continued)
               
ANNUAL REPORT 2022
| 20
BOARD OF DIRECTORS
’
REPORT 2022
Sustainability report
Contact Information
Corporate Governance
report
This is Tekna
CEO letter
Board and
Management
Financial Statements
Auditors report
Shareholder
information
Board of Directors
’
report 2022
Quebec (Canada) has strong legislation on discriminatory harassment
in the workplace. In 2021 Tekna implemented its Supplier Code of
Conduct and in 2022 the Employee Code of Conduct. Both Codes
clearly reject any form of discrimination and emphasize the im-
portance of respect and civility. It also includes a clear process for
reporting and dealing with inappropriate behavior.
The Executive Leadership Team has five male and two female
members. The Board of Directors has two male members and two
female members.
Refer to the GRI report 2022 on the website for further statistical
mapping on gender equality (www.tekna.com/esg).
Environmental, Social, Governance
Tekna has prepared a separate report in accordance with Section 3-3
of the Norwegian Accounting Act regarding corporate social respon-
sibility. The report is included in the annual report that will be availa-
ble on the company
’
s website from 11 April.
The report describes Tekna
’
s performance in areas defined to be of
importance to the company. It states the company
’
s goals and targets
going forward, and how the company will measure its impact. On the
basis of an internal materiality assessment Tekna identified five over-
arching sustainability topics which the report addresses: ethical busi-
ness conduct, a great place to work, a responsible and resilient supply
chain, strive for circular and sustainable production, and enabling
customers
’
positive impact. Together these five topics form the Tekna
framework. The report also addresses external reporting frameworks,
such as UN Global Compact (UNGC), EU Taxonomy, Taskforce on
Research and development
Investments in research and development (R&D) has been an
important part of Tekna
’
s strategy to develop new and innovative
solutions and is expected to remain an important part of the compa-
ny
’
s strategy going forward. Tekna has a long-term ambition to invest
significantly in R&D. The company
’
s investment in R&D is critical to its
near- and long-term goals and today represents 10.2 per cent of its
total revenue. In the mid-term, as revenues will be increasing, Tekna
expects that this ratio will be at, or around, 5 per cent.
People and organization
The competence of our employees represents a major asset and
competitive advantage for Tekna.
At the end of 2022, the Group employed a total of 216 people.
The number of employees were divided across locations as follows:
Norway:
0
(0)
Canada:
179
(173)
France:
31
(26)
China:
4
(3)
Korea:
2
(2)
USA:
0
There were no serious work-related accidents and one lost time injury
in 2022. Sick leave was 2.62% per cent in 2022, compared to 2.0 per
cent in 2021.
Activities on gender equality and non-
discrimination
Tekna is committed to ensuring that people with different back-
grounds, irrespective of ethnicity, gender, religion, sexual orientation
or age, have the same opportunities for work and career develop-
ment at Tekna. Women represented 25 per cent of the Tekna work-
force in 2022. Out of 42 managers (managers with employees report-
ing to them) 24 per cent were female. Tekna aspires to substantially
increase the share of female employees and is working through the
employee life cycle to see where measures could be implemented to
enhance diversity across the organization. To date, Tekna
’
s workforce
comprises 22 different nationalities, of which 142 are Canadian and 74
are non-Canadian employees.
Tekna has developed and transitioned its workers compensation
system to ensure equality, based on an objective job evaluation
method that positions employees on the relative value of their jobs.
This system is compliant with the legal requirements prescribed by
the Commission for labor standards, pay equity and occupational
health and safety (CNESST) of the Province of Quebec. Therefore, the
average pay for men and women vary due to differences in job cate-
gories and years of service, not because of gender. No gender-based
differences exist with regard to working hour regulations or the
design of workplaces.
The Remuneration policy on determination of salary and other remu-
neration for leading persons was approved by the Extraordinary Gen-
eral Meeting in October 2022 and a full disclosure can be found in
the separate Remuneration report. Guidelines for remuneration of
leading persons are available in the Corporate Governance Policy on
the company
’
s website.
Board of Directors
’
report (continued)
link
Remuneration
guidelines
link
ESG-related reports
               
ANNUAL REPORT 2022
| 21
BOARD OF DIRECTORS
’
REPORT 2022
Sustainability report
Contact Information
Corporate Governance
report
This is Tekna
CEO letter
Board and
Management
Financial Statements
Auditors report
Shareholder
information
Board of Directors
’
report 2022
working conditions are a concern to us. The renewal audit with both
suppliers is in progress as this report is being written.
We have addressed the issue of tantalum and tungsten, sometimes
conflict minerals, by asking our suppliers to certify the provenance of
the material.
In addition to ensuring Occupational health and safety Tekna respects
the freedom of association and does not accept any form of forced
labor, child labor or work-related discrimination. Reference is made to
Sustainability
and
Governance
documents
available
at
www.tekna.com.
Governance
Tekna
’
s Board of Directors has the overall responsibility for ensuring
that the company has a high standard of corporate governance. The
Company
’
s corporate governance model is designed to provide a
foundation for long-term value creation and to ensure good control.
The Board has adopted a corporate governance policy to safeguard
the interests of the company
’
s owners, employees and other stake-
holders. The policy describes the company
’
s main principles for
corporate governance and addresses the framework of guidelines
and principles regulating the interaction between the company
’
s
shareholders, the Board of Directors, the CEO and the Executive
Leadership Team. These principles and associated rules and practices
are intended to increase predictability and transparency, and thus
reduce uncertainties related to the business. The company follows the
Norwegian Code of Practice for Corporate Governance. The compa-
ny
’
s practice is largely in accordance with these recommendations.
Reference is made to the Corporate Governance Report, which is
included in the annual report and will be published on the company
’
s
website on 11 April.
Climate-related Financial Disclosures (TCFD) and the Science-Based
Targets initiative (SBTi) .
Tekna sets high ethical standards, and communication with the out-
side world is to be open, clear and honest. The company is responsi-
ble for ensuring safe and good workplaces in the local communities
where it is present. Tekna seeks to create value for society, customers,
employees and shareholders.
Environment
Tekna
’
s environmental impact is two-fold. Tekna has a positive envi-
ronmental impact through developing products which enable a green
transition. Tekna produces metal powders for Additive Manufacturing
(“
AM
”)
that significantly reduce the metal consumption in product
manufacturing processes downstream. In the application of AM parts
in aeroplanes and vehicles parts are usually lighter and therefore
more energy efficient (less weight, less fuel consumption). On the
other hand, the company also has an environmental impact from
internal business operations such as emissions from employee com-
mutes, business travels, energy consumption at the company
’
s loca-
tions and waste generation.
Tekna started climate accounting in 2019 and is continuing to gain
insights on its footprint, particularly for up- and downstream GHG
emissions (scope 3). For scope 1 and 2 Tekna has already committed
to an absolute reduction of 50% by 2030 over 2021. The carbon ac-
counting was updated in 2022 using CEMAsys
’
digital solution, and a
full overview can be found in the separate Carbon Accounting report
on the company
’
s website.
The activities covered by the environmental permit as delivered by
the Quebec Ministry of Environment, are metallic powders manufac-
turing and induction plasma systems and auxiliary manufacturing. The
manufacturing of both metallic powders and induction plasma
systems has relatively low environmental risks. Hazardous waste,
mostly from R&D, is stored and treated according to regulations, air
emissions are purified when needed, and wastewater is treated before
being disposed of. There are low CO2 emissions in our production
process.
The production of Nickel nano powder is in the industrialization
phase, and risk analyses and mitigating measures are being put in
place as the team proceeds in this project.
Social
The Norwegian Transparency Act went into effect in July 2022. Tekna
is following the obligations related to this law and will report accord-
ingly. The report will be published on the website of the company:
www.tekna.com/esg.
Tekna takes its social responsibility seriously and continues to embed
human rights into company-wide governance and compliance
programs. Both Employee and Supplier code of conduct addressing
the topic are in place. Tekna is working to ensure compliance with
fundamental human rights and acceptable working conditions in our
supply chains and with their business partners. To further enhance
our Supplier assessments, we have signed a collaboration with Fact-
lines AS. Now that travelling is less restricted supplier audits have
slowly recommenced.
With suppliers we mitigated (potential) adverse impacts. 80 per cent
of Tekna
’
s global spend comes from suppliers based in the EU or NA,
which we deem well-governed by legal standards. Of the remaining
20 per cent, approximately 15 per cent is spend on a key raw material,
i.e. titanium, supplied by two previously audited manufacturers in
China. Both are well-established and delivering regularly to western
industries. Stringent Covid lock downs, availability of vaccination and
Board of Directors
’
report (continued)
               
ANNUAL REPORT 2022
| 22
BOARD OF DIRECTORS
’
REPORT 2022
Sustainability report
Contact Information
Corporate Governance
report
This is Tekna
CEO letter
Board and
Management
Financial Statements
Auditors report
Shareholder
information
Board of Directors
’
report 2022
To increase additive manufacturing powder capacity, Tekna is improv-
ing its machine performance and increasing the number of production
machines with three new machines in 2023. With the expected increase
in capacity, the company will be better equipped to meet rising
demand, shorten delivery lead times, and boost sales.
The Systems business is rebounding, and Tekna has a strong pipeline
of potential orders. To capitalize on the growth potential in the US
market, the company is reinforcing its sales team. In microelectronics,
Tekna continues to qualify with customers, and it has initiated discus-
sions with partners in Asia to manufacture nickel-nano powder. The
company has also explored opportunities within energy storage but will
remain focused on its existing operating segments for the time being.
Tekna's roadmap to profitability includes a focus on operational excel-
lence, right-sizing the organization, and prioritizing R&D efforts to-
wards additive manufacturing and microelectronics. The company will
remain strategic in its approach to near-term revenue opportunities.
Tekna has established itself as a technology leader in today
’
s global
markets The current environment is characterized by economic uncer-
tainty, geopolitical instability, and an increasing demand for sustainable
solutions. The company
’
s strategy, technology, and products have
gained significant relevance in these markets, as its customers are in-
creasingly transitioning towards new technology, moving manufactur-
ing closer to markets, and considering more sustainable production
processes. Tekna remains committed to addressing these market
needs and is poised for continued growth in the coming years.
Finally, the Board would like to express its gratitude to all of Tekna's
employees for their dedication and contributions to the company's
growth and success.
On 10 March 2022 the general assembly of Tekna passed the resolu-
tion to convert Tekna Holding AS into a public limited company
(ASA). Tekna Holding ASA is organized under Norwegian law with a
governance structure based on Norwegian corporate law and other
regulatory requirements.
In 2022 Tekna expanded its executive team to include a VP for legal
affairs.
Currently, Tekna has four Board members, none of whom are
members of the company
’
s management. Two Board members are
independent of company management and significant business part-
ners. Two Board members, including its Chair Dag Teigland elected in
2022, have an affiliation with Arendals Fossekompani ASA, Tekna
’
s
main shareholder. An Audit Committee was established consisting of
one dependent and one independent Board member. Tekna is in the
process of creating a Nomination Committee.
The Board members and the CEO are covered by liability insurance.
The policy has worldwide coverage, and in addition to financial loss, it
provides cover for aggravated, punitive and exemplary damages
imposed on the insured, where these are insurable by law.
The company
’
s shares are freely transferable and are not subject to
ownership restrictions pursuant to law, licensing conditions, articles of
association or similar restrictions.
Subsequent events, Going concern and
Outlook
Subsequent events
Arendals Fossekompani ASA, Tekna
’
s majority shareholder, and Tekna
have signed an agreement for a CAD 25 million loan facility.
Early January, Espen Schie joined the company as Chief Financial Of-
ficer, taking over the reigns from Serge Blackburn who will remain on
as Senior Advisor until at least the end of 2023.
Morten Henriksen, former Chair of the Board of Tekna Holding ASA
resigned his position of Board member on 18 January 2023 in prepa-
ration for a new position outside Arendals Fossekompani ASA.
Going concern
There have been no events to date in 2023, other than the loan
agreement, that significantly affect the result for 2022 or valuation of
the company
’
s assets and liabilities at the balance sheet date. The
Board confirms that the conditions for the going concern assumption
have been satisfied and that the financial statements for 2022 have
been prepared on the basis of this assumption.
Outlook
In 2023, Tekna anticipates continued growth in its operating revenues
and margins, driven by a strong order backlog and an increase in
production capacity. The company remains committed to expanding
its additive materials segment, which continues to be a fast-growing
market with significant revenue potential. Tekna will also be prioritiz-
ing opportunities in microelectronics and leveraging its strong posi-
tion in the market to drive growth.
Board of Directors
’
report (continued)
               
ANNUAL REPORT 2022
| 23
BOARD OF DIRECTORS
’
REPORT 2022
Sustainability report
Contact Information
Corporate Governance
report
This is Tekna
CEO letter
Board and
Management
Financial Statements
Auditors report
Shareholder
information
Board of Directors
’
report 2022
Dag Teigland
Chair of the Board
Torkil Sigurd Mogstad
Member of the Board
Barbara Thierart-Perrin
Member of the Board
Anne Lise Meyer
Member of the Board
Luc Dionne
CEO
We hereby confirm that, to the best of our knowledge, the consoli-
dated annual financial statements for 1 January to 31 December
2022 have been prepared in accordance with applicable accounting
standards and that the information in the financial statements give a
true and fair view of the assets, liabilities, financial position and profit
or loss of the company. We confirm that the financial statements
give an accurate and fair view of the development, profit and
position of the company, as well as a description of the principal
risks and uncertainties it is facing.
Arendal, 10 April 2023
The Board of Directors and CEO
Tekna Holding ASA
This document was electronically signed.
Declaration by the Board of
Directors and CEO
As a company, we hold
the power to make
decisions and we have
chosen to prioritise a
more sustainable future
Board of Directors
’
report (continued)
               
ANNUAL REPORT 2022
FINANCIAL STATEMENTS AND INDEPENDENT AUDITOR
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’
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| 24
Index
...............................................
25
Consolidated
Income statement
......................
26
Other comprehensive Income
26
Balance sheet
..............................
27
Changes in equity
......................
28
Cash flow
......................................
29
Notes
.......................................
30-49
Parent company
Income statement
......................
50
Other comprehensive Income...50
Balance sheet
..............................
51
Changes in equity
......................
52
Cash flow
......................................
53
Notes
.....................................
54-58
Independent Auditor
’
s
report
.............................................
59
| 24
Financial Statements
Financial Statements
Consolidated & Parent
Independent Auditor
’
s report
                                           
ANNUAL REPORT 2022
FINANCIAL STATEMENTS AND INDEPENDENT AUDITOR
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| 25
Consolidated Financial Statements
Income statement
.........................................................................................
26
Other comprehensive income
..................................................................
26
Balance sheet
.................................................................................................
27
Changes in equity
.........................................................................................
28
Cash flow
.........................................................................................................
29
Notes to the Consolidated Financial Statements
Organization and accounting principles
................................................
30
Note 2 Research and Development
........................................................
36
Note 3 Revenue from contracts with customers
.................................
36
Note 4 Other income
.................................................................................
37
Note 5 Remuneration and employee benefits
.....................................
37
Note 6 Other operating expenses
...........................................................
37
Note 7 Income tax
........................................................................................
38
Note 8 Inventories
........................................................................................
39
Note 9 Trade and other receivables
.......................................................
39
Note 10 Cash and cash equivalents
.........................................................
40
Note 11 Property, plant and equipment
.................................................
40
Note 12 Intangible assets
.............................................................................
41
Note 13 Non-current receivables
..............................................................
41
Note 14 Leases
...............................................................................................
42
Note 15 Trade payables and other current liabilities
.........................
42
Note 16 Financial risk and financial instruments
..................................
43
Note 17 Borrowings
......................................................................................
45
Note 18 Finance items
.................................................................................
46
Note 19 Share information
.........................................................................
46
Note 20 Earnings per share
.......................................................................
46
Note 21 Investment in joint ventures
......................................................
46
Note 22 Subsidiaries
....................................................................................
48
Note 23 Related parties
..............................................................................
48
Note 24 Contingent liabilities
....................................................................
49
Note 25 Subsequent events
.....................................................................
49
Index
Parent Financial Statements
Income statement
..........................................................................................
50
Other comprehensive income
...................................................................
50
Balance sheet
..................................................................................................
51
Changes in equity
..........................................................................................
52
Cash flow
..........................................................................................................
53
Notes to the Parent Financial Statements
Accounting principles
...................................................................................
54
Note 2 Remuneration and employee benefits
.....................................
55
Note 3 Other expenses
..............................................................................
55
Note 4 Tax
.......................................................................................................
56
Note 5 Investments in subsidiaries
...........................................................
56
Note 6 Cash and cash equivalents
...........................................................
57
Note 7 Intercompany balances and transactions
................................
57
Note 8 Financial items
..................................................................................
57
Note 9 Financial risk
......................................................................................
57
Note 10 Share capital and shareholder information
...........................
58
Note 11 Subsequent events
.........................................................................
58
Index
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Consolidated Financial Statements
Income Statement
Other Comprehensive Income
Amounts in CAD 1000
Note
FY 2022
FY 2021
Items that may be reclassified to statement of income
Exchange differences on translation of foreign operations
-178
6
Items that may be reclassified to statement of income
-178
6
Items that will not be reclassified to statement of income
Exchange differences on translation of foreign operations
-
-6,207
Items that will not be reclassified to statement of income
-
-6,207
Other comprehensive income/(loss) for the period, net of tax
-178
-6,201
Total comprehensive income/(loss) for the period
-22,696
-20,288
Attributable to equity holders of the company
-21,876
-19,802
Attributable to non-controlling interests
-820
-486
Amounts in CAD 1000
Note
FY 2022
FY 2021
Revenues
3
26,889
26,810
Other income
4
767
486
Materials and consumables used
17,540
14,893
Employee benefit expenses
5
16,009
12,733
Other operating expenses
6
10,835
8,401
EBITDA
-16,727
-8,731
Depreciation and amortisation
11.12
3,978
3,742
Net operating income/(loss)
-20,706
-12,473
Share of net income (loss) from associated companies and joint
ventures
21
-1,510
-1,472
Finance income
18
144
400
Finance costs
18
332
656
Profit/(loss) before income tax
-22,404
-14,201
Income tax expense
7
114
-114
Profit/(loss) for the period
-22,517
-14,087
Attributable to equity holders of the company
-21,688
-13,601
Attributable to non-controlling interests
-829
-486
Basic earnings per share
20
-0.17
-0.14
Diluted earnings per share
20
-0.17
-0.14
                
 
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| 27
Consolidated Financial Statements (continued)
Balance sheet
Amounts in CAD 1000
Note
31.12.2022
31.12.2021
Non-current assets
Property, plant and equipment
11
19,240
16,573
Intangible assets
12
8,537
9,217
Associated companies and joint ventures
21
579
1,231
Non-current receivables
13
5,339
5,598
Deferred tax assets
7
-
-
Total non-current assets
33,696
32,619
Current assets
Inventories
8
20,592
14,415
Contract assets
3
167
1,039
Trade and other receivables
9
7,880
5,680
Cash and cash equivalents
10
11,364
38,649
Total current assets
40,003
59,783
Total assets
73,699
92,402
Amounts in CAD 1000
Note
31.12.2022
31.12.2021
Equity
Share capital and share premium
19
494,956
494,956
Other reserves
-440,934
-419,058
Capital and reserves attributable to holders of the company
54,022
75,899
Non-controlling interests
-609
211
Total equity
53,413
76,109
Non-current liabilities
Borrowings
17
4,119
3,778
Lease liabilities
14
1,161
227
Deferred tax liabilities
7
-
-
Total non-current liabilities
5,280
4,005
Current liabilities
Bank loan
16
1,197
3,733
Lease liabilities
14
459
235
Trade and other payables
15
7,852
4,772
Contract liabilities
3
2,647
1,473
Provision for warranties
130
130
Other current liabilities
15
2,189
1,744
Borrowings short-term portion
17
532
200
Total current liabilities
15,006
12,288
Total liabilities and equity
73,699
92,402
Dag Teigland
Chair of the Board
Torkil Sigurd Mogstad
Member of the Board
Barbara Thierart-Perrin
Member of the Board
Anne Lise Meyer
Member of the Board
Luc Dionne
CEO
Arendal, 10 April .2023
The Board of Directors and CEO of Tekna Holding ASA
This document was electronically signed.
                
 
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Changes in Equity
Consolidated Financial Statements (continued)
Amounts in CAD 1000
Share capital
and share
premium
Other
reserves
Total
Non-
controlling
interests
Total equity
Balance at 1 January 2021
14
18,525
18,539
-
18,539
Profit/(loss) for the period
-
-13,601
-13,601
-486
-14,087
Other comprehensive income/(loss)
-
-6,201
-6,201
-
-6,201
Share capital increase Arendals
Fossekompani
394,898
-417,781
-22,883
697
-22,186
Issue of ordinary shares for cash
100,044
-
100,044
-
100,044
Balance at 31 December 2021
494,956
-419,058
75,899
211
76,109
Balance at 1 January 2022
494,956
-419,058
75,899
211
76,109
Profit/(loss) for the period
-
-21,688
-21,688
-829
-22,517
Other comprehensive income/(loss)
-
-187
-187
9
-178
Adjustment
-
-
-
-
-
Balance at 31 December 2022
494,956
-440,934
54,022
-609
53,413
Attributable to equity holders of the
Company
 
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Cash flow
Consolidated Financial Statements (continued)
Amounts in CAD 1000
Note
FY 2022
FY 2021
Cash flow from operating activities
Net profit/(loss)
-22,517
-14,087
Depreciation, amortization and impairment
11.12
3,978
3,742
Variation in deferred taxes
-
-
Interest accretion on LT debt
290
258
Discounted value of long-term loan
-640
-378
FX variation on long-term loan
-
-515
(Gain)/Loss from sales of assets
-
-10
Share of results from associated companies and joint ventures
1,510
1,472
Total after adjustments to profit before income tax
-17,379
-9,517
Change in Inventories
-6,177
-2,378
Change in other assets
-1,070
-2,773
Change in other liabilities
4,699
790
Total after adjustments to net assets
-19,927
-13,878
Net cash from operating activities
-19,927
-13,878
Cash flow from investing activities
Proceeds from the sales of PPE
-
28
Purchase of PPE and intangible assets
11.12
-5,965
-3,637
Other investing activities
-816
-1,296
Purchase of shares in subsidiaries
-
-23,480
Net cash flow from investing activities
-6,781
-28,385
Amounts in CAD 1000
Note
FY 2022
FY 2021
Cash flow from financing activities
Proceeds from issue of shares
-
100,044
Proceeds from issue of shares in THC
-42
1,331
Increase (decrease) of bank loan
17
-2,536
3,100
New loan
17
3,317
17,898
Repayment of loan
17
-263
-37,535
Repayment of lease liabilities
17
-874
-226
Net cash flow from financing activities
-398
84,612
Net increase in cash and cash equivalents
-27,105
42,348
Cash and cash equivalents at the beginning of the financial year
38,649
2,537
Effects of exchange rate changes on cash and cash equivalents
-180
-6,237
Cash and cash equivalents at end of the period
11,364
38,649
                
 
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Notes to the Consolidated Financial Statements
Organization and accounting principles
Note 1
Organization
Tekna Holding ASA
(“
Company
”)
is domiciled in Norway, and with the Group
’
s headquarters located in Sher-
brooke, Canada. It manufactures products from thermal plasma processes and produces thermal plasma
systems. The consolidated financial statements for financial year 2022 include the company and its subsidiar-
ies (as a whole, referred to as the "Group").
 
 
The Company was incorporated on 30 June 2020. The Company's audited financial statements for 2022 have
been prepared in accordance with International Financial Reporting Standards (IFRS). Following the admission
to trading on Euronext Growth Oslo in 2021 and Oslo Stock Exchange per 1 July 2022, the Group has report-
ed consolidated financial statements in accordance with IFRS, with the Company as the parent company, in-
cluding quarterly financial statements.
 
 
Significant accounting policies
This note provides a list of the significant accounting policies adopted in the preparation of these consolidat-
ed financial statements. These policies have been consistently applied to the previous year presented, unless
otherwise stated.
Basis for preparation
The consolidated financial statements have been prepared in accordance with International Financial Report-
ing Standards (IFRS) adopted by the European Union and associated interpretations, as well as Norwegian
disclosure requirements pursuant to the Norwegian Accounting Act applicable as of 31 December 2022. The
consolidated financial statements were approved by the board of directors on 10 April 2023. The company
was incorporated on 30 June 2020 but did not have any activity before Arendals Fossekompani ASA
(“
AFK
”)
increased the share capital by contribution in kind in form of shares in Tekna Holding AS on 11 March 2021.
The transaction represents a capital reorganization and is not in scope of IFRS 3 Business combinations.
Management has determined that predecessor accounting best reflects the economic substance of the trans-
action, since AFK
’
s ownership and control is not changed as a result of the transaction. The financial state-
ments are based on predecessor values from Tekna Holdings Canada Inc.
‘
s consolidated financial statements.
To be able to provide relevant historical financial information, predecessor accounting is applied retrospec-
tively, and the financial statements are therefore presented based on the assumption that the transaction was
completed 1 January 2019 (opening balance for these financial statements). The financial statements have
been prepared using the historical cost principle, except for financial instruments at fair value through profit
or loss. The Group recognizes changes in equity arising from transactions with owners in the statement of
changes in equity. Other changes in equity are presented in the statement of other comprehensive income.
Preparation of financial statements in accordance with IFRS requires the use of assessments, estimates and
assumptions that influence which accounting policies shall be applied, and influence recognized amounts for
assets and liabilities, revenues, and costs. Actual amounts can deviate from estimated amounts. Estimates and
underlying assumptions are reviewed on an ongoing basis. Changes in accounting estimates are recognized
in the period in which they arise if they only apply to that period. If the changes also apply to subsequent
periods, the effect is allocated over the current and subsequent periods.
Accounting policies
The accounting policies applied in the preparation of the consolidated financial statements are described
below. In case that subsidiaries have used other principles to prepare their separate annual financial state-
ments, adjustments have been made so the consolidated financial statements are prepared according to
common policies.
Principles of consolidation
Business combinations
The acquisition method of accounting is used to account for the acquisition of shares that lead to control
over another company. The Group's consideration is allocated to identifiable assets and liabilities. These are
recognized in the consolidated financial statements at fair value at the date when control is obtained. Good-
will is calculated when the consideration exceeds identifiable assets and liabilities:
•
The consideration transferred; plus
•
Any non-controlling interest in the acquired entity; plus, any gradual acquisition, the fair value of existing
shareholdings in the acquired entity; less
•
Net value (normally fair value) of identifiable net assets included in the transaction
If those amounts are less than the fair value of the net identifiable assets of the business acquired, the differ-
ence is recognized directly in profit or loss as a bargain purchase. If the business combination is achieved in
stages, the investment changes classification from associated company to subsidiary, the upward adjustment
of the existing shareholding at fair value is recognized as a gain in the income statement. A buyout of non-
controlling interests is considered a transaction with owners and does not require a calculation of goodwill.
Non-controlling interests for such transactions are adjusted based on a proportionate share of the subsidi-
ary's equity.
                
 
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Losses in the parent company
’
s financial statements
When an investment is reclassified from fair value through other comprehensive income to subsidiary or as-
sociated company, the investment
’
s carrying amount at the time control or significant influence is obtained is
used as recognized cost.
Subsidiaries
Subsidiaries are all entities over which the Group has control. Control exists when the investor is exposed or
has rights to variable returns from its investment in the company and when it has the ability to influence the
return through its power over the company. To determine the level of control, the potential voting rights that
can be exercised or converted must be considered. Subsidiaries are fully consolidated from the date on
which control is transferred to the group. They are deconsolidated from the date that control ceases.
Associated companies
Associated companies are entities where the company and/or the Group has significant influence, but not
control over financial and operational management. Significant influence is assumed to exist when the Group
has between 20 per cent to 50 per cent of the voting rights in a company. The consolidated financial state-
ments include the Group's share of the profits/losses from associated companies are accounted for using the
equity method, from the date significant influence was achieved until it ceases.
Elimination of intercompany transactions
Intercompany transactions, balances and unrealized gains and losses on transactions between group compa-
nies are eliminated.
Foreign currency translation
Functional and presentation currency Items included in the financial statements of each of the group
’
s entities
are measured using the currency of the primary economic environment in which the entity operates
(‘
the
functional currency
’).
All amounts disclosed in the consolidated financial statements have been rounded off
to the nearest thousand CAD units unless otherwise stated. From the date of incorporation, the functional
currency of the parent company has been determined to be Norwegian kroner (NOK) due to its ties to Aren-
dals Fossekompani ASA and predominantly NOK financing. With effect from 1 January 2022, the parent com-
pany changed its functional currency from NOK to CAD to reflect the Group
’
s current financing, underlying
operations and reduced ties to AFK.
Transactions and balances
Foreign currency transactions are translated into the functional currency using the exchange rates at the
dates of the transactions. Foreign exchange gains and losses resulting from the settlement of such transac-
tions, and from the translation of monetary assets and liabilities denominated in foreign currencies at year
end exchange rates, are generally recognized in profit or loss. They are deferred in equity if they relate to
qualifying cash flow hedges and qualifying net investment hedges or are attributable to part of the net in-
vestment in a foreign operation. Foreign exchange gains and losses that relate to borrowings are presented
in the statement of profit or loss, within finance costs. All other foreign exchange gains and losses are pre-
sented in the statement of profit or loss on a net basis within other gains/(losses).
Non-monetary items that are measured at fair value in a foreign currency are translated using the exchange
rates at the date when the fair value was determined. Translation differences on assets and liabilities carried
at fair value are reported as part of the fair value gain or loss. For example, translation differences on non-
monetary assets and liabilities such as equities held at fair value through profit or loss are recognized in profit
or loss as part of the fair value gain or loss, and translation differences on non-monetary assets such as equi-
ties classified as at fair value through other comprehensive income are recognized in other comprehensive
income.
Group companies
The results and financial position of foreign operations that have a functional currency different from the
presentation currency are translated into the presentation currency as follows:
•
assets and liabilities for each balance sheet presented are translated at the closing rate at the date of that
balance sheet
•
income and expenses for each statement of profit or loss and statement of comprehensive income are
translated at average exchange rates, and
•
all resulting exchange differences are recognized in other comprehensive income.
On consolidation, exchange differences arising from the translation of any net investment in foreign entities,
and of borrowings and other financial instruments designated as hedges of such investments, are recognized
in other comprehensive income. When a foreign operation is sold or any borrowings forming part of the net
investment are repaid, the associated exchange differences are reclassified to profit or loss, as part of the
gain or loss on sale. Goodwill and fair value adjustments arising on the acquisition of a foreign operation are
treated as assets and liabilities of the foreign operation and translated at the closing rate.
Notes to the Consolidated Financial Statements (- Note 1 continued)
                
 
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Revenue recognition
Revenues from contracts with customers
Under IFRS 15, Tekna recognizes as revenue the agreed transaction price in a contract with a customer at the
time when the Group transfers the control of a distinct product or service to the customer at an amount that
reflects the consideration to which the Group expects to be entitled in exchange for those goods and ser-
vices. For each performance obligation identified at the inception of the contract, it is separately determined
if those performance obligations are satisfied at a point in time or on an over-time basis. Revenue regarding
each performance obligation is recognized when that performance obligation is satisfied. Consequently, rev-
enue is recognized in full upon completion of a contract if it includes only one performance obligation or
more than one performance obligations that are satisfied at the same time. The Group
’
s main revenues come
from the sale of metal powders and delivers plasma systems for powder production of advanced materials.
There are several types of customer contracts depending on what the customer needs. Some contracts may
include only one type of service while other contracts include two or more types of services, hence the trans-
action price will be allocated between different types of revenue depending on the performance obligation.
Transaction price - Sale of metal powders
The Group determines the transaction price to be the amount of consideration which it expects to be entitled
in exchange for transferring the promised goods and services to the customer, net of discounts and sales
related taxes. Sales related taxes are regarded as collected on behalf of the authorities. The Group considers
whether there are other promises in the contract that are separate performance obligations to which a por-
tion of the transaction price needs to be allocated.
Fixed price contracts - Sale of plasma systems for powder production of advanced materials
The Group transfers control of plasma systems over time, and therefore, satisfies a performance obligation
and recognizes revenue over time. The asset has no alternative use and the entity has enforceable right to
payment for performance completed to date. Revenue from manufacturing and distribution of thermal plas-
ma systems are recorded under the percentage-of-completion method. Under this method, contract income
and profits are recognized proportionally with the degree of completion of work when persuasive evidence
of an arrangement exists, the sales price is fixed or determinable and collection is reasonably assured. The
degree of completion is determined using the cost-to-cost method, which consists in comparing the actual
costs incurred with the total expected costs.
Contract balances
Contract balances consist of client-related assets and liabilities. Contract assets relate to consideration for
work complete, but not yet invoiced at the reporting date. The contract assets are transferred to trade receiv-
ables when the right to payment has become unconditional, which usually occurs when invoices are issued to
the customers. When a client pays consideration in advance, or an amount of consideration is due contractu-
ally before transferring of the license or service, then the amount received in advance presented as a liability.
Contract liabilities represent mainly prepayments from clients for unsatisfied or partially satisfied performance
obligations in relation to licenses and services. Contract assets are within the scope of impairment require-
ments in IFRS 9. For contract assets the simplified approach is applied, and the expected loss provision is
measured at the estimate of the lifetime expected credit losses.
 
Income tax
Income tax on the profit for the period consists of current and deferred tax. Income tax is recognized in the
income statement with the exception of tax on items that are recognized directly in equity or in other com-
prehensive income. The tax effect of the latter items is recognized directly in equity or in other comprehen-
sive income. Current tax is the forecast tax payable on the year's taxable income at current tax rates at the
balance sheet date, and any adjustments of tax payable for previous years less tax paid in advance. Deferred
tax liabilities are calculated based on the balance sheet-oriented liability method taking into account tempo-
rary differences between the carrying amount of assets and liabilities for financial reporting and tax values.
The following temporary differences are not considered: goodwill not deductible for income tax purposes,
the initial recognition of assets or liabilities that affect neither accounting nor taxable profit, and differences
relating to investments in subsidiaries that are not expected to reverse in the foreseeable future. The provi-
sion for deferred tax is based on the expected manner of realization or settlement of the carrying amount of
assets and liabilities, measured at the tax rates in force at the balance sheet date. Deferred tax assets are rec-
ognized only to the extent that it is probable that the asset can be utilized against future taxable results. De-
ferred tax assets are reduced to the extent that it is no longer probable that the related tax asset will be real-
ized. Tax assets that can only be utilized via group contributions from the parent company are not recog-
nized until the contribution has actually been paid and is recognized in the individual companies.
 
 
Notes to the Consolidated Financial Statements (- Note 1 continued)
                
 
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Leases
The company's and the group's leases consist mainly of office space, machines, cars, IT equipment and other
office machines. Assets and liabilities arising from a lease are initially measured on a present value basis.
Right-of-use assets are measured at cost comprising the following:
•
the amount of the initial measurement of lease liability
•
any lease payments made at or before the commencement date less any lease incentives received
•
any initial direct costs, and restoration costs.
Lease liabilities include the net present value of the following lease payments:
•
fixed payments (including in-substance fixed payments), less any lease incentives receivable
•
variable lease payment that are based on an index or a rate, initially measured using the index or rate as
at the commencement date
•
amounts expected to be payable by the group under residual value guarantees
•
the exercise price of a purchase option if the group is reasonably certain to exercise that option,
•
and payments of penalties for terminating the lease, if the lease term reflects the group exercising that
option.
Lease payments to be made under reasonably certain extension options are also included in the measure-
ment of the liability. The lease payments are discounted using the lessee
’
s incremental borrowing rate, being
the rate that the individual lessee would have to pay to borrow the funds necessary to obtain an asset of sim-
ilar value to the right-of-use asset in a similar economic environment with similar terms, security and condi-
tions.
Impairment of assets
Goodwill and intangible assets that have an indefinite useful life are not subject to amortization and are test-
ed annually for impairment, or more frequently if events or changes in circumstances indicate that they might
be impaired. Other assets are tested for impairment whenever events or changes in circumstances indicate
that the carrying amount may not be recoverable. An impairment loss is recognized for the amount by which
the asset
’
s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an as-
set
’
s fair value less costs of disposal and value in use. For the purposes of assessing impairment, assets are
grouped at the lowest levels for which there are separately identifiable cash inflows which are largely inde-
pendent of the cash inflows from other assets or groups of assets (cash-generating units). Non-financial as-
sets other than goodwill that suffered an impairment are reviewed for possible reversal of the impairment at
the end of each reporting period.
Cash and cash equivalents
For the purpose of presentation in the statement of cash flows, cash and cash equivalents includes cash on
hand and deposits held at call with financial institutions.
Trade receivables
Trade receivables are recognized initially at the amount of consideration that is unconditional, unless they
contain significant financing components when they are recognized at fair value. They are subsequently
measured at amortized cost using the effective interest method, less loss allowance. See note 9 for further
information about the group
’
s accounting for trade receivables.
Inventories
Raw materials and stores, work in progress and finished goods are recognized at the lower of cost and net
realizable value. Net realizable value is the estimated sales price in ordinary operations, less the estimated
costs for completion and sales costs. Cost is based on an average historical cost for raw material and includes
costs incurred upon procurement of goods and the costs of bringing them to their present condition and
location. For finished goods and work in progress, cost is calculated as a share of the indirect costs based on
normal utilization of capacity.
Financial instruments
Non-derivative financial instruments
Non-derivative financial instruments consist of investments in debt and equity instruments, trade and other
receivables, cash and loans, trade payables and other debts.
Trade and other receivables that fall due in less than three months are not discounted. Non-derivative finan-
cial instruments are measured on initial recognition at fair value plus any directly attributable transaction
costs. After initial recognition, the instruments are measured as described below.
Notes to the Consolidated Financial Statements (- Note 1 continued)
                
 
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Interest-bearing loans are valued at fair value less transaction costs on initial recognition in the balance sheet.
Instruments are subsequently measured at amortized cost, with any differences between cost and redemp-
tion value recognized over the term of the loan as part of the effective interest rate.
Financial assets are derecognized when the contractual rights to the cash flows from an asset expire, or when
the Group has transferred the contractual rights in a transaction where the risk and return of ownership of
the financial asset have substantively been transferred.
Financial assets classified as held for trading
A financial instrument is classified at fair value through profit or loss if it is held for trading. The instrument is
measured at fair value and the changes in fair value are recognized in the income statement.
Other
Other non-derivative financial instruments are measured at amortized cost less any impairment losses.
Property, plant and equipment
The depreciation methods and periods used by the group are disclosed in note 11. The assets
’
residual values
and useful lives are reviewed, and adjusted if appropriate, at the end of each reporting period.
An asset
’
s carrying amount is written down immediately to its recoverable amount if the asset
’
s carrying
amount is greater than its estimated recoverable amount.
Gains and losses on disposals are determined by comparing proceeds with carrying amount. These are in-
cluded in profit or loss. When revalued assets are sold, it is group policy to transfer any amounts included in
other reserves in respect of those assets to retained earnings.
 
 
 
Intangible assets
Other intangible assets and development
Development costs that are directly attributable to the design and testing of identifiable and unique software
products controlled by the group are recognized as intangible assets where the following criteria are met:
•
it is technically feasible to complete the product so that it will be available for use
•
management intends to complete the product and use or sell it
•
there is an ability to use or sell the product
•
it can be demonstrated how the product will generate probable future economic benefits
•
adequate technical, financial and other resources to complete the development and to use or sell the
product are available, and
•
the expenditure attributable to the product during its development can be reliably measured.
Directly attributable costs that are capitalized as part of the product include employee costs and an appropri-
ate portion of relevant overheads. Capitalized development costs are recorded as intangible assets and
amortized from the point at which the asset is ready for use.
Development expenditure that does not meet the criteria above are recognized as an expense as incurred.
Development costs previously recognized as an expense are not recognized as an asset in a subsequent pe-
riod.
Amortizations methods and periods Refer to note 12 for details about amortization methods and periods
used by the group for intangible assets.
 
Trade and other payables
These amounts represent liabilities for goods and services provided to the group prior to the end of the fi-
nancial year which are unpaid. The amounts are unsecured and are usually paid within 60 days of recogni-
tion. Trade and other payables are presented as current liabilities unless payment is not due within 12 months
after the reporting period. They are recognized initially at their fair value and subsequently measured at
amortized cost using the effective interest method.
Notes to the Consolidated Financial Statements (- Note 1 continued)
                
 
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Borrowings
Borrowings are initially recognized at fair value, net of transaction costs incurred. Borrowings are subsequent-
ly measured at amortized cost. Any difference between the proceeds (net of transaction costs) and the re-
demption amount is recognized in profit or loss over the period of the borrowings using the effective interest
method. Fees paid on the establishment of loan facilities are recognized as transaction costs of the loan to
the extent that it is probable that some or all of the facility will be drawn down. In this case, the fee is de-
ferred until the draw-down occurs. To the extent there is no evidence that it is probable that some or all of
the facility will be drawn down, the fee is capitalized as a prepayment for liquidity services and amortized
over the period of the facility to which it relates.
Borrowings are classified as current liabilities unless the group has an unconditional right to defer settlement
of the liability for at least 12 months after the reporting period.
Pensions
For defined contribution plans, the group pays contributions to publicly or privately administered pension
plans. The group has no further payment obligations once the contributions have been paid. The contribu-
tions are recognized as employee benefit expense when they are due. Prepaid contributions are recognized
as an asset to the extent that a cash refund or a reduction in the future payments is available.
Share-based compensation
For share-based compensation by equity instruments granted that do not vest until the employee completes
a specified period of service, it is assumed that the services to be rendered as consideration for the equity
instruments will be received in the future, during the vesting period. Such services are accounted for as they
are rendered by the employee during the vesting period, with a corresponding increase in equity.
Government Grants
Government grants are recognized when there is reasonable assurance that the grant will be received, and
all attached conditions will be complied with. The grants related to an expense are presented as other reve-
nues, not against the expense. The grants related to fixed assets or intangible assets are recorded against the
cost on a systematic basis over the periods that the related costs, for which it is intended to compensate, are
expensed. When the grant relates to an asset, it is presented in the statement of financial position by deduct-
ing the grant in arriving at the carrying amount of the asset. The grant is recognized in the income statement
over the useful life of a depreciable asset as a reduced depreciation.
Contributed equity
Ordinary shares are classified as equity. Incremental costs directly attributable to the issue of new shares or
options are recognized as a deduction, net of tax, from the proceeds. On the repurchase of treasury shares,
the purchase amount including directly attributable costs are recognized as a change in equity. Purchased
shares are classified as treasury shares and reduce total equity. When treasury shares are sold, the received
amount is recorded as an increase in equity, and the subsequent gain on the transaction is recognized in
share premium.
Dividends
Provision is made for the amount of any dividend declared, being appropriately authorized and no longer at
the discretion of the entity, on or before the end of the reporting period but not distributed at the end of the
reporting period.
Earnings per share
Basic earnings per share is calculated by dividing:
•
the profit attributable to owners of the company, excluding any costs of servicing equity other than ordi-
nary shares by
•
the weighted average number of ordinary shares outstanding during the financial year, adjusted for bo-
nus elements in ordinary shares issued during the year and excluding treasury shares (note 20).
•
Diluted earnings per share adjusts the figures used in the determination of basic earnings per share to
take into account:
•
the after-income tax effect of interest and other financing costs associated with dilutive potential ordinary
shares, and
•
the weighted average number of additional ordinary shares that would have been outstanding assuming
the conversion of all dilutive potential ordinary shares.
Segment information
The Chief Operating Decision Maker (CODM) assesses the financial performance and position of the Group
and makes strategic decisions. The internal financial reporting to the CODM is on a consolidated basis. As a
result, the Group has only one reportable segment. The CODM is identified as the Board of Directors.
Notes to the Consolidated Financial Statements (- Note 1 continued)
                
 
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Note 2 Research and development
Note 3 Revenue from contracts with customers
Accounting principles and information related to external customers are described in the Accounting Princi-
ples. There are no customers that represent 10 per cent or more of the Group's total revenues on an annual
basis.
Disaggregation of revenue from contracts with customers
Notes to the Consolidated Financial Statements (continued)
2022
Amounts in CAD 1000
Revenue recognized at a point in time
-
18,909
1,521
222
20,652
Revenue recognized over time
6,238
-
-
-
6,238
Revenue from external customers
6,238
18,909
1,521
222
26,889
Contribution margin
2,794
5,677
657
222
9,350
Contribution margin %
44.8%
30.0%
43.2%
100.0%
34.8%
Revenue from external customers
specified per geographical area:
North America
1,608
7,204
760
111
9,684
Europe
-
9,827
760
111
10,698
Asia
4,629
1,878
-
-
6,507
Total
6,238
18,909
1521
222
26,889
Systems &
Equipment
Materials
Spare parts
Other
Total
2021
Amounts in CAD 1000
Revenue recognized at a point in time
-
17,492
974
414
18,879
Revenue recognized over time
7,931
-
-
-
7,931
Revenue from external customers
7,931
17,492
974
414
26,810
Contribution margin
4,440
6,368
545
151
11,503
Contribution margin %
56.0%
36.4%
56.0%
36.4%
42.9%
Revenue from external customers
specified per geographical area:
North America
4,354
6,726
487
207
11,774
Europe
-
8,159
487
207
8,853
Asia
3,577
2,606
-
-
6,183
Total
7,931
17,492
974
414
26,810
Systems &
Equipment
Materials
Spare parts
Other
Total
Amounts in CAD 1000
2022
2021
Salaries
1,850
1,776
Materials and other costs
1,135
1,021
R & D Tax credits
-253
-249
Research and Development costs
2,732
2,548
Less: development capitalized
-532
-782
Research expensed
2,200
1,766
                
 
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Note 4 Other income
Accounting principles and information related to grants and other income are described in the Accounting
Principles.
Disaggregation of other income
Amounts in CAD 1000
2022
2021
Grant
755
476
Gain/loss disposals
12
10
Other
-
-
Other Income
767
486
Note 5 Remuneration and employee benefits
Amounts in CAD 1000
2022
2021
Salaries
16,903
13,965
Social security contributions
2,721
2,175
Pension costs
438
364
Other benefits
738
434
Capitalized as development, inventories etc.
-4,791
-4,206
Total employee benefit expenses
16,009
12,733
Average number of full time employees
219
190
Note 6
Other operating expenses
Amounts in CAD 1000
2022
2021
Maintenance equipment & buildings
831
750
Marketing, travel and representation costs
1,616
1,039
Consultants and professional fees
5,717
3,841
IT costs
1,482
2,036
Manufacturing overhead costs
1,189
734
Total operating expenses
10,835
8,401
Remuneration to auditor
Amounts in CAD 1000
2022
2021
Statutory audit
374
254
Other assurance services
261
60
Tax advisory
30
16
Other non-audit services
22
-
Total remuneration to auditor
687
330
Notes to the Consolidated Financial Statements (continued)
                
 
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Note 7 Income tax
Notes to the Consolidated Financial Statements (continued)
Amounts in CAD 1000
2022
2021
Tax payable on ordinary income
114
-114
Adjustment for previous years
-
Current tax expense
114
-114
Deferred tax expense
-
-
Total tax expense in the income statement
114
-114
Reconciliation of effective tax rate
Profit / (loss) before income tax
-22,404
-14,201
Tax based on current ordinary tax rate
-5,937
-3,763
Effect of non-deductible expenses
29
375
Effect of unrecognised tax loss carryforward
5,908
3,274
Effect of changed tax assessments for previous years
114
-
Total tax expense
114
-114
Effective tax rate
-0.51%
0.80%
2022
Assets
Liabilities
Net assets
Property, plant and equipment
-
-208
-208
Intangible assets
-
-1,216
-1,216
Other items
719
-
719
Tax loss carryforward
25,254
-
25,254
Unrecognised tax assets
-24,549
-
-24,549
Recognised tax loss carryforward
705
-
705
Deferred tax asset/liability
1,424
-1,424
-
Offsetting of assets and liabilities
Net deferred tax asset/liability
1,424
-1,424
-
2021
Assets
Liabilities
Net assets
Property, plant and equipment
-
-200
-200
Intangible assets
-
-1,883
-1,883
Other items
-668
-668
-1,336
Tax loss carryforward
9,767
-
9,767
Unrecognised tax assets
-6,348
-
-6,348
Recognised tax loss carryforward
3,419
-
3,419
Deferred tax asset/liability
2,751
-2,751
-
Offsetting of assets and liabilities
-2,751
2,751
Net deferred tax asset/liability
-
-
-
                
 
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Note 8 Inventories
Inventory stock
Amounts in CAD 1000
2022
2021
Raw materials
10,840
5,258
Work in progress
712
455
Finished goods
9,039
8,702
Total inventories (net after provision for obsolescence)
20,592
14,415
Provision for obsolescence related to finished goods
Amounts in CAD 1000
2022
2021
Balance at 1 january
3,648
2,716
New provisions recognised during the year
2,218
938
Provisions reversed
-871
-6
Balance at 31 December
4,996
3,648
Provision slow moving
When producing powder of a specific alloy, the process generates a distribution of size fractions, which are
dedicated to various markets and applications.
Some of the size fractions could accumulate in inventory,
depending on the demand and on the level of market penetration.
A provision for slow moving inventory is
recorded by Tekna following a periodic review of historical sales data for each fraction as well as the growth
rate of sales and order intake.
The provision could fluctuate depending on the level of inventory and the
historic performance of sales.
Note 9
Trade and other receivables
Trade receivables
Amounts in CAD 1000
2022
2021
Trade receivables from contracts with customers
5,676
3,727
Loss allowance
-42
-26
Total
5,634
3,701
Write-down *
Amounts in CAD 1000
2022
2021
Balance at 1 january
-26
-
New write-downs recognised during the year
-38
-26
Write-downs reversed
22
-
Balance at 31 December
-42
-26
*For more information about credit risk and write-downs, see note 16
Other receivables
Amounts in CAD 1000
2022
2021
Indirect Tax Receivable
599
565
Refundable deposit on Raw mat
703
453
Grant and Investment tax credit receivable
440
444
Prepaid Expenses
505
517
Total
2,246
1,979
Total trade and other receivables
7,880
5,680
Notes to the Consolidated Financial Statements (continued)
                
 
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Note 10 Cash and cash equivalents
Amounts in CAD 1000
2022
2021
Total cash at bank
11,364
38,649
Restricted cash
-
-
Note 11 Property, plant and equipment
Notes to the Consolidated Financial Statements (continued)
Amounts in CAD 1000
Vehicles,
machinery,
equipment
Buildings
and land
RoU assets
Total
Year ended 31 December 2021
Cost at 1 January 2021
17,512
9,929
1,132
28,573
Additions, net of tax credits & Translation adjustments
1,429
1,953
-
3,382
Grants
-402
-71
-
-473
Disposal
-110
-
-
-110
Cost at 31 December 2021
18,429
11,811
1,132
31,372
Accumulated depreciation at 1 January 2021
8,539
3,076
475
12,090
Depreciation
1,288
1,287
226
2,801
Disposal
-92
-
-
-92
9,735
4,363
701
14,799
Carrying amount at 31 December 2021
8,694
7,448
431
16,573
Accumulated depreciation at 31 December 2021
Amounts in CAD 1000
Vehicles,
machinery,
equipment
Buildings
and land
RoU assets
Total
Year ended 31 December 2022
Cost at 1 January 2022
18,429
11,811
1,132
31,372
Additions, net of tax credits & Translation adjustments
3,830
758
1,983
6,571
Grants
-1,059
-109
-
-1,168
Disposal
-
-
-
-
Cost at 31 December 2022
21,200
12,460
3,115
36,775
Accumulated depreciation at 1 January 2022
9,735
4,363
701
14,799
Depreciation
1,414
569
823
2,806
Translation adjustments
-43
-28
1
-70
11,106
4,904
1,525
17,535
Carrying amount at 31 December 2022
10,094
7,556
1,590
19,240
Accumulated depreciation at 31 December 2022
Property, plant and equipment is recognized at historical cost less depreciation. Depreciation is calculated
using the straight-line method over their estimated useful lives as follows:
Asset
Period
Building
25 years
Equipment incl. development cost
5-8 years
Mobile infrastructure incl. development cost
25 years
Permanent systems incl. development cost
10 years
RoU assets
5-8 years
                
 
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Note 12
Intangible assets
Amounts in CAD 1000
Technologies
IP and licenses
Development
Total
Year ended 31 December 2021
Cost at 1 January 2021
10,767
4,393
1,837
16,997
Additions, net of tax credits
-
327
455
782
Grants
-
-31
-24
-55
Cost at 31 December 2021
10,767
4,689
2,268
17,724
Accumulated amortization at 1 January
2021
5,384
2,099
83
7,566
Amortization
718
149
74
941
Disposal
-
-
-
-
Accumulated amortzation and
impairment at 31 December 2021
6,102
2,248
157
8,507
Carrying amount at 31 December 2021
4,666
2,441
2,111
9,217
Amounts in CAD 1000
Technologies
IP and licenses
Development
Total
Year ended 31 December 2022
Cost at 1 January 2022
10,767
4,689
2,268
17,724
Additions, net of tax credits
-
311
221
532
Grants
-
-22
-23
-45
Cost at 31 December 2022
10,767
4,978
2,466
18,211
Accumulated amortization at 1 January
2022
6,102
2,248
157
8,507
Amortization
718
259
190
1,167
Disposal
-
-
-
-
Accumulated amortzation and
impairment at 31 December 2022
6,820
2,507
347
9,674
Carrying amount at 31 December 2022
3,948
2,471
2,119
8,537
Estimated useful lives
15 years
15 years
10 years
Intangible assets are recognized at historical cost less amortization. Amortization is calculated using straight-
line method to allocate the cost over their estimated useful lives. Intangible assets with definite useful life
consists of acquired technology, internally generated intangible assets arising from development costs as well
licenses for software. Useful life varies between four and ten years.
If there are indications of impairment for the intangible assets with defined useful life, an impairment test is
performed. For 2022, there are no such indications.
Development cost is recognized as an asset when it is identifiable and the company has the power to obtain
the future economic benefits following from the underlying resource and to restrict the access of others to
those benefits.
Note 13
Non-current receivables
Notes to the Consolidated Financial Statements (continued)
Amounts in CAD 1000
2022
2021
Loan to employees
933
1,331
R&D Tax Credit Receivable
4,406
4,267
Total non-current receivables
5,339
5,598
                
 
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Note 14 Leases
This note provides information for leases where the group is a lessee.
Amounts recognised in the balance sheet
The balance sheet shows the following amounts relating to leases:
Amounts in CAD 1000
2022
2021
Total right-of-use assets
1,590
431
Current lease liabilities
459
235
Non-current lease liabilities
1,161
227
Total lease liabilities
1620
462
Amounts recognised in the statement of income
The statement of income shows the following amounts relating to leases:
Amounts in CAD 1000
2022
2021
Total depreciation charge right-of-use assets
823
226
Interest expense
77
29
The group has no variable rate leases. Expenses in the statement of income related low value leases are im-
material to these financial statements.
Note 15 Trade payables and other current liabilities
Trade payables are unsecured and are usually paid within 30 days of recognition. The carrying amounts of
trade and other payables are considered to be the same as their fair values, due to their short-term nature.
Specification of other current liabilities
The accrued expenses include restructuring fees for an amount of CAD 150 thousand.
Notes to the Consolidated Financial Statements (continued)
Amounts in CAD 1000
2022
2021
Trade payables
7,852
4,772
Other current liabilities
2,059
1,744
Total
9,911
6,516
Amounts in CAD 1000
2022
2021
Accrued expenses and other current liabilities
2,059
1,744
Total
2,059
1,744
                
 
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Note 16 Financial risk and financial instruments
This note explains the group
’
s exposure to financial risks and how these risks could affect the group
’
s future
financial performance. Current year profit and loss information has been included where relevant to add fur-
ther context.
Tekna operates on an international level, and produces spherical powders and nano powders, and delivers
plasma systems for powder production of advanced materials. The Group's metal powders and plasma sys-
tems are produced for and delivered to a number of industrial sectors, such as aviation, aerospace, medical,
mining and drilling, energy storage and microelectronics, and are delivered to its customers worldwide. The
Group is headquartered in Canada and operates manufacturing centres in Canada and France, as well as
sales and distribution offices in China and South Korea.
COVID-19
Signs are positive that the COVID19 pandemic is coming to an end. However, should the situation persist,
absenteeism and quarantines could continue to affect Tekna
’
s own day-to-day operations as well as its sup-
ply chain performance. The opportunities to market its systems depend highly on tradeshows, which have
frequently been cancelled due to the pandemic.
Climate risk
The most material climate risks in the short and medium term are physical risks in the supply chain and in
Tekna
’
s own operations. There is a risk of extreme weather events impacting Chinese suppliers and their abil-
ity to supply Tekna with titanium and nickel. Also, higher temperatures put the health and safety of workers in
China at risk. Physical climate risks might also impact goods transportation. In the medium and long term,
physical risks might impact where the company considers establishing new production locations.
Market risk
Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of
changes in market prices. Market risk comprises three types of risk:
currency risk, interest rate risk and other
price risk.
Currency risk
Currency risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because
of changes in foreign exchange rates. Currency risk arises when financial assets or financial liabilities are de-
nominated in a currency other than the Company's functional currency. The foreign exchange rate risk for
the Group relates to the fact that the Group's business transactions, operations and sales are made in several
currencies, including Canadian dollar (CAD), U.S dollar, euro, Chinese Yuan, Indian rupee, South Korean won.
Unfavourable fluctuations in exchange rates could have an adverse effect on the Group's business, financial
positions and profits.
Interest rate risk
Interest rate risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate be-
cause of changes in market interest rates. The Company is exposed to interest rate risk on its fixed and float-
ing interest rate financial instruments. Fixed interest rate instruments subject the Company to fair value risk,
while floating rate instruments subject it to cash flow risk.
As at December 31, 2022, the Company's exposure to interest rate risk is as follows:
Cash:
Floating rate
Accounts receivable:
Non-interest bearing
Bank loan:
Floating rate
Accounts payable and accrued liabilities: Non-interest bearing
Obligations under capital leases:
fixed rate of 3,31%
Long-term debt:
Floating rate on loans totalling CAD 1,1m and
non-interest bearing on other loans
Price risk
The Group's business is subject to price risk. There is no guarantee that the Group will be able to obtain the
expected prices for its metal powders and plasma systems, and any change in the market conditions, includ-
ing in the global technology and powder markets or in a specific regional and/or end markets in which the
Group operates, could lead to lower sales prices or volumes of the Group's products and systems. If expected
prices for products and systems are not obtained or the Group experiences lower sales volumes, this may
adversely impact the Group's business, financial position and profits.
Notes to the Consolidated Financial Statements (continued)
                
 
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Liquidity risk
Liquidity risk is the risk that an entity will encounter difficulty in meeting obligations associated with its finan-
cial liabilities. The Company is exposed to liquidity risk mainly in respect of its accounts payable and accrued
liabilities, and long-term debt.
Prudent liquidity risk management implies maintaining sufficient cash and marketable securities and the avail-
ability of funding through an adequate amount of committed credit facilities to meet obligations when due
and to close out market positions. The group maintains flexibility in funding by maintaining availability under
committed credit lines.
Management monitors rolling forecasts of the group
’
s liquidity reserve (comprising the undrawn borrowing
facilities) and cash and cash equivalents on the basis of expected cash flows.
The committed credit facilities may be drawn at any time, subject to a limit of USD $0,75 million and CAD $4
million and may be terminated by the bank without notice.
The group
’
s main interest rate risk arises from the bank credit facilities, which expose the group to cash flow
interest rate risk.
At year end all bank credit facilities are using base rate +2% as fixed rate. The amounts are
carried at amortised cost.
Credit Risk
Credit risk is the risk that one party to a financial instrument will cause a financial loss for the other party by
failing to discharge an obligation. Financial instruments which potentially subject the Company to credit risk
consist principally of cash and accounts receivable. The Company's cash is maintained at major financial insti-
tutions; therefore, the Company considers the risk of non-performance of this instrument to be remote. In
addition, the Company has provided for this risk through the allowance it has taken on its accounts receiva-
ble. No trade receivables mature beyond one year. To mitigate the credit risk on trade receivables, the group
is following up credit risk on a regular basis and require down payments and letters of credit to cover the
value of the systems contracts signed with its customers.
Historically, the group has not experienced
signifi-
cant adverse impacts in relation to trade receivable collection.
Financial assets are written off when there is no reasonable expectation of recovery, such as a debtor failing
to engage in a repayment plan with the company. Where loans or receivables have been written off, the
company continues to engage in enforcement activity to attempt to recover the receivable due. Where
recoveries are made, these are recognised in profit or loss.
Trade receivables
2022
Amounts in CAD 1000
Lease liabilities
1,620
1,838
337
320
526
655
-
Trade and other payables
7,852
7,852
7,852
-
-
-
-
Bank loan
1,197
1,197
1,197
-
-
-
-
Borrowings
4,651
8,050
462
461
790
2,607
3,730
2021
Amounts in CAD 1000
Lease liabilities
462
489
126
126
142
94
-
Trade and other payables
4,772
4,772
4,772
-
-
-
-
Bank loan
3,733
3,733
-
3,733
-
-
-
Borrowings
3,978
7,139
154
263
728
2,083
3,911
2 to 5
years
1 to 2
years
6 months
or less
Carrying
amount
Contractual
cash flows
6 months
or less
Over 5
years
Carrying
amount
Contractual
cash flows
Over 5
years
6 to 12
months
6 to 12
months
1 to 2
years
2 to 5
yea
r
s
External
customer rec
not due
External
customer rec 1-
30 days past
due
External
customer rec
31-60 days
past due
External
customer rec
61-90 days
past due
External
customer rec
> 90 days past
due
Trade
accounts
receivable
Amounts in CAD 1000
2022
Outstanding trade receivables
2,276
1,218
833
463
885
5,676
Provision for losses
-
-
-
-
-42
-42
2021
Outstanding trade receivables
1,653
888
709
-103
578
3,727
Provision for losses
-
-
-
-
-26
-26
Provisions for losses are based on individual assessment of each item and customer. Expected loss in catego-
ries without any provisions made is based on the
assumption that there are not risk of any material losses.
Notes to the Consolidated Financial Statements (- Note 16 continued)
                
 
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Note 17 Borrowings
This note provides information on the contractual terms of the Group
’
s interest-bearing loans and borrow-
ings. For more information on the Group
’
s interest rate risk and foreign exchange risk see Note 16.
Tekna Holding ASA has complied with the financial covenants of its borrowing facilities at year end 2022. The
credit limit on the bank credit facilities is CAD 4 million and USD 0.75 million.
The table below reconciles the movement in financial liabilities to cash flow from financing activities.
Amounts in CAD 1000
2022
2021
2022
2021
2022
2021
2022
2021
Balance at 1 January
3,978
24,250
462
688
3,733
633
8,173
25,571
New loan
1,286
17,898
2,031
-
-
3,100
3,317
20,998
Cash Flow - repayment
-263
-37,535
-873
-226
-2,536
-
-3,672
-37,761
Non cash changes
FX variation loss (gain)
-
-515
-
-
-
-
-
-515
Conversion to equity
-
-
-
-
-
-
-
-
Amortization
-640
-378
-
-
-
-
-640
-378
Debt accretion on long-
term debt
290
258
-
-
-
-
290
258
Total debt
4,651
3,978
1,620
462
1,197
3,733
7,468
8,173
Short-term portion
-532
-200
-459
-235
-1,197
-3,733
-2,188
-4,168
Balance long-term
portion at 31 December
4,119
3,778
1,161
227
-
-
5,280
4,005
Total financial liabilities
Borrowings
Bank Loan (ST)
Lease liabilities
Amounts in CAD 1000
2022
2021
Loans secured by pledged assets
Building and land
1,144
1,213
Machinery and equipment
-
-
1,218
682
Total non-current borrowings secured by pledged assets
2,362
1,895
Universality of movable and immovable property, tangible and intangible, current
and future
Notes to the Consolidated Financial Statements (continued)
                
 
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Note 18 Finance items
Amounts in CAD 1000
2022
2021
Interest income
20
-
Currency exchange income
124
400
Total Finance income
144
400
IFRS 16 interest
77
29
Interest expense
255
627
Total finance cost
332
656
Net finance items
-188
-256
Note 19 Share information
Amounts in CAD 1000
2022
2021
Ordinary shares
125,227
125,227
Share capital
37,277
37,277
Share premium
451,473
451,473
At 31 December 2022 there were 125.227.346 ordinary shares each with a par value of NOK 2,00. They entitle
the holder to participate in dividends, and to share in the proceeds of winding up the company in proportion
to the number of and amounts paid on the shares held.
There were no paid out dividends in 2022.
Number of shares
% of total
Country
Arendals Fossekompani ASA
89,046,452
71.11%
NOR
Ulfoss Invest AS
2,941,975
2.35%
NOR
Havfonn AS
2,913,580
2.33%
NOR
Must Invest AS
2,821,245
2.25%
NOR
Kvantia AS
2,354,862
1.88%
NOR
Skandinaviska Enskilda Banken AB
2,154,711
1.72%
LUX
Victoria India Fund AS
1,331,883
1.06%
NOR
Other
21,662,638
17.30%
Various
Total number of shares
125,227,346
100.00%
Major shareholders at year-end 2022
Note 20 Earnings per share
Basic earnings per share are based on profit attributable to the equity holders of the parent and the
weighted average number of outstanding ordinary shares.
Amounts in CAD 1000
2022
2021
Net profit for the year
-22,517
-14,087
Attributable to non-controlling interests
-829
-486
Attributable to ordinary shares
-21,688
-13,601
Weighted number of ordinary shares, basic and diluted
125,227,346
100,272,679
Number of shares end of period
125,227,346
125,227,346
Basic and diluted
earnings per share
-0.17
-0.14
Note 21 Investment in joint ventures
The Imphytek Powders S.A.S. joint venture is owned in equal parts by the Group (TPE; Tekna Plasma Europe
S.A.S.) and Aperam. The business is organized as a company with limited liability corresponding to Norwe-
gian corporations. Guidelines for the operation of companies are based on the shareholders agreement. Ac-
cording to the shareholder agreement it is required unanimity between the parties for making decisions
about relevant activities. Accordingly, participants in the companies have joint control over the activities. The
Group's responsibility as a participant in Imphytek Powder S.A.S. is limited to the capital contribution, and the
return equals the Group's share of profit. Thus, the group as a participant is entitled to the arrangements net
assets.
The investments in joint ventures are accounted for according to the equity method.
Notes to the Consolidated Financial Statements (continued)
Entity
Country
Activities
Ownership
interest
Imphytek Powders S.A.S.
France
Production of
powders
50%
                
 
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Based on an overall assessment where the size and complexity is taken into consideration Imphytek Powders
S.A.S. is considered to be significant joint ventures. Further information regarding this company is disclosed
below
.
The company has no observable market value in form of market price or similar.
Description of the business
Imphytek Powders S.A.S. has its headquarters and operations in Macon in France. The company is combining
Aperam's expertise in Nickel & Specialty Alloys with Tekna's unique wire plasma atomization technology. The
joint venture has the exclusive right to sell nickel alloy powder in Europe, and benefits from all market and
product developments made by Tekna and Aperam in the past years. The company's main activities are the
production of high-performance powder for advanced manufacturing technologies. The company is orga-
nized as a company with limited liability similar to Norwegian private limited liability companies, and the
company is not publicly traded. The company is strategically important company in the business segment
Advanced Materials.
Imphytek Powders S.A.S. has no contingent liabilities or capital commitments as of 31.12.2022. The partners
have an agreement with Imphytek Powders S.A.S. that profits of the company will not be distributed until it
has the consent of both partners. The partners have not given consent at the reporting date.
The table on the right shows the condensed financial information of the joint venture, based on 100% owner-
ship.
Imphytek Powders S.A.S.
The joint venture has the same reporting period as the Group.
Amounts in CAD 1000
Imphytek
Powders
Book value 31.12.2020
1,407
1,407
Share of profit after tax 2021
-1,472
Investment during the period
1,442
FX variations
-146
Book value 31.12.2021
1,231
1,231
Share of profit after tax 2022
-1,509
Investment during the period
680
FX variations
177
Book value 31.12.2022
579
Book value as at 01.01.2022
Book value as at 01.01.2021
Amounts in CAD 1000
2022
2021
Total revenue
1,447
884
Depreciations
-174
-255
Interest income
-
-
Interest expenses
-41
-2
Tax expenses
-
-
Profit
-3,110
-3,258
Other income and expenses
-
-
Comprehensive income
-
-
The Groups share of comprehensive income
1
1
Current assets
4,228
4,304
whereof cash and cash equivalents
995
781
Non-current assets
-
-
Current liabilities
2,966
264
Long-term liabilities
4,374
2,882
Equity
-1,166
1,158
The values are tested annually for impairment. In this testing each segment/subgroup is assessed as a cash
generating unit. The recoverable amount is estimated based on value in use. Estimated value in use is based
on discounted future cash flows. This measures the cash flows based on market requirements of return and
risk. Value in use for 2022 has been calculated in the same way as in 2021. Budgets have been used for 2023
and long-term budgets from strategy plans for the period up to 2027. A terminal value is applied based on a
growth rate of 2%. A risk premium of 3% was used in the calculations.
The Required Rate of Return (pre-tax WACC) for the investment in the joint venture has been set to 12.2%.
The risk-free rate of return has been set to 3.1%. When calculating the WACC consideration is given to the
fact that the company's earnings are mainly in EUR. A sensitivity analysis based on a unilateral change in esti-
mated future EBITDA shows that a reduction of more than 20% may lead to impairment. Equivalently, a
change in pre-tax WACC from 12.2% to 14.5% may cause impairment.
The cash-generating unit in the impairment testing suggests excess value. Reasonable changes in the as-
sumptions will not result in additional impairment losses.
Notes to the Consolidated Financial Statements (- Note 21 continued)
                
 
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Note 22 Subsidiaries
Note 23 Related parties
At year end Arendals Fossekompani ASA (AFK) owned 89,046,452 shares, representing 71,11 % of the total
number of shares in Tekna.
See table on the next page.
The CEO
’
s period of notice is eight (8) weeks, with a period of pay of twelve (12) months after termination of
employment if the CEO is dismissed by the company.
The other members of the Group Executive have a period of notice varying from four (4) weeks to eight (8)
weeks.
The purpose of Tekna's compensation and benefits policy is to attract personnel with the competence that
the Group requires, develop and retain employees with key expertise and promote a long-term perspective
and continuous improvement supporting achievement of Tekna's business goals. The general approach
adopted in Tekna's policy is to pay fixed salaries and pensions in line market prices, while offering variable
pay linked to results for bonus.
a) Fixed elements
b) Variable elements –
annual bonus
Executives in Tekna participate in the Group
’
s central annual bonus program. The program has a maximum
ceiling of 25% of the executive
’
s fixed salary and 35% for CEO. The basis for bonus payments is based on
financial targets and performance strategic KPIs.
In addition, the Group has share-based incentive programs described in (c) below.
(c) Shared incentive program
On February 18, 2021, the Board of Directors of the Company resolved to establish a share incentive program
for key employees of the Company. The share incentive program is based on a structure in which certain
members of the Company's Management and management of the Portfolio Companies are offered the op-
portunity to subscribe for Shares in Tekna Holdings Canada Inc., and where the Company will provide partial
financing of their subscription of Shares under the share incentive program. The total number of Shares in-
cluded in the share incentive program of Tekna Holdings Canada Inc is 3 482 408. As part of the share incen-
tive program, the key employees purchased Shares subject to a lock-up undertaking of 36 months following
the date of the purchase of the Shares. The company has originally provided full loan financing of the pur-
chase price of the Shares under the share incentive program, for a total of CAD $1,3 million. As of December
31, 2022, the loan financing balance is CAD $0,93 million. The share incentive program is based on a struc-
ture in which certain members of the management within the Group were offered the opportunity to sub-
scribe for Shares in Tekna Holdings Canada at fair value less a discount reflecting the lock-up period. The
vested portion of the discount is reflected in as share-based compensation with an amount totalling CAD $
63 K for the executive team for 2022 as disclosed above.
Notes to the Consolidated Financial Statements (continued)
Company
Ownership
held by the
group
Ownership
held by
the non-
controlling
interests
Domicile
Tekna Holdings Canada Inc.
96.54%
3.46%
Canada
Tekna Plasma Systems Inc.
96.54%
3.46%
Canada
Tekna Advanced Materials Inc.
96.54%
3.46%
Canada
Tekna Plasma Europe S.A.S.
96.54%
3.46%
France
Tekna Plasma Systems Suzhou Co Ltd.
96.54%
3.46%
China
Tekna Plasma India Pr Ltd.
96.54%
3.46%
India
Tekna Inc.
96.54%
3.46%
USA
Tekna Plasma Korea Co Ltd.
96.54%
3.46%
South Korea
                
 
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Board of Directors compensation 2022 and number of shares owned 31 December 2022
Name
Title
Board of
Directors
remunera-
ted
Remunera-
tion
provision
Own
Holdings
Related
Parties
Number of
shares in
Tekna
Holding ASA
Dag Teigland
1,2
Chair
-
21,000
-
52,000
52,000
Morten Henriksen
2
Member of Board
-
-
51,500
4,125
55,625
Torkil Sigurd Mogstad
2
Member of Board
-
-
48,000
4,125
52,125
Anne-Lise Meyer
3
Member of Board
-
38,667
-
-
-
Barbara Thierart Perrin
4
Member of Board
-
43,500
-
-
-
Total
-
103,167
99,500
60,250
159,750
Name
Title
Fixed
salary
Paid
bonus
Pension
Share-based
compensa-
tion
Other
benefits
Number of
shares in
Tekna
Holdings
Canada Inc
Loan from
Tekna
Plasma
Systems Inc
Luc Dionne
CEO
335
45
3
21
36
588,576
169,859
Serge Blackburn
CFO
246
26
10
7
8
196,192
56,620
Other executive management
901
77
42
35
33
980,960
338,873
1: Dag Teigland representing Tibidabo Industrier AS, elected from October 2022. The remuneration is subject
to approval by the general assembly.
2: Representing Arendals Fossekompani ASA with 89 046 452 shares
3: Anne-Lise Meyer elected from May 2022
4: Barbara Thierart-Perrin elected from April 2022
Note 24 Contingent liabilities
The Company's subsidiary and the operating company of
the Group, Tekna Plasma Systems Inc., is currently involved
in a dispute with AP&C Advanced Powders & Coatings Inc.
regarding competing patent rights for the production of
titanium powder in Canada, and more precisely to a specific
patent which is part of the same patent type as one of the
Group's significant patents. Proceedings were conducted
and parties are waiting for the court decision. If the dispute
is not resolved in favor of Tekna Plasma Systems Inc., the
Group's production and sales of titanium powder in Canada
may be restricted, which could have a negative effect on the
Group's business operations.
There are no provisions booked for future income or
expenses regarding the legal dispute in the financial state-
ments
Note 25 Subsequent events
Arendals Fossekompani ASA, Tekna
’
s majority shareholder,
and Tekna Plasma Systems Inc have signed an agreement
for a CAD 25 million loan facility.
Notes to the Consolidated Financial Statements (- Note 23 continued)
                
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Parent Financial Statements
Income Statement
Amounts in CAD 1000
Note
2022
2021
Employee benefit expenses
2
103
-
Other operating expenses
3
1,536
961
Net operating income/(loss)
-1,639
-961
Finance income
8
2,513
1,332
Finance costs
8
320,974
92
Profit/(loss) before income tax
-320,100
279
Income tax expense
-
-
Profit/(loss) for the period
-320,100
279
Attributable to equity holders of the company
-320,100
279
Attributable to non-controlling interests
-
-
Amounts in CAD 1000
Note
2022
2021
Items that may be reclassified to statement of income
Exchange differences on translation of foreign operations
-
-
Items that may be reclassified to statement of income
-
-
Items that will not be reclassified to statement of income
Exchange differences on translation of foreign operations
-
-
Items that will not be reclassified to statement of income
-
-
Other comprehensive income/(loss) for the period, net of tax
-
-
Total comprehensive income/(loss) for the period
-320,100
279
Attributable to equity holders of the company
-320,100
279
Attributable to non-controlling interests
-
-
                
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Balance Sheet
Parent Financial Statements (continued)
Amounts in CAD 1000
Note
31.12.2022
31.12.2021
Non-current assets
Investment in subsidiaries
5
97,500
418,468
Intercompany loans
7
67,535
37,251
Total non-current assets
165,035
455,719
Current assets
Trade and other receivables
7
77
24
Cash and cash equivalents
6
3,975
33,351
Total current assets
4,052
33,373
Total assets
169,087
489,094
Amounts in CAD 1000
Note
31.12.2022
31.12.2021
Equity
Share capital and share premium
494,956
494,956
Other reserves
-326,028
-5,928
Capital and reserves attributable to holders of the company
168,928
489,028
Non-controlling interests
-
-
Total equity
168,928
489,028
Trade and other payables
7
51
65
Other current liabilities
108
-
Total current liabilities
159
65
Total liabilities and equity
169,087
489,094
Dag Teigland
Chair of the Board
Torkil Sigurd Mogstad
Member of the Board
Barbara Thierart-Perrin
Member of the Board
Anne Lise Meyer
Member of the Board
Luc Dionne
CEO
Arendal, 10 April .2023
The Board of Directors and CEO of Tekna Holding ASA
This document was electronically signed.
                
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Changes in Equity
Parent Financial Statements (continued)
Amounts in CAD 1000
Share capital
and share
premium
Other
reserves
Total
Non-
controlling
interests
Total equity
Balance at 1 January 2021
14
-
14
-
14
Profit/(loss) for the period
-
-5,927
-5,927
-
-5,927
Other comprehensive income/(loss)
-
-
-
-
-
Issue of stock
494,942
-
494,942
-
494,942
Adjustment
-
-1
-1
-
-1
Balance at 31 December 2021
494,956
-5,928
489,028
-
489,028
Balance at 1 January 2022
494,956
-5,928
489,028
-
489,028
Profit/(loss) for the period
-
-320,100
-320,100
-
-320,100
Other comprehensive income/(loss)
-
-
-
-
-
Adjustment
-
-
-
-
-
Balance at 31 December 2022
494,956
-326,028
168,928
-
168,928
Attributable to equity holders
of the Company
                
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Cash flow
Parent Financial Statements (continued)
Amounts in CAD 1000
FY 2022
FY 2021
Cash flow from operating activities
Net profit/(loss)
-320,100
279
Impairment loss
320,968
-
Capitalized interest on intercompany loans
-2,284
-782
Total after adjustments to profit before income tax
-1,416
-503
Change in trade and other receivables
-53
-22
Change in trade and other payables
93
64
Total after adjustments to net assets
-1,375
-461
Net cash from operating activities
-1,375
-461
Cash flow from investing activities
Cash Flow from Internal Loans and Borrowings
-28,000
-36,517
Purchase of shares in subsidiaries
-
-22,954
Net cash flow from investing activities
-28,000
-59,471
Cash flow from financing activities
Proceeds from issue of shares
-
93,225
Net cash flow from financing activities
-
93,225
Net increase in cash and cash equivalents
-29,375
33,293
Cash and cash equivalents at the beginning of the financial year
33,351
14
Effects of exchange rate changes on cash and cash equivalents
-
44
Cash and cash equivalents at end of the period
3,975
33,351
                
 
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Notes to the Parent Financial Statements
Accounting principles
Note 1
The financial statements comprise the statement of income, statement of financial position, statement of cash
flows, and related notes. The financial statements have been prepared in accordance with the Norwegian
Accounting Act §3-9 and Regulations for simplified IFRS issued by the Ministry of Finance on 10 December
2019 (generally accepted accounting principles). This means that recognition and measurement comply with
International Financial Reporting Standards (IFRS) and the presentation and disclosures are in accordance
with the Norwegian Accounting Act and general accepted accounting practice. All amounts are in CAD, un-
less otherwise stated.
The financial statements give a true and fair view of the assets and liabilities, financial position, and income.
When applying accounting principles and presenting transactions and other matters, emphasis is placed on
economic realities, not just legal form. Contingent losses that are probable and quantifiable are expensed.
Transactions are recorded at the value of the consideration at the time of execution. Revenue is recognized
in the accounting period in which they are earned and associated costs are matched with revenues.
Assets and liabilities that are due within one year after the balance sheet date are classified as current assets
or current liabilities. Current assets and liabilities are valued at the lowest or highest value of acquisition cost
and fair value. Fair value is defined as the estimated future sales price less expected sales costs. Other assets
are classified as fixed assets. Corresponding principles are normally used as a basis for liability items.
Use of estimates
In the preparation of the annual accounts, estimates and assumptions have been applied that have affected
the statement of income and the valuation of assets and liabilities, as well as doubtful assets and liabilities on
the balance sheet date in accordance with generally accepted accounting principles. Areas that to a large
extent contain such discretionary assessments, a high degree of complexity, or areas where assumptions and
estimates are material to the financial statements, are described in the notes.
Foreign currency
Foreign currency transactions are translated at the exchange rate at the time of execution. Cash items in for-
eign currency are translated into Norwegian kroner using the exchange rate on the balance sheet date. Non-
cash items measured at the historical exchange rate expressed in foreign currency are translated into Norwe-
gian kroner using the exchange rate at the time of execution. Non-monetary items that are measured at fair
value expressed in foreign currency are translated at the exchange rate determined at the measurement
date. Exchange rate fluctuations are recognized in the statement of income on an ongoing basis during the
accounting period under other financial income/costs.
Tax
Income tax expense represents the sum of the tax currently payable and deferred tax. Deferred tax is calcu-
lated at 22% percent on the basis of existing temporary differences between accounting and tax values to-
gether with tax loss carry forward at the year end. Tax-increasing and tax-reducing temporary differences
that are reversed or can be reversed in the same period are offset and netted. Net deferred tax assets are
recognized in the balance sheet to the extent that it is probable that this can be utilized.
Non-current financial assets
Fixed assets include assets intended for permanent ownership and use. Long-term receivables are carried at
the nominal amount at the time of the transaction. Long-term receivables in foreign currency are carried in
the balance sheet based on the exchange rate on the balance sheet date.
Current assets
Current assets and current liabilities normally include items that due within one year after the balance sheet
date, as well as items related to the product cycle. Current assets are valued at the lower of acquisition cost
and fair value. Current liabilities are carried at the nominal amount at the time of the transaction.
Subsidiaries
Investment in subsidiaries are evaluated at lower of cost or fair value. Any impairment losses and reversal of
impairment losses are classified as net gains (loss and impairment) on financial assets in the income state-
ment. An impairment to fair value has been recognized when impairment is due to reasons that cannot be
expected to be temporary, and it is necessary in accordance with generally accepted accounting principles.
Impairment losses are reversed when the basis for impairment is no longer present.
                
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Notes to Parent Financial Statements (- Note 1 continued)
Receivables
Trade receivables and other receivables are carried at face value after deduction of provisions for expected
credit losses. Provisions for credit losses are made on the basis of a separate assessment of the individual
receivables. For other accounts receivable, an unspecified provision is made to cover expected losses.
Statement of cash flows
The cash flow statement has been prepared according to the indirect method. Cash and cash equivalents
include cash, bank deposits and other short-term, liquid investments.
Note 2 Remuneration and employee benefits
The company has no employees.
The company is not required to have an occupational pension scheme in accordance with Norwegian law on
obligatory occupational pension
(“
lov om obligatorisk tjenestepensjon
”).
Note 3 Other operating expenses
Amounts in CAD 1000
2022
2021
Salaries
103
-
Social security contributions
-
-
Pension costs
-
-
Other benefits
-
-
Capitalized as development, inventories etc.
-
-
Total employee benefit expenses
103
-
Amounts in CAD 1000
2022
2021
Audit and other fees
1,432
473
Marketing, travel and representation costs
11
-
ICT expenses
-
13
Other expenses
4
289
Intercompany expenses
88
185
Total operating expenses
1,536
961
Amounts in CAD 1000
2022
2021
Statutory audit
133
32
Other assurance services
209
76
Tax advisory
-
-
Other non-audit services
10
-
Total remuneration to auditor
352
108
                
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Notes to Parent Financial Statements (continued)
Note 4 Tax
Income tax - current year
The tax effect of temporary differences and loss carry forwards that have given rise to deferred tax and
deferred tax asset, specified by type of temporary differences.
Deferred tax asset is not carried in the balance sheet.
Statutory tax rate in Norway was 22.00% in 2021 and 2022.
The 22% tax rate was used to calculate Deferred tax assets and liabilities as at 31 December 2022.
Note 5 Investments in Subsidiaries
Consolidated accounts for Tekna Holdings Canada Inc for 2022 reported a net loss of CAD 23 459 999 and
booked equity of CAD -18 015 871.
Tekna Holdings Canada Inc owns 100 % of the following 7 subsidiaries:
•
Tekna Plasma Systems Inc; Canada
•
Tekna Advanced Materials Inc; Canada
•
Tekna Plasma Europe S.A.S; France
•
Tekna Plasma Systems Suzhou Co Ltd; China
•
Tekna Plasma India Pr Ltd; India
•
Tekna Inc; USA
•
Tekna Plasma Korea Co Ltd; South Korea
CEO Luc Dionne and other management of Tekna Holdings Canada Inc. own the remaining 3.46% of the
shares in Tekna Holdings Canada Inc.
Amounts in CAD 1000
2022
2021
Income tax expense:
Tax Payable
-
-
Change in deferred tax asset
-
-
Income tax expense
-
-
Taxable income:
Ordinary profit before tax
-320,100
263
Unrecognized tax loss carried forward
-868
4,552
Permanent differences
320,968
-4,815
Taxable income
-
-
Taxable payable:
Income tax expense
-
-
Taxable Income
-
-
Calculation of effective tax rate
Ordinary profit before tax
-320,100
263
Tax at the applicable tax rate
-70,422
58
Unrecognized tax loss carried forward
-191
1,002
Tax effect of permanent differences
70,613
-1,059
Taxable income
-
-
Effective tax rate
0.00%
0.00%
Amounts in CAD 1000
2022
2021
Accumulated loss carryforward
-5,421
-4,553
Not included in basis for calculation of deferred tax
5,421
4,553
Deferred tax asset (22%)
-
-
Company
Domicile
2022
2021
2022
2021
2022
2021
Tekna
Holding
Canada Inc.
Canada
96.54%
96.43%
3.46%
3.57%
97,500,000
418,468,248
Ownership held by the
non-controlling interests
Ownership held by the
group
Value in Tekna Holding ASA
balance sheet
                
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Notes to Parent Financial Statements (continued)
Note 6 Cash and cash equivalents
Tax deduction deposits (restricted deposits) amounts to 0 CAD.
Unused credit facilities as of 31 December 2022 was 2 802 809 CAD and 750 000 USD.
Tekna Holding ASA are compliant with the financial covenant requirements in the loan facilities at the end of
2022.
Note 7 Intercompany balances
Loans to group companies consists of one loan in CAD and one loan in EUR.
The CAD 59 881 537 loan is to the subsidiary Tekna Holdings Canada Inc. The loan will be repaid with CAD
500,000 every quarter from 15 June 2024. Interest on the loan is calculated at a rate corresponding to the
Canadian 3 month Interbank rate (CDOR) + 2% on an annual basis.
The EUR 5,300,000 loan is to the subsidiary Tekna Plasma Europe S.A.S. The loan will be repaid with EUR
300,000 every quarter from 15 June 2024. Interest on the loan is calculated with EURIBOR 3 months + 2% on
an annual basis.
Note 8 Financial items
An impairment loss of CAD 320 968 thousand was recorded in 2022
The investment in the subsidiary Tekna Holdings Canada Inc was impaired to the market value of Tekna
Holding ASA, as quoted on the Oslo Stock Exchange as of Dec 31st 2022, to CAD 97.5 million. The stock had
limited trading volume before this date.
Note 9 Financial risk
The company's operations consist of financing the operations of the subsidiaries.
The company is exposed to various types of financial risk: market risk (including currency, interest rate and
market price risk), credit risk and liquidity risk. The company is somewhat sensitive to currency exchange rate
fluctuations, limited cash flows, relatively low interest rate exposure.
Interest rate risk
The company has loans to group companies with interest rate returns based on the 3 month EURIBOR and
CDOR; see note 7.
Returns from interest rates on bank deposits are also exposed to rate levels. The funds are deposited at a
floating interest rate.
Amounts in CAD 1000
2022
2021
Total cash at bank
3,975
33,351
Restricted cash
-
-
Amounts in CAD 1000
2022
2021
Intercompany loans to group companies
67,535
37,251
Trade accounts receivables from group companies
77
24
Total intercompany receivables
67,611
37,275
Amounts in CAD 1000
2022
2021
Trade accounts payables to group companies
4
1
Total intercompany payables
4
1
Amounts in CAD 1000
2022
2021
Interest income
20
-
Currency exchange income (net)
50
782
Interest Income, IC
2,443
550
Total financial income
2,513
1,332
Amounts in CAD 1000
2022
2021
Interest expense
5
16
Other finance cost
1
-
Interest expense, IC
-
76
Impairment loss
320,968
-
Total financial expense
320,974
92
                
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Notes to Parent Financial Statements (- note 9 continued)
Credit risk
The company is only exposed to credit risk on receivables from subsidiaries. The risk that counterparties do
not have the financial ability to meet their obligations is considered moderate.
Currency risk
The company
’
s currency exposure is related to CAD and EUR receivables from subsidiaries, as well as EUR
bank deposits.
Market price risk
The company
’
s is mainly invested in subsidiaries and associated companies. The value of these investments is
to a high degree connected to the underlying operations of these companies.
Liquidity risk
The company is financed through a combination of bank and equity financing. See note 6 for more infor-
mation on unused credit facilities.
Note 10 Share Capital and Shareholder Information
At 31 December 2022 there were 125.227.346 ordinary shares each with a par value of NOK 2,00. They entitle
the holder to participate in dividends, and to share in the proceeds of winding up the company in proportion
to the number of and amounts paid on the shares held.
There were no paid out dividends in 2022.
At year end Arendals Fossekompani ASA (AFK) owned 89,046,452 shares, representing 71,11 % of the total
number of shares in Tekna.
The CEO does not own shares in the company per 31 December 2022.
11 Subsequent Events
Arendals Fossekompani ASA, Tekna
’
s majority shareholder, and Tekna Plasma Systems Inc, a Tekna group
subsidiary, have signed an agreement for a CAD 25 million loan facility.
Amounts in CAD 1000
2022
2021
Ordinary shares
125,227
125,227
Share capital
37,277
37,277
Share premium
451,473
451,473
Number of shares
% of total
Country
Arendals Fossekompani ASA
89,046,452
71.11%
NOR
Ulfoss Invest AS
2,941,975
2.35%
NOR
Havfonn AS
2,913,580
2.33%
NOR
Must Invest AS
2,821,245
2.25%
NOR
Kvantia AS
2,354,862
1.88%
NOR
Skandinaviska Enskilda Banken AB
2,154,711
1.72%
LUX
Victoria India Fund AS
1,331,883
1.06%
NOR
Other
21,662,638
17.30%
Various
Total number of shares
125,227,346
100.00%
Major shareholders at year-end 2022
Board of Directors compensation 2022 and number of shares owned 31 December 2022
Name
Title
Board of
Directors
remunera-
ted
Remunera-
tion
provision
Own
Holdings
Related
Parties
Number of
shares in
Tekna
Holding ASA
Dag Teigland
1,2
Chair
-
21,000
-
52,000
52,000
Morten Henriksen
2
Member of Board
-
-
51,500
4,125
55,625
Torkil Sigurd Mogstad
2
Member of Board
-
-
48,000
4,125
52,125
Anne-Lise Meyer
3
Member of Board
-
38,667
-
-
-
Barbara Thierart Perrin
4
Member of Board
-
43,500
-
-
-
Total
-
103,167
99,500
60,250
159,750
                
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Independent auditor
’
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Independent auditor
’
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Independent auditor
’
s report (continued)
                
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1. Implementation and
reporting on corporate
governance
.............................
63
2. The business
..........................
63
3. Equity and dividends
...........
64
4. Equal treatment of share-
holders and transactions
with close associates
..........
64
5. Shares and negotiability
.....
64
6. General meetings
.................
64
7. The nomination
committee
..............................
65
8. Board of Directors: composition
and independence
..............
65
9. Work of the Board of
Directors
.................................
66
10. Risk Management and
Internal Control
....................
66
11. Board remuneration
............
67
12. Remuneration for executive
personnel
...............................
67
13. Information and
communication
.....................
67
14. Take-over situations
............
67
15. Auditor
....................................
68
| 62
Corporate Governance
Report
Corporate
Governance Report
                                              
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Corporate Governance report
Code of Conduct for suppliers and for employees
In 2021 Tekna has developed the supplier code of conduct
(“
sCoC
”)
and the employee code of conduct
(“
eCoC
”).
The sCoC, signed off by
the CEO in August 2021, gives clear guidance to our employees and
business partners that we expect clean, transparent and fair business
dealings.
The employee code of conduct was signed off at the most senior
level by the Board of Directors of Tekna on February 8, 2022 as part
of the corporate code of governance. Both documents can be found
here: www.tekna.com/investors.
Deviations from the Code of Practice: None
2. The business
The Company business is to conduct business development, including
investments, and to be co-owner of other companies. The Company
is the owner of the Tekna Group. The Tekna Group
’
s core business is
to produce high-purity metal powders for applications such as 3D
printing in the aerospace, medical and automotive sectors, as well as
optimized induction plasma systems for industrial research and pro-
duction.
The Board has prepared clear goals, strategies, and a risk profile for
the Company. The Company has guidelines for how it integrates the
interests of the society at large into its value creation for shareholders
in a sustainable manner. The ESG –
Environmental, Social, Govern-
ance - report is included in the annual report and is available on the
Company
’
s website. The Board evaluates targets, strategies and a risk
profile on an annual basis, at a minimum.
Deviations from the Code of Practice: None
Tekna aims to maintain high standards for corpo-
rate governance. In the Company
’
s opinion, good
corporate governance is an important condition
for value creation.
Tekna Holding ASA
’
s (the
“
Company
”)
corporate governance defines
the business framework within which all activities in the Company
should operate and clarifies the roles and responsibilities between
governing bodies in the Company.
The Company is subject to corporate governance reporting require-
ments as defined in the Norwegian Accounting Act, section 3-3b and
the Norwegian Code of Practice for Corporate Governance (the
“
Code
”)
available at www.nues.no. The Board of Directors
’
Statement
of Corporate Governance follows the structure of the Code.
This report provides an overview of how Tekna follows the 15 points
set out in the Code and the deviations from the Code in Tekna
’
s op-
erations. This report should be viewed in conjunction with all the
measures relating to corporate governance detailed in the Compa-
ny
’
s annual report 2022.
1. Implementation and reporting on
corporate governance
Our governance structure
The Board has the overall responsibility for ensuring that the Compa-
ny has a high standard of corporate governance. The Board has
adopted a corporate governance policy document (the
“
Policy
”).
This
Policy describes the Company
’
s main principles for corporate govern-
ance and addresses the framework of guidelines and principles regu-
lating the interaction between the Company
’
s shareholders, the Board
of Directors, the Chief Executive Officer (the
“
CEO
”)
and the Tekna
Group senior management (the
“
Executive Leadership Team
”).
The
Company is a holding company, and the operations of the Tekna
group of Companies are carried out through the operating subsidiar-
ies of the Company (the
“
Tekna Group
”).
The Policy is based on the
Code, the Company
’
s goal is to act in accordance with every recom-
mendation in the Code.
The Board and Executive Leadership Team perform an annual assess-
ment of its principles for corporate governance.
The Board members and the Executive Leadership Team are request-
ed once a year to complete a Directors and Officers compliance
questionnaire, disclosing any conflicts of interest.
1: Responsibility for Governance, including risk management is as-
signed to the CFO
2: Responsibility for ESG reporting lies with the VP Corporate Strate-
gic Development and Innovation
               
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Corporate Governance report (continued)
5. Shares and negotiability
The Shares in Company are listed on the Oslo Stock Exchange and
are freely negotiable. There are no provisions in the Company
’
s
Articles of Association that limit the right to own, trade or vote for
shares in the Company.
Deviations from the Code of Practice: None
6. General meetings
Through the General Meeting, the shareholders exercise the highest
authority in the Company. All shareholders have a right to attend,
make a statement and vote at the General Meeting as long as they
are recorded in the Company
’
s share register no later than two busi-
ness days before the date of the general meeting. The General Meet-
ing deals with such matters as required by Norwegian law.
The notice of the meeting, the agenda and detailed and comprehen-
sive supporting information, are made available on Tekna
’
s website at
least 21 days before a general meeting takes place. At the same time
the notice and agenda are distributed to all shareholders.
The Annual General Meeting for 2023 takes place on 3 May 2023.
Shareholders who cannot attend the meeting in person can vote by
proxy and voting instructions can be given on each item on the agen-
da. In addition, shareholders may vote in advance, either in writing or
by electronic means.
The General Meetings are opened by the Chair of the Board. Normal-
ly, the Board proposes that the Chair of the Board shall also Chair the
General Meetings. The Board will propose an independent Chair for
3. Equity and dividends
Equity
Total equity for the group at 31 December 2022 was CAD 53.4 mil-
lion, corresponding to a long-term debt/equity ratio of 0.10. Consid-
ering the nature and scope of Tekna
’
s business, the Board considers
that the Company has adequate equity and capital structure. The
Board constantly assesses the company
’
s financial capacity in light of
its objectives, strategy and risk profile.
Dividend policy
The Company strives to follow a dividend policy favourable to its
shareholders. The amount of any dividend to be distributed will be
dependent on, inter alia, the Company's investment requirements
and rate of growth. In deciding whether to propose a dividend and in
determining the dividend amount, the Board takes into account legal
restrictions as well as capital expenditure plans, financing require-
ments and maintaining the appropriate strategic flexibility.
The Company has not distributed any dividends since the date of its
incorporation.
Capital increase and Repurchase of shares
Existing mandates granted to the Board, to issue shares and to pur-
chase its own shares, are presented in the shareholder information
section of the annual report. The mandates are restricted to defined
purposes and limited in time to no later than the date of the next
Annual General Meeting, but in no event later than 30 June 2023.
Deviations from the Code of Practice: None
4. Equal treatment of shareholders and
transactions with close associates
Equal treatment of shareholders
There is only one class of shares, and all shares have equal voting
rights. At 31 December 2022 there were 125,227,346 ordinary shares
each with a par value of NOK 2.00. They entitle the holder to partici-
pate in dividends, and to share in the proceeds of winding up the
Company in proportion to the number of and amounts paid on the
shares held. The articles of association place no restriction on voting
rights. Shareholders do not have pre-emption rights upon any
change of ownership of shares in the company.
Largest shareholder
Arendals Fossekompani ASA
(“
AFK
”)
is the Company
’
s largest share-
holder, owning 71.1% of the Company
’
s shares at 31 December 2022.
The Company
’
s guidelines require that AFK acts in a manner conduc-
tive to equal treatment of Company
’
s shareholders.
Transaction with close associates
All transactions with close associates are disclosed in the notes to the
annual accounts. All business activities are based on arm
’
s length
terms. In the event of transactions with insiders or close associates,
procedures apply to ensure the respect of the Norwegian Public
Limited Liability Companies Act.
Deviations from the Code of Practice: None
               
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Corporate Governance report (continued)
Board of Directors consisted of four members, 2 women and 2 men:
•
Dag Teigland, Chair of the Board elected on October 3, 2022
•
Torkil Sigurd Mogstad, elected until the Annual General Meeting
of 2023
•
Barbara Thierart-Perrin, elected on April 1, 2022.
•
Anne Lise Meyer, elected on May 30, 2022
See presentation of Board members in the annual report for details.
The Chair of the Board at the beginning of 2022, Morten Henriksen
has been replaced on October 3, 2022 by Dag Teigland. Morten
Henriksen stayed on the Board as a Director until his resignation on
January 17, 2023.
Independence of the Board of Directors
The composition of the Board ensures that it can operate
independently of any special interest.
Torkil Mogstad is not considered to be independent of the main
shareholders due to his position as Executive Vice Presidents in
Arendals Fossekompani ASA. Dag Teigland was engaged by Arendals
Fossekompani ASA as a senior business advisor with a special focus
on the Company and, as such, is not to be considered as an inde-
pendent Chair of the Board. Barbara Thierart-Perrin and Anne Lise
Meyer are independent from the Company main shareholder.
The Board members are requested once a year to complete a
Directors and Officers compliance questionnaire, disclosing any
conflicts of interest.
the General Meeting if any of the matters to be considered calls for
such arrangement.
The notices and minutes of the General Meetings are published in
Oslo Børs
’
information system (https://newsweb.oslobors.no, ticker:
TEKNA) and on Tekna
’
s website (www.tekna.com/investors).
Deviations from the Code of Practice: two deviations from this sec-
tion:
1) ”
the members of the Board of Directors and the Chair of the nomi-
nation committee attend the general meeting
”:
The Company does
not have a Nomination Committee. All members of Board of Direc-
tors have normally not participated in the general meeting. Matters
under consideration at the general meeting of shareholders have not
previously required this. The Chair of the Board of Directors is always
on hand to present the report and answer any questions. Other
board members participate as needed. The Board considers this to be
adequate.
2) “
the general meeting is able to elect an independent Chair for the
general meeting
”:
The General Meetings are opened by the Chair of
the Board. Normally, the Board proposes that the Chair of the Board
shall also Chair the General Meetings. The Board will propose an in-
dependent Chair for the General Meeting if any of the matters to be
considered calls for such arrangement.
7.
The nomination committee
The Company has not established a nomination committee.
At the listing of the company in March 2021 the Board of Directors of
the Company consisted of three male executives from its majority
shareholder. The Board hired then an independent board selection
agency for the selection of new Board members. Changes have now
taken place to improve the Board composition in terms of competen-
cies relevant to the Company, independence, and diversity and to
comply with the exigence of the Code. Two independent female
Board members have joined the Board bringing considerable market
know-how for the company
’
s future endeavours, and a new Chair,
which is not an employee of the majority shareholder, has been elect-
ed.
The remuneration of the members of the Board has been voted by
the General Meeting.
Deviations from the Code of Practice: The Company has not estab-
lished a nomination committee. The function and responsibilities of a
nomination committee are considered by the Company to have been
sufficiently handled by the Board of Directors with the help of an in-
dependent selection agency.
8. Board of directors: composition and
independence
Composition and election
In 2022, three new Board members joined the Board, and one of
them has been elected as the new Chair. The Board members have
been chosen with the interest of the shareholders in mind and for the
capacity, expertise and diversity needed by the Company. The Board
acts as a collegial body, independently of special interests.
Board members are elected for a period of up to two years. The
Board members and Chair are elected by the general meeting. There
is no corporate assembly in Tekna.
According to the articles of association, the Board shall consist of
minimum three and maximum nine members. On 31 March 2023, the
               
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Corporate Governance report (continued)
Committee have collectively the expertise required for the perfor-
mance of the tasks assigned to the Audit Committee.
Deviations from the Code of Practice: two deviations from this
section:
”
The majority of the members of the Audit Committee should be
independent.
”:
The Audit Committee has two members, one is inde-
pendent, the other is not. The Board considers this to be adequate.
”
The Board evaluates its performance once a year.
”:
The Board has
not evaluated its performance in 2022 since three of the Board mem-
bers are new, and the Board consider that a full year of Board activity
is needed before it is meaningful to proceed with an evaluation.
10. Risk Management and Internal
Control
The Board ensures that Tekna has sound internal control and systems
for risk management that are appropriate in relation to the extent and
nature of the company
’
s activities. The internal control and the sys-
tems also encompass the Company
’
s corporate values and ethical
guidelines.
The objective of the risk management and internal control is to man-
age exposure to risks to ensure successful conduct of the Company
’
s
business and to support the quality of its financial reporting.
The Board carries out an annual review of the Company
’
s most
important areas of exposure to risk and the Board and the Executive
Leadership Team conduct risk assessments related to various dimen-
sions and aspects of operations to verify that adequate risk manage-
ment systems are in place.
Board members
’
shareholdings
Board members are encouraged to own shares of the Company.
Board members
’
shareholdings in the Company are disclosed in Note
23 Related Parties of Tekna
’
s consolidated financial statements.
Deviation from the Code of Practice:
”
The majority of the sharehold-
er-elected members of the Board of Directors should be independent
of the company
’
s executive personnel and material business con-
tacts.
”:
The Company has four Board members, half of which are in-
dependent and the other half is not. The Company considers this to
be adequate.
9. Work of the Board of Directors
Duties of the Board of Directors
The Board of Directors has adopted Rules of Procedures for the
Board, which indicate rules as to the work and administrative proce-
dures of the Board and as to the functions and duties of the CEO
towards the Board.
The overall management of the Company is vested in the Board and
the Executive Leadership Team. In accordance with Norwegian law,
the Board of Directors is responsible for, among other things, super-
vising the general and day-to-day management of the Company
’
s
business, ensuring proper organization and allocation of responsibili-
ties and duties, preparing plans and budgets for its activities, ensuring
that the Company
’
s activities, accounts, and assets management are
subject to adequate controls and undertaking investigations neces-
sary to perform its duties.
The Board leads the governance system and meets with relevant
Board Committees a minimum of four times a year to gain insights,
review and ensure proper implementation of internal control mecha-
nisms and risk management processes for good governance. The
Board meets the CEO, the CFO and the Executive Leadership Team
as often as necessary to perform its duties. ESG, including climate-
related risks and opportunities are subject to an annual review with
the Board. Top risks and emerging risks are reported in the compa-
ny
’
s risk management tool.
The Board had 13 meetings during 2022 with 94 per cent participa-
tion.
Agreements with related party
The Board has also adopted Guidelines for Related Party Agreements
to ensure proper handling of agreements between the Company and
related parties. These Guidelines stipule that Members of the Board
and the Executive Leadership Team must notify the Board if they have
any material direct or indirect interest in any agreement to be entered
into by the Company. In each case, the Board will consider whether it
is necessary to obtain an independent evaluation.
In 2022, no Related Party Agreements were executed.
The Audit Committee
In light of the company
’
s conversion to public limited company
Tekna
’
s Board has initiated an Audit Committee in 2022 (the
“
Audit
Committee
”)
and adopted Guidelines for the Audit Committee. The
Audit Committee is a subcommittee of the Board and acts as a pre-
paratory and advisory body for the Board and supports the Board in
the exercise of its responsibility for financial reporting, internal control,
and risk management. The Audit Committee also reviews and moni-
tors the independence of the Company
’
s auditor.
The Audit Committee consists of two members who are members of
the Board: Anne Lise Meyer and Torkil Mogstad. They have been
appointed by the Board which has also designated Anne Lise Meyer
as the Chair of the Audit Committee. The members of the Audit
               
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Corporate Governance report (continued)
13. Information & communication
Communication with shareholders, investors and analysts is a priority
for the Company. The Board has implemented an Investor Relations
Policy with the objective to provide the public with accurate, compre-
hensive and timely information to form a good basis for making
decisions related to valuation and trade of the Company share. The
Company's communication is based on openness and respects the
requirement for equal treatment of all shareholders.
All notices sent to the stock exchange are made available on the
Company website and at https://newsweb.oslobors.no.
The dates for major events such as the Annual General Meeting, the
publication of interim reports and public presentations are published
on the Company
’
s website: www.tekna.com/investors/calendar and at
https://newsweb.oslobors.no.
Deviations from the Code of Practice: None
14. Take-over situations
The Board has adopted Guidelines relating to take-over bids. In the
event of a take-over bid being made for the Company, the Board will
follow the overriding principle of equal treatment for all shareholders
and will seek to ensure that the Company
’
s business activities are not
disrupted unnecessarily. The Board will strive to ensure that share-
holders are given sufficient information and time to form a view of
the offer.
The Board provides an account in the annual report of the main
features of the Company
’
s internal control and risk management
systems as they relate to the Company
’
s financial reporting.
Internal control of financial reporting is conducted through day-to-
day follow- up by Executive Leadership Team, and supervision by the
Audit Committee.
Deviations from the Code of Practice: None
11. Board remuneration
The General Meeting determines the Board
’
s remuneration annually.
Remuneration of Board members is reasonable and based on the
Board
’
s responsibilities, work, time invested and the complexity of the
enterprise. The remuneration of the Board members is not perfor-
mance-related nor include share option elements.
The Board is informed if individual Board members perform tasks for
the Company other than exercising their role as Board members.
Work in sub-committees may be compensated in addition to the
remuneration received for Board membership.
Additional information on remuneration paid to the individual Board
members can be found in Note 23 of the financial statements for
2023.
Deviations from the Code of Practice: None
12. Salary and other remuneration for
executive personnel
The Board has resolved guidelines to the CEO for remuneration to
the Executive Leadership Team, including performance-related remu-
neration. The Guidelines can be found in the Corporate Governance
Policy of the Company.
The salary and other remuneration of the CEO are decided by the
Board.
The Company
’
s senior executive remuneration policy is based primar-
ily on the principle that executive pay should be competitive and mo-
tivating, in order to attract and retain key personnel with the neces-
sary competence, in order to ensure the long terms interest of the
Company.
The performance-related remuneration portion is limited in the varia-
ble compensation plan.
Details relating to the salary and benefits payable to the CEO and
other subsidiaries
’
senior executives are available in note 23 to the
financial statements and the Remuneration Report 2022.
Deviations from the Code of Practice: None
               
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Corporate Governance report (continued)
The Board will not seek to prevent any take-over bid unless it believes
that the interests of the Company and the shareholders justify such
actions. The Board will not exercise mandates or pass any resolutions
with the intention of obstructing any take-over bid unless this is
approved by the General Meeting following the announcement of the
bid.
If a take-over bid is made, the Board will issue a statement in accord-
ance with statutory requirements and the recommendations in the
Code.
In the event of a take-over bid, the Board will obtain a valuation from
an independent expert. If a major shareholder, any member of the
Board or Executive Leadership Team, or related parties or close asso-
ciates of such individuals, or anyone who has recently held such a
position, is either the bidder or has a particular personal interest in a
take-over bid, the Board will arrange for an independent valuation.
Any transaction that is in effect a disposal of the Company
’
s activities
will be submitted to the General Meeting for its approval.
Deviations from the Code of Practice: None
15. Auditor
Role of Auditor
PwC is the Company
’
s Auditor.
The primary task of the Auditor is to perform the audit work required
by law and professional standards with the level of care, competence
and integrity required by law and such standards. The Auditor partici-
pates in all meetings of the Audit Committee. The Minutes of the
Audit Committee are shared with the Board Members. If required by
the Board, the Auditor can assist to the Board.
The Auditor has assisted the Board related
to 2022 Annual financial results.
Use of the Auditor for services other
than the audit.
The Audit Committee reviews and monitors
the independence of the Company's auditor,
including the extent to which services other
than auditing provided by the auditor or the
audit firm represent a threat to the inde-
pendence of the auditor.
The Auditor provides the Board with an
annual written confirmation that it continues
to satisfy the requirements for independ-
ence.
The Auditor annually provides the Board
with a summary of all services in addition to
audit work that have been undertaken for
the Company. The fees paid for audit work
and fees paid for other specific assignments
are specified in the notes to the financial
statements.
Deviations from the Code of Practice: None
               
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This is Tekna
.................................
70
Executive introduction
.........
71
Highlights 2022
......................
74
Climate footprint
...................
75
Key indicators
.........................
76
Sustainability journey
...........
77
Material topics
.............................
79
Stakeholders
..........................
79
Materiality analyses
.............
81
Value chain
............................
82
Focus Areas
..................................
83
Enabling customer
’
s impact
....
84
Circular and sustainable
production
.............................
86
Resilient and responsible
supply chain
...........................
88
Great place to work
.............
89
Ethical business conduct
....
91
Restatements and Assurances
..
92
Appendix
.......................................
93
A: Materiality analysis
................
94
B: Sustainability Roadmap
.......
95
C: Abbreviations
........................
101
| 69
Sustainability Report
Sustainability Report
Every particle counts...
                                                        
Sustainability report
Financial Statements
Auditors report
Contact Information
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report
CONTENTS
ANNUAL REPORT 2022
This is Tekna
Shareholder
information
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’
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CEO letter
Board and
Management
| 70
Advancing the world
one particle at a
time
…
The magic of Tekna originates in the
strong drive of its employees to do
better. Better for an earth that is
damaged and in desperate need of a
green transition.
At Tekna we make tiny particles of
advanced materials that enable this
transition.
It is through the
transformation
of
the metal supply chain in additive
manufacturing, and enabling electrifi-
cation through the
miniaturization
of
microelectronic components as well
as
improving the characteristics
of a
lithium-ion battery that these tiny
particles become
magical.
And so does the plasma technology
that produces them.
Photo credit: Microsoft
               
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Part 1 | This is Tekna
Introduction letter to the Sustainability Report
resources as much as possible in closed loops
(water, helium and argon), and driving social
change through our supply chain. We also take
tangible actions in our community, such as partici-
pating in no-mow-May and spring-cleaning efforts
to remove litter from a wide area. These initiatives
are inspired by our Environment Committee, which
comprises employees from various departments in
Tekna.
Last year, we communicated our ambitions to
reduce CO2 emissions in scopes 1 and 2. Although
the sum of emissions in these scopes has remained
stable in 2022, we have identified an opportunity
to switch our natural gas heating systems to elec-
tricity, which we plan to budget for before 2030.
We have also mapped additional categories in
scope 3, such as Employee Commute, Business
Travel, and Waste, and plan to estimate up- and
downstream emissions next year to identify signifi-
cant reduction potential and set a target for
achieving climate-neutrality.
Furthermore, we have conducted an initial assess-
ment of climate-related risks and have begun the
process of quantifying these risks financially.
We are confident in the quality of the data pre-
sented, as Tekna's main shareholder, Arendals
Fossekompani, has its (including our) CO2 emis-
sions assured by an auditor. Our Audit Committee
and Board of Directors review all ESG reporting
before publication.
2022 was a challenging year across
the globe. The lingering COVID19, the
war in Ukraine, high inflation, off-
pattern weather-events... Resilience,
which we are building in our teams
and in our value chain, is becoming
more relevant than ever before.
We want to express our sincere gratitude to our
colleagues, customers, and suppliers for their unwa-
vering support and dedication to our mission. We
firmly believe that it is only by working together that
we can make progress, especially during challenging
times.
In 2021, Tekna released its first Sustainability
report, recognizing the importance of measuring
our impacts to motivate positive change. For our
second report, we have adopted a methodology
that further enhances transparency. We have
created separate reports for external frameworks
such as GRI, GHG Protocol, i.e., carbon accounting,
EU Taxonomy, and the UN Global Compact. This
Sustainability Report 2022 focuses primarily on our
vision and the actions we are taking to achieve it.
We have made significant strides in 2022, but we
also acknowledge that some actions take longer to
execute. One example is the Life-Cycle Assessment
of our titanium metal powder, a customer-driven
action that we are committed to completing.
However, we have a solid foundation on which to
build our sustainability journey. Our manufacturing
locations are based in countries where we can
utilize clean energy, such as hydropower in Cana-
da and nuclear power in France. Our vision is to
expand these sites to produce each metal powder
in North America and Europe, bringing us closer to
the point-of-use and creating supply resilience
through redundancy.
Elaborating further on the foundation of the com-
pany, at Tekna we are driven by a culture that
seeks to leave the world a better place than we
found it.
Advancing the world one particle at a
time
…
Finding
solutions
to
use
production
We are dedicated to continuing this journey with
much energy and passion and will continue to report
on our progress. If you have any questions, com-
ments, or ideas on how we can improve, please do
not hesitate to reach out.
Sincerely,
Luc Dionne
CEO Tekna
Arina van Oost
VP Corporate Strategic
Development and In-
novation (incl. Sustain-
ability)
               
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1: Coding at the end of the topic relates to the map in the materiality analyses in Appendix A.
“
O
”
is opportunity and
“
R
”
is risk. 2: Global Reporting Initiative. 3: UN Strategic Development Goals. 4: Environment, Social, Governance
Guidance on Tekna
’
s ESG reporting
This year we have decided to split our ESG
reporting into topic-specific in-depth reporting
particularly for external frameworks. Therefore,
this sustainability report focusses on our vision,
our roadmap and our actions.
We present an overview of the reports you can
download from our website on the right.
The relation between Tekna
’
s material topics,
our focus areas, UN Sustainable Development
Goals and the GRI requirements are below.
We also included direct links to the documents.
This is Tekna (continued)
In-depth Report
(with link)
Content description
GRI Report 2022
Sustainability information provided in the structure of the GRI General Disclosures 2021. This also includes metrics from 2019-
2022 per GRI definition.
Carbon Accounting Report 2022
Quantitative and Qualitative information on the CO2 emissions of the Company
Human Rights and Transparency Act Report 2022
Reporting on Supply Chain governance following the Norwegian Transparency Act
Corporate Governance Report 2022
Reporting on the Company
’
s Governance structure following the Norwegian Code of practice for Corporate Governance
EU taxonomy Progress Report 2022
Progress report ahead of the EU taxonomy reporting requirement per 2023
TCFD progress Report 2021
Progress report on preparations following the structure of the Task Force on Climate-Related Financial Disclosures (TCFD).
Keep an eye out for the update in 2023.
UN Global Compact CoP
United Nations Global Compact communication on progress. This is an online reporting in the UN system due in June 2023
Annual Report 2022
Tekna
’
s annual report containing the Board of Directors
’
report and consolidated and audited financial statements among
other
Material topics
1
Focus area
SDG
2
ESG
3
in GRI
4
Report, item:
See also this Report
Enable customers to reach their ESG targets [4.O]
Producing more with less materials [8.O]
Sustainability:
Enabling customers
’
positive impact
SDG 7
S
201, 202, 203, 416, 417, 418
EU Taxonomy Progress Report 2022
Increased demand for circular economy innovation and solutions [1.O]
Growing demand for green technology drives demand for certain raw materials [5.R]
Circularity:
Strive for circular and sustainable production
SDG 12
E
301, 302, 303, 304, 305, 306
Carbon Accounting Report 2022
Achieve climate-friendly production [2.O]
Rising resource scarcity worsening the increasing costs [12.R]
Resilience:
Responsible and resilient supply chain
SDG 9
G
2-6, 2-13, 2-25, 3-1, 3-
2 ,204,308,410, 411, 413, 414
Human Rights and Transparency
Act Report 2022
TCFD progress Report 2021
Hygiene area (minimum safeguard)
Society:
Great place to work
SDG 8
S
2-7, 2-8, 2-16, 2-17, 2-26, 2-30,
401, 402, 403, 404, 405, 406,
407, 408, 409
Hygiene area (minimum safeguard)
Governance:
Ethical business conduct
SDG 16
G
2-1, 2-2, 2-3, 2-4, 2-5, 2-9, 2-10, 2-
11, 2-12, 2-14, 2-15, 2-18, 2-19, 2-20,
2-21, 2-22, 2-23, 2-24, 2-27, 2-28, 2
-29, 205, 206, 207,
415
Corporate Governance Report 2022
               
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Tekna is a global leader in the development,
manufacturing and sales of advanced micron
and nano powders as well as plasma process
solutions.
Since we started in 1990, Tekna has developed a unique and pro-
prietary plasma technology platform for manufacturing micro and
nano sized powders for a range of industries. Our business model
relies on two revenue streams, both with synergistic effects:
•
Development and sale of plasma systems: We develop and sell
plasma systems customized for the purpose of research and
development.
•
Development and sale of advanced powders: We develop and
operate our own proprietary plasma processes to produce and
sell spherical powders and nano powders.
Tekna
’
s is developing the position of its advanced materials in
three multi-billion-dollar market verticals.
Tekna is headquartered in Québec, Canada, and has additional
offices in France, China, Korea, USA, and seven distributors oper-
ating globally (Europe, Asia and North America).
Additive Manufacturing:
Currently our fastest growing
segment. Tekna enjoys an esti-
mated 19 per cent market share,
up by 6 per cent on main selling
products. This global market is
on track to outperform, in terms
of growth, traditional machining
due to improved environmental
efficiency, for instance through
resource efficiency and speed of
availability of parts.
Microelectronics:
We aim to secure industrial
scale supply to global tier 1 cus-
tomers in the microelectronics
industry. Nano powders below
100 nm are expected to become
the new industry standard for
high-end MLCC devices, and
Tekna is one of only three pro-
ducers that can deliver this.
Energy Storage:
Tekna has developed and pa-
tented its industrial process to
produce high purity spherical
silicon nano powder. Nano sili-
con used in rechargeable bat-
teries could provide electric ve-
hicles with 60 per cent more
distance travelled on a single
charge. Important industries for
our powders are: batteries, elec-
tronics,
medical,
automotive,
aerospace and satellites.
Systems | PlasmaSonic:
In the systems business we
launched the PlasmaSonic Prod-
uct line. This wind tunnel simu-
lates hypersonic conditions to
enable research for for instance
space tourism.
Founded
in 1990
Tekna Holding ASA
listed in OSLO 2022
Aspiration
2030
Headquartered in
Sherbrooke, QC, Canada
216
employees
90 active
patents
3 manufacturing and
research centers
7 subsidiaries
1 joint venture
carbon neutral
This is Tekna (continued)
About Tekna
               
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Great place to work
Ethical business conduct
This is Tekna (continued)
Sustainability highlights 2022 per focus area
Enabling customer
’
s impact
Circular and sustainable
production
Resilient and responsible
supply-chain

345 Health and safety audits
and awareness interactions took
place between management
and personnel throughout the
year. (page 89)

We increased the skill level of
our staff by training on various
topics through scheduled in-
house knowledge sharing pro-
gram (page 89)

Finalized and implemented the
pay equity process ensuring
unbiased treatment of all em-
ployees. (page 89)

62% of employees have passed
with success the Cyber security
training in 2022 (page 90).

Further baseline CO2 emission
assessments completed in cate-
gories of Scope 3 of GHG pro-
tocol (page 75)

The development of the carbon
reduction action plan is pro-
gressing (page 86)

In our JV Imphytek we are initi-
ating to recycle within our own
value-chain (page 82)

Powder products formally certi-
fied for REACH and RoHS. Cer-
tificates available on the web-
site. (page 82)

We have signed a partnership
with Factlines to apply a solid
and consistent approach to re-
sponsibility in Supply Chain
(Transparency Act) (page 88)

Improved governance through
hiring of a full-time legal coun-
sel. (page 91)

Reducing single –use plastic
powder packaging by reusable
transportation vessel (page 84)

Providing Plasma system
customers with guidance on
“
green
”
maintenance and end-
of-life disposal (page 84)

EU Taxonomy: Completed a
progress report in preparation
of 2023 reporting (page 76)

Supported the AMGTA research
on resource efficiency for AM (in
peer review) (page 85)

Signed the UN Global Compact.
We will start communicating on
progress
(“
CoP
”)
in 2023.
(page 91)

Two independent Board mem-
bers started tenure and gender
diversity was achieved. Further-
more, an Audit committee was
established (page 91)

91 % of employees signed CoC
(page 76)
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Energy Intensity per kg metal powder produced
Performance vs baseline FY19
Direct electricity of plasma systems within Tekna | Ti64 and AlSiMg | in kWh per kg
Our capacity improvement program increases the productivity of the plasma
atomization systems, ie higher output for the same energy. However, the test-
ing to achieve the improvements has impacted our energy intensity in 2022.
This is Tekna (continued)
Tekna
’
s climate footprint at a glance
Scope 1
585
tCO2e
vs 577
(+1%)
in 2021. Tekna has added a third
facility in Canada, increasing natural gas con-
sumption for heating in 2022.
Scope 2
34
tCO2e
vs 42
4
(-19%)
in 2021. At the end of 2021
Tekna has added AM production equipment
in Canada increasing consumption in 2022.
France and China reduced by 9 tCO2e total.
Scope 3
(incomplete)
755
tCO2e
The emissions compared to 2021 increased
due to broader emissions mapping in scope 3
and improved data quality.
FY19:
16.3
kWh/kg
FY22:
13.1
kWh/kg
baseline
-20x%
(vs FY19)
FY21:
12.0
kWh/kg
4
-26%
(vs FY19)
1 Historical data should not change, but we always revise historical figures if data quality or science has improved. 2: Included only hazard-
ous waste in 2021. 3: Employee Commute not included in 2021. 4: Restated 2022, see part 4 on restatements
Tekna
’
s climate footprint at different stages of the value chain
(GHG protocol
1
| in tCO2e)
Categories to be included for
Customers:
Downstream Transportation and
Distribution and Processing of
sold product
Categories to be included for
End-users & End-of-life:
Use of sold products and End-
of-life treatment
Complete baseline estimations
for upstream emissions (scope 3)
expected in 2023.
Suppliers &
Resources
Tekna
operations
Customers
End-users &
End-of-life
Baseline estimations for
downstream emissions (scope 3)
expected latest in 2024.
Other categories to be included
for Suppliers & resources:
Purchased goods and services,
Capital goods, and Upstream
Transportation and Distribution
-50 %
Target for
2030
Reduce in absolute
terms compared to
baseline year
See also focus areas Circularity
and Society.
For a full breakdown of the cli-
mate footprint accounting, scope
1, 2 and 3 emissions, read the
Carbon Accounting Report 2022
under development
under development
Fuel–
and energy-related
activities
(scope 3)
391
385
FY22
FY21
baseline
-2%
(vs FY21)
under development
Production
(scope 1 +
scope 2)
Employees
(business travel +
daily commute
3
-
scope 3)
Waste
2
(scope 3)
619
619
402
FY22
FY22
FY22
FY21
FY21
FY21
baseline
baseline
0%
(vs FY21)
19
baseline
Renewable energy share
69%
                  
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Lost time injuries
1
Internal
Safety audits
345
This is Tekna (continued)
Key indicators at a glance
EU taxonomy
2
High eligibility, alignment to be confirmed
3.6. Manufacture of other low carbon technologies
(Climate Change Mitigation)
47 %
% completion of all GRI standards
3
(GRI Standards 2021: 2, 3, 20x, 30x, 40x)
Start of reporting
+150%
(vs FY21)
19 %
95 %
94 %
91 %
100%
88 %
100%
FY22
FY22
FY22
FY21
FY21
FY21
eligible Revenue
eligible OpEx
eligible CapEx
FY22
FY21
71%
29%
25%
75%
60%
40%
Board of Directors
Management excl ELT
Executive Leadership Team
All employees
75%
25%
Gender diversity
per 31 December 2022
Our people
16%
62%
22%
under 30
30-50 years
over 50
Age distribution
all employees excl Board of Directors
Nationalities
22
Total employees
216
Employees
absence rate
2.6%
Health & Safety
Reporting: Transparency Act | EU Taxonomy | GRI standards
Code of Conduct
signed
91%
Governance
Fatalities
0
Compliance
incidents detected
1
1: Top 25 selected suppliers based on highest spend and / or greater risk, status completion %
as of 17 March 2023. Refer to Human
Rights and Transparency Act Report 2022.
2: Refer to EU taxonomy progress report 2022. 3: Refer to GRI Report 2022.
20 %
Suppliers assessed for social impacts
1
Status as per 17 March 2023, due diligence in process
0 %
FY22
FY21
targeting 100%
               
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aging and revalorising waste material, are becom-
ing valid options. See page 84 on universal and
reusable container and page 87 on revalorising
waste material.
One of our material topics is raw materials which
we use as feedstock. Circularity, using recycled
material as feedstock, is a direct improvement to-
wards mitigating negative impacts associated with
raw material extraction. Our aim is to increase the
percentage of recycled material in the feedstock
Tekna is in the process of revisiting its
corporate purpose. Building on our
core, sustainability will play a more
explicit role in our strategy. The vision,
mission and values for the corpora-
tion will integrate driving positive
impact, creating sustainable value for
the company as well as society.
Our Sustainability vision consists of three parts:
Circularity in our value-chain, Business model resili-
ence and Resilience across and for all stakeholders.
The journey towards CIRCULARITY in our
value chain
The circular loops within Tekna
’
s own operations
are well-established (light blue arrow in image).
We have closed loop systems for process gases
and water and recycle waste. As additive manufac-
turing material volumes are shifting to industrial-
ised demand, the opportunity for building sustain-
able loops with our customers in for instance pack-
we use to 75 percent. There are serious challenges to
overcome in achieving that while maintaining the
quality and specifications our customers prescribe.
Metal recycling streams today are highly contaminat-
ed, and our advanced materials are made of alloys
with a high purity and specific oxygen level. For 2023
our target is to work with the suppliers and know
how much recycled material is used. From there we
envision designing a joint approach to work towards
the target. See the short story on page 82 on how
our JV Imphytek Powders is proposing to do this
within France.
This is Tekna (continued)
Sustainability journey
                  
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Business model resilience:
Eco-systems (ie
value-chains) per continent
Let
’
s start with the end goal: having supply eco-
systems per continent that are resilient to local
adversity and are dynamic enough to support each
other when facing shortages or crises.
Today Tekna produces most materials in Canada and
nickel alloys in France. Our vision is to set up local
manufacturing ecosystems, in essence supply chains,
per continent. This would make those supply chains
much more resilient, with lower exposure to the cli-
mate and other risks, while leaving a smaller carbon
footprint due to reduced transportation and at the
same time enabling circular use of materials within
our own ecosystem.
As a first step toward this vision Tekna announced in
January 2022 that we are setting up a new produc-
tion facility in France, Europe. The plan is for this fa-
cility to produce all products we deliver in Europe.
The realization of this ambition started with the com-
missioning of the Mâcon factory in France for the
production of nickel alloys and will continue with the
establishment of a supply chain for aluminum mate-
rials that is 100 per cent European-based, ranging
from feedstock procurement to manufacturing of
advanced powders, and delivery to point-of-use,
with fully traceable, closed-loop material recycling.
Tekna
’
s RESILIENCE framework
Human and climate resilience are the capacity of
our ecosystem, including our society, to thrive long
term. It entails sustainability by proactively plan-
ning for stability and circularity in the face of
adversity.
Workforce resilience is mankind resilience, and it is
the capacity of our teams to sustain their well-
being by collectively coping with and responding
to external stresses and disturbances from social,
political, and environmental changes. Vulnerability
risks are increased by climate change and require
inclusive bottom-up knowledge-building and pre-
paredness.
Tekna
’
s supply chain resilience relies on a resilient
and diverse workforce, climate resilience, and col-
laboration between all stakeholders to anticipate
and overcome disruptions. Developing support
networks help responsiveness, problem solving
and resourcefulness, allowing Tekna to maintain
high service levels.
With operational resilience Tekna is expanding its
business continuity with initiatives focused on risk
mitigation, identification and assessment, and sub-
sequent monitoring. The adaptability of our opera-
tions through the planning of alternative stable
states and teamwork flexibility is key to pursuing
our vision.
This is Tekna (continued)
Sustainability journey (continued)
We produce advanced
materials that act as
enablers for rapidly growing
industries that are driving
the green transition.
               
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Employees
In 2020 Tekna created its environment committee, le Comité Environnement. A committee consisting of vol-
unteering employees created to drive awareness and improvements on the environmental footprint both of
Tekna as well as outside of work. An example of their contribution as that, early 2022, the committee inspired
a large group of colleagues to collaborate on a spring-cleaning of the industrial park. Read more about it in
the feature story (page 80).
Tekna has identified four main stake-
holder groups that guide our journey
towards increased sustainability. We
have conversations throughout the
year and at various levels of the or-
ganization to ensure we focus on the
topics that resonate with our stake-
holders.
Investors
Tekna is proud to find amongst its major investors
many that are driven by sustainability. We are
thankful for the insights and support they have
provided to improve our sustainability reporting
and obtain a fair evaluation on our status quo and
improvements.
Customers
Tekna
’
s customer base consists mostly of large
OEMs that have adopted sustainability as part of
their strategies. When Tekna is qualified as a sup-
plier sustainability is usually part of the discussion.
Customers frequently enquire about the environ-
mental footprint of our technology. Requests for
CO2 emissions, cradle-to-grave, per kilogram of
powder, have moved us to include a Life-Cycle
Assessment for titanium powder on our roadmap.
General public and authorities
The expectations of the society-at-large are clear:
a more equitable and sustainable future for all,
addressing the global challenges we face, includ-
ing poverty, inequality, climate change, environ-
mental degradation, peace and justice. We aim to
make our value-chain as sustainable as possible.
As a relatively small organization we communicate
our efforts and achievements mostly on LinkedIn
and endeavor to engage where possible.
Part 2 | Material topics
Our Stakeholders
Tekna thanks its Environment committee members for their ongoing drive for continuous improvement.
                
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An active employee Environment
committee
by Andreane Laberge, Chair of the committee
The
Environment
Committee,
le
Comité
Environnement, was created in 2019 to promote
environmental awareness and behavioral change
for Tekna and also at home.
In 2022, Tekna continued to support sustainable
practices and took several actions to reduce its
environmental impact. This section summarizes the
environmental initiatives carried out.
During the year, Tekna introduced an on-site or-
ganic fruits and vegetables market, to promote
healthy, sustainable, and local food choices among
employees and reduce the carbon footprint asso-
ciated with the transportation of food.
In May, we participated in the
No Mow May
cam-
paign, which aims to promote the conservation of
native plant species, natural habitats, and biodiver-
sity by reducing lawn mowing.
Material topics (continued)
Many other activities were aiming to reduce the
amount of waste in the environment. We intro-
duced washable rags for the mechanical team to
replace the disposable wipes previously used. A
litter pickup activity in the industrial district was
organized, in which many employees participated
(see images below). Tekna also placed several
waste reduction awareness posters throughout our
facilities and carried out a characterization of the
compost in our operations. This compost initiative
allowed us to identify opportunities to improve our
composting practices.
Finally, Tekna
’
s environmental committee pub-
lished three environmental bulletins. These bulle-
tins highlight different topics, such as the im-
portance of buying local and recycling practices,
and report on the progress of Tekna
’
s sustainabil-
ity strategy. The bulletins were distributed to all
employees to raise awareness about environmen-
tal issues and promote sustainable practices.
This year, the committee will be supporting the
ISO 14001 certification effort and working towards
making the Tekna terrains in Sherbrooke (HQ)
more bio-friendly (spring-cleaning, nesting boxes,
less grass more native flowers).
Tekna spring-cleaning in Sherbrooke (CA) industrial park
               
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1:
This definition is taken from the Interna-
tional Integrated Reporting Council (IIRC)
In the context of corporate sustaina-
bility, the concept of materiality has
evolved –
and broadened - to char-
acterize
issues
that
substantively
affect the company
’
s ability to create,
preserve, or erode value over the
short, medium, and long term
1
. These
issues can be of an economic or envi-
ronmental, social, and governance
(ESG) nature.
Tekna is using double materiality, i.e. financial mate-
riality as well as impact materiality, in its sustainability
reporting.
Our material topics are selected based on two
sources: stakeholder expectations and internal strate-
gic priorities. Stakeholder expectations are mapped
through interviews, and in dialogue with stakeholders
as part of our daily business. We assess identified
topics for the significance of their environmental,
social and economic impacts. The information col-
lected was aggregated and defined our most im-
portant ESG material topics and priorities. A topic is
material if the company has an actual or potential
significant impact on people or the environment
connected to the topic. A topic is also material if it
triggers financial effects on the company that are
likely to influence its future cash flow.
Late 2021, we reviewed the value chain analysis,
opportunities, risks and impacts of material topics
across our supply chain and updated our material-
ity priorities, making sure to include items from the
climate risk assessment. From the twenty identified
strategic material topics, six were classified as high
likelihood and high consequences. The six topics
led to the creation of the top three focus areas in
our sustainability pyramid, which serves as the ba-
sis for our sustainability strategy and reporting.
This year, we
’
re building upon last year and im-
proving our strategy. One of the key learnings
after submitting our 2021 sustainability report to
the UN Global compact peer review process, was
to better highlight the relationship between our
material topics and the focus areas. At the base of
the pyramid are hygiene areas (governance and
Circular and Sustainable production
(Circularity goal)
Increased demand for circular economy innovation
and solutions, e.g. create products with lower re-
source density, better resource management, more
recycled materials, and a zero-waste production.
Growing demand for green technologies drives de-
mand for certain raw materials and decreases it for
others that negatively impact the environment (e.g.
Titanium, Silicon)
Responsible and resilient supply chain
(Resilience goal)
Achieve a climate friendly production which ensures
the offering of products with lower emissions than
those of our peers, offer alternatives, and aim to
have a positive impact on nature and biodiversity.
Rising resource scarcity worsening the increasing
costs of materials, raw materials, and energy due to
restrictions, regulations and/or climate change.
Refer to Appendix A for the full materiality matrix
and all topics included as per update Q4 2021.
Material topics (continued)
Materiality analyses
employees/society), vital to accomplish the top
strategies. We can only achieve the top focus are-
as if the hygiene ones are covered. Next, the six
high consequence and high likelihood material
topics were used to define the top of our pyramid.
Sustainability, circularity, and resilience are our
response to the materiality analysis. They are at
the core of our strategic focus areas. Tekna
’
s bot-
tom-up approach in the pyramid ensures that all
material topics are incorporated within our supply
chain and topics are placed according to where
the most significant potential impact occurs. A list
of the top six material topics used to build our
strategic focus areas is presented below:
Enable customers
’
positive impact
(Sustainability goal)
Enable customers to reach their ESG targets, by
AM producing e.g. more resource efficient prod-
ucts, and by addressing vulnerability challenges
(e.g. transportation disrupted by extreme weather
events), and building resilience to supply chain
disruptions.
Reduce costs by producing more with less materi-
als and resources and by considering the limited
availability of critical raw materials, which can spike
raw material prices.
                
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1: Critical raw material list. 2: Potential conflict material Tekna
’
s supplier guaranteed material purchased non-conflict.
Tekna Holding ASA and its subsidiaries
(“
Tekna
”)
consists of ten legal entities (including one joint ven-
ture), of which three are in Europe
(“
EU
”) (32
em-
ployees), four are in North America
(“
NA
”) (179
em-
ployees) and three are in Asia (6 employees). Manu-
facturing takes place in Canada and France, whereas
the other entities are sales offices.
In our sustainability journey, we have focused our
attention on understanding the impacts of our own
operations. However, Tekna has a diversity of inter-
actions across the value chain: suppliers, customers,
our own operations and interactions related to the
end user and end-of-life process. Our supply chain
and geographical footprint are examples of factors
that affect the value chain and our impacts, risks and
opportunities. Tekna can have a positive or negative
impact on the value chain. Examples of a positive
impact is the enabling strength of our high-quality
additive manufacturing
(“
AM
”)
materials converting
more customers to resource efficient AM methods.
As a global business the need for business travel and
the related Greenhouse gas emissions (GHG) is an
example of a negative impact. Raw materials for the
manufacturing of metal powders are likely to repre-
sent the main negative impact, both potential and
actual, in our supply chain.
We have a general understanding of the potential
impacts and risks associated with raw material ex-
traction and refining. This may include child labor,
pollution of land, soil, water and air, perilous working
conditions, hazardous workplaces, exposure to haz-
ardous chemicals, conflict and disputes in local com-
munities and GHG emissions.
We need to study
the impacts specifically for the feedstock materials
we use, from extraction to delivery at Tekna. Only
this way we can mitigate negative impacts. In
2023, we want to focus our attention to upstream
impacts and continue downstream in 2024.
Below a simplified overview of the Tekna value
chain for the two business segments. We have
indicated in red the part with highest impact,
which materials are on the Critical raw material list,
and which are potential conflict material.

REACH, RoHS and potential conflict
minerals
Our supply team has delivered third-party verifica-
tion guaranteeing our powder products are meet-
ing REACH (toxic chemicals) and RoHS (hazardous
substances) requirements.
Tekna is following the Responsible minerals initia-
tive (Conflict minerals reporting) for Tungsten and
Tantalum. Both are sourced exclusively from Con-
flict-Free material based on OECD due diligence
and Dodd-Frank requirements. Tekna has the dec-
laration, which is made with all the information
from partners in the entire supply-chain from
smelters up to Tekna.
Material topics (continued)
Value chain
Value chain
Business Segments
Suppliers &
Resources
Tekna Operations
Customers
End-users (& End-of-life-stage)
Advanced Materials BU
’
s:
Raw materials to
feedstock:
Processing feedstock by
plasma atomization: heat-
ing the metals until they
turn into liquids or vapor
and subsequently develop
the liquids or vapor into
micro- and nanoscale ad-
vanced materials.
Production of:
Utilization:
Additive Manufacturing
Aluminum Alloys
Nickel alloys
Tantalum
1,2
Titanium
1
Tungsten
1,2
Tier 1 and Tier 2 Metal part
manufacturers
Aerospace, medical implants, automo-
tive and consumers
(enabling additive manufacturing)
Microelectronics
Nickel
Multi-Layer Ceramic Capaci-
tors (MLCC) Original Equip-
ment Manufacturers
for Electronics (devices, EVs, enabling
miniaturization and electrification)
Energy Storage
Silicon
1
Material for anodes of Lithium-ion batteries:
Product in development
Systems
Parts and subassembly
producers
Manufacturing, commis-
sioning and servicing of
Plasma systems
Research institutes and com-
panies
Research and small production of (new)
materials (enabling electrification)

Recycling nickel within our own value-
chain
Imphytek Powders
(“
IP
”),
a joint venture between
Tekna and Aperam, has developed a small-scale pro-
posal to recycle nickel alloys within France. IP would
buy back at fair market value unused powder, reject
parts and 3D printing supports and coordinate the
recycling at Aperam Imphy plant (a melt shop 175 km
from Tekna
’
s production site in France). Strict materi-
al segregation will be a success factor for this ap-
proach.
               
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enabling our customers
’
positive impact. We want
to offer business continuity to our customers by
maximizing resilience on all fronts, this includes
having a diverse number of suppliers working with
us towards a circular economy. This will guarantee
our customers
’
positive impacts to shape society
and allow innovation to take place.
The focus area of
“
Circular and sustainable pro-
duction
”
supports the previous one as we aim to
make our operations ecosystem friendly. This calls
for a low carbon footprint and closed-loop sys-
tems. An example of the latter is our green hydro-
gen production for own consumption.
Tekna has defined five focus areas,
consisting of hygiene factor areas at
the base of the sustainability pyramid
and more unique and strategic areas
towards the top. Hygiene areas entail
topics that stakeholders expect Tekna
to manage, whereas the strategic are-
as are calibrated to Tekna
’
s products
and processes. This part will go deep-
er into the various focus areas, its rel-
evance, our impact, the achievements
and its short and mid- to long term
goals.
At the base of our operations are ethics and our
employees. These are hygiene factors that stake-
holders expect Tekna to manage well. Ethical busi-
ness conduct is a focus area which aims for inclu-
sive and cohesive growth across our value chain.
Human rights are a precondition for the freedom
and dignity of people, for the rule of law, as well as
for the inclusive and sustainable growth on which
we depend as a business. The next layer is the fo-
cus of offering
“
A great place to work,
”
with the
goal of attracting and retaining talent and offering
a safe and healthy workplace.
Now, becoming our own ecosystem requires
unique and strategic areas for our products and
processes. We aim to drive the green transition by
Part 3 | Focus Areas
At the intersection between the hygiene factors and
strategic areas lies the focus of a resilient and re-
sponsible supply chain, which is essential to achieve
inclusive and sustainable growth. Transparency and
knowledge sharing helps capacity building and sets
the conditions to allow innovation to take place as
more people have access to employment, educa-
tion, services and skills training while working along-
side our stakeholders to carefully plan for resilience
according to local challenges and potential disrup-
tions. The end goal is to have supply ecosystems
per continent that are resilient to local adversity and
are dynamic enough to support each other when
facing shortages or crises. Our first step towards
that goal is to strengthen our production facility in
Mâcon, France, for our European customers.
               
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Focus area: Sustainability
This focus area highlights Tekna
’
s
commitment to its customers. Tekna
aspires to actively contribute to the
implementation of circular and re-
source efficient solutions and carefully
plan for resilience with all stakehold-
ers. This will not only reduce the envi-
ronmental impact of the value chains
it operates within, but also reduce the
impact of climate change on business
continuity. Enabling our customers in
such ways allows them to contribute
and further integrate our resilient
ecosystem. Planning for adversity to-
gether guarantees that Tekna and its
stakeholders can keep advancing de-
spite climate change and other chal-
lenges. By empowering its customers
in achieving their goals, Tekna can be
a driving force in the transition to
greener and circular materials.

Tons of material saved
There is a common understanding that Additive
Manufacturing
(“
AM
”)
reduces the amount of raw
material needed to make a part. Tekna estimates,
based on customer inputs and depending on the
industry, that 60 to 90 per cent of material is saved
by applying additive manufacturing techniques
versus traditional substractive approaches like mill-
ing. Based on our AM powder sales we estimate
that
200
–
1300
Tons of metal was avoided
by our
customers.

Replacing single-use packaging
Additive manufacturing ("AM") materials are typi-
cally transported in single-use packaging, with
aluminum powder being shipped in 5kg plastic
drums and titanium powder in metallic bottles of
2.5kg each. Unfortunately, once they have been
used, the single-use packaging are left with small
quantities of residual metal powder making them
not easily reusable nor recyclable.
As the volumes of AM materials are increasing, the
business case for returning the powder to Tekna
for reconditioning will become stronger. (read also
Revalorizing powder).
In order to reduce single-use packaging, Tekna is
developing a Universal and Reusable CONTAINER
for Additive Manufacturing powders together with
industry partners. One container replaces 25 single
-use plastic drums or 80 metallic bottles.
•
Eliminate the use of single-use packaging and
disposal activities
•
Allow for safer handling both during transporta-
tion as well as at the point of use. 1) reducing the
risk of exposure to powder; 2) the Container has
wheels, eliminating the risk of dropping or injuries
due to lifting; 3) easy to use,
“
plug and play
”
re-
ducing the risk of handling mistakes
•
Increased efficiency as more material is loaded to
the machine per packaging unit
The prototype was certified in 2022 and is ready to
be put into operation early 2023.
Given Tekna
’
s pro-
jected volumes, the company will avoid ~1 Million
tCO2e over the next 5-years.

Updating Systems manuals
Systems have a very long life. Of the more than 200
Systems sold, Tekna is aware of only a handful that
have been dismantled. Since 2022 we included in
our manuals how to dismantle a system and how the
different parts can be recycled and reused. Further-
more, we have also made recommendations on
good environmental practices for maintenances and
cleaning.
Roadmap short and midterm
In appendix B we have included a summarizing
roadmap reflecting the various activities we are
working. The sustainability roadmap is here.
The key benefits of this solution:
•
Enabling resource efficiency, circularity and
GHG reduction: the sturdy containers can be
reused
“
indefinitely
”
and will be used to deliver
pristine powder to the customer and the cus-
tomer can return degraded material back to
Tekna
Enabling Customer / Stakeholder impact
                  
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Developing advanced
materials for Lithium-ion
batteries
Energy Storage is one of our
developing businesses units.
Tekna has developed a cost
and resource-efficient process
to produce silicon nano powders that can be used in
the manufacturing of Lithium-ion batteries (LiB). The
use of silicon nano powders opens the possibility of
increasing the LiB charge density and number or
charging cycles and therefore improve battery
•
Repairability & spare parts: 3D printers can quick-
ly and cheaply make repair parts for unique or
out-of-production equipment, keeping older ma-
chines and vehicles running, eliminating the need
for new (raw material and energy)
•
Make parts locally: Less environmental impact
from transportation due to locally produced
parts, prototypes and products. (3D printers fit
into an office.)
•
Inventory reduction: With 3D printers, you can
print on demand or print small batches instead of
having a warehouse of spare and overstock parts,
many of which may never be needed.
•
Smaller, quieter factories: Less manufacturing
equipment makes for smaller, quieter factories
and fewer emissions. 1 printer replaces multiple
traditional manufacturing equipment as it can
make a wide variety of materials, shapes and
forms.
•
Streamline manufacturing: 3D printers require
fewer tools, parts, and processes than traditional
manufacturing eliminating much of the labor,
equipment and energy. 3D printing is often fast-
er.
Focus area: Sustainability (continued)
Enabling Customer / Stakeholder impact
Benefits of
Additive Manufacturing
Many aspects of Additive Manufacturing can have
a positive impact on the environment. There
’
s
plenty of anecdotal information about how com-
panies have saved time, money, and materials by
using 3D printing instead of carving foam, machin-
ing metal, molding plastic, or forming clay. Cur-
rently there is limited independent research. The
Additive Manufacturer Green Trade Association
(AMGTA) is working to improve this by commis-
sioning life-cycle assessment (LCA) studies. As this
report is being written the studies are in peer re-
view and should become available soon.
A brief overview of the opportunities:
•
More efficient design: 3D printers can produce
parts with shapes and features unachievable
with traditional manufacturing methods. One
can redesign your part or product to make it
more efficient, while using less material. Prod-
ucts that were once made of multiple sub-
components can now be printed as one, re-
ducing material use, time and labor. The knock
-on effect of this more efficient part design
optimization (called topology optimization) and
part consolidation are products, such as cars
and aircraft, that use less raw material and are
lighter, and therefore are more fuel efficient
and emit fewer greenhouse gases.
•
Less raw material: 3D printing makes parts with
only the material needed and minimal support
material, instead of carving out a part from a
block of material, which produces waste.
performance with the following direct benefits:
•
Increases clean energy storage capability
(windmills, solar cells, etc.)
•
Reduces the volume of raw materials in manu-
facturing LiB and thus the cost;
•
Increases clean energy performance as a sub-
stitute to coal and fossil-fuels;
•
Reduce global consumption of fossil fuels.
Tekna employees with a Powered Air Purifying Respirator Unit, personal protective equipment
               
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Focus area: Circularity
Tekna
’
s
growth,
powered
by
the
green transition, introduces an envi-
ronmental cost to the value chain.
Tekna is committed to keeping this
cost as low as possible, through green
energy, resource efficiency and aim-
ing for increased circularity. This sim-
ultaneously reduces our production
cost and contributes to securing and
improving our market positions.
Climate change and increased de-
mand for greener materials will wors-
en resource scarcity. Moving forward,
Tekna
’
s decisions, where available, will
be guided by life cycle assessment-
based management of all resources.
The sustainability and circularity of
Tekna
’
s operations become a priority
because all future proof consumer ac-
tivities must contribute to balancing
our ecosystem.
Circular and resource
efficient products
through Additive
Manufacturing
Tekna's inhouse developed
manufacturing
processes
are low emission, resource
efficient (e.g. closed-loop
gas and water), green (hydro) powered systems.
For over 30 years, Tekna has been a responsible
manufacturer of quality, leading-edge products.
The manufacturing processes developed by Tekna
have the following characteristics:
•
Low carbon emissions;
•
95% of the gases involved in the manufacturing
of its products are reused in the process (read
also Closed-loop manufacturing);
•
100% of the power used to run the facility and
the processes are sourced from clean energy,
i.e. hydro power plants in Canada and nuclear
power in France;
•
The stocks of gases are maximized with gas
trailers and silos containers avoiding non-eco-
friendly weekly replacement of bulk packs.
•
Re-using and repurposing of material waste
from ours and our customers
’
processes.

CO2 reduction plan
Last year, we communicated our ambitions to re-
duce CO2 emissions in scopes 1 and 2. The sum of
emissions in these scopes has remained stable in
Roadmap short and midterm
In appendix B we have included a summarizing
roadmap reflecting the various activities we are
working. The circularity roadmap is here.
2022. The key reduction opportunity we identified
is to switch our natural gas heating systems to
electricity. We plan to budget for this before 2030.
We have also mapped additional categories in
scope 3, such as Employee Commute, Business
Travel, and Waste, and plan to estimate up- and
downstream emissions next year to identify signifi-
cant reduction potential and set a target for
achieving reductions and climate-neutrality.

Quantifying waste
Waste is one of the first topics we focused on sus-
tainability. We have increased our waste segrega-
tion and recycling adding organic in the offices
and cafeterias and volunteers bringing Styrofoam
to the eco-center recycling station. This year for
the first time we have quantified our complete
waste and recycling streams, including hazardous
waste, in our headquarter and manufacturing sites
in Canada and France. Our emissions amount to
19 tCO2e, which is our baseline from which we will
start reducing. We will set a reduction target in
2023.

Water management
We have identified one Tekna office is located in
an area known to have water stress and that is a
small sales office in Korea. We used 0.03 megaliter
of water in that office in 2022. The water that is
being withdrawn is discharged back into the eco-
system via sewerage (not measured).
Circular and sustainable production
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Closed-loop manufacturing
by Richard Dolbec (Director emerging technologies)
Climate change and other environmental concerns
remind us that resources are valuable and must be
managed wisely. Companies with manufacturing
operations can reduce their negative impacts on re-
sources is by including sustainability in the design
and manufacture of their goods. One model being
implemented across many industries is closed-loop
manufacturing.
In closed-loop manufacturing, waste materials are
conditioned and reintroduced into the production
process to create new products. Negative environ-
mental impacts such as waste, energy consumption,
transports, and packaging can thus be significantly
reduced or even eliminated. The same goes for the
costs they entail. Simply put, closed-loop production
systems strive for sustainability by simultaneously
improving economic and environmental goals.
At Tekna, we constantly innovate to improve the
performances of our powder production process-
es. We benefit from closed-loop manufacturing in
three different ways. Firstly, the pure gases re-
quired for generating the plasma are expensive.
Since plasma is only a transient state of the gases
(no permanent change), we have developed a gas
recycling technology that collects gases at the out-
let of the process and reinject them at the inlet, in
a virtually infinite loop. This is a major advantage
for the good control of our production cost, and
for the environment as gas supply
’
embedded
emissions are minimized. Secondly, our powder
production units require high-quality cooling wa-
ter. This high-quality water produced internally is
recirculated in a closed loop across the manufac-
turing area. Water temperature in regulated with a
heat exchanger connected to a second water cool-
ing circuit that interacts with ambient conditions
outside the building. Our approach minimizes
freshwater consumption. It also ensures a perfect
Revalorizing powder
1
by Richard Dolbec (Director emerging technologies)
Powders used in additive manufacturing (AM) are
considered at the end of their service life when their
characteristics are no longer meeting the specifica-
tions imposed by the end use. Amongst other waste-
reducing solutions, the plasma spheroidization tech-
nology developed by Tekna over the last 30 years is
a promising solution for reconditioning AM powders.
By exposing end-of-life AM powders to plasma, al-
tered characteristics are restored, readying those
powders for a new service life. Up until now, Tekna
’
s
powder reconditioning process has been successfully
demonstrated for materials including Titanium, In-
conel 718 and Cobalt-chrome powders.
Note that for this to become a real solution, local
capacity, close to point-of-use, is needed. Neither
the ecological nor the financial business case make
sense if waste material needs to be shipped over
long distances to be revalorized. Tekna is selling the
spheroidization equipment it produces. A solid re-
turn on investment on this equipment requires a
certain volume of material.
Focus area: Circularity (continued)
Circular and sustainable production
control over cooling water properties and provides
stability to our plasma processes. Finally, the
wastewater generated from our industrial opera-
tions is filtered and treated in our facility. The qual-
ity level we obtain is sufficiently high to allow intro-
ducing this water back into our processes, thus
closing the loop again.
In Tekna
’
s close-loop manufacturing approach,
natural resources are conserved, which is a big win
for the environment. It also helps keeping a good
control over production cost without compromis-
ing process stability. Those efforts positively impact
sustainability not only for Tekna but also for the
supply chains we are part of.
1: Source: J.Pollak, O.Bailly and R.Dolbec (Tekna employees), Production of spherical metallic powders dedicated
to additive manufacturing, Proceedings of the 2017 International Conference on Powder Metallurgy & Particulate
Materials (POWDERMET 2017) pp.436-443.
Improving resource efficiency by reconditioning
used
“
out-of-spec
”
powder to quality compliant powder
               
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
Using our voice for good
In cooperation with the Additive
Manufacturing Green Trade Associa-
tion
(“
AMGTA
”),
we have participat-
ed in panel discussions. Luc Dionne
(CEO) discussed on Sustainability
Innovation in Metal Additive Manu-
facturing Powder at the RAPID con-
ference, North America
’
s largest and
Additive
Manufacturing
event
(Detroit, May 2022). Arina van Oost
(VP) discussed the making of a first
ESG report at the TIPE conference, a
Women in 3D Printing event, (virtual,
January 2022).
Focus area: Resilience
The global supply chain faces many
risks and can be vulnerable to the ad-
verse effects of climate change. As
part of our resilience goal, we there-
fore want to encourage capacity-
building initiatives aimed at strength-
ening local supply chains. In order to
stay ahead of disruptions and short-
ages Tekna will focus on more inclu-
sive planning and a circular and sus-
tainable management of resources.
Being capable of quickly responding
and adapting to events is key to resili-
ence and a better management of re-
sources. All on the basis of a solid due
diligence on who we partner with and
their willingness to improve.
Developing resource
efficient production
processes
Tekna is a global leader in
manufacturing powders for
Additive
Manufacturing
(“
AM
”).
Tekna
’
s involvement
goes beyond the manufac-
turing of powders up to assisting the industry in
developing standards and product requirements
that will, in the end, accelerate the technology
adoption. By being a leader in its field and pro-
moting the development and adoption of AM as
an alternative solution to traditional manufacturing
methods Tekna directly contributes to these UN
SDG targets. (9.2; 9.4; 9.5)

Business partner sustainability due
diligence process
Tekna is in the process of performing the due dili-
gence to identify, measure and understand the
most important risks in our supply chain. This is
conducted with assistance from Factlines, a com-
pany that provides a corporate social responsibility
self-reporting form based on the ten principles of
UN Global Compact, OECDs guidelines for re-
sponsible business conduct, and the Transparency
Act law. The form covers topics such as supply
chain, risk assessment, management systems,
working conditions, social responsibility, environ-
ment, anti-corruption, and conflict minerals. See
the Human Rights and Transparency Act Report
2022

Producing hydrogen for Tekna
’
s own
consumption
Hydrogen is a hot topic. Since around 2010 Tekna
has produced hydrogen (H2) for use in our plasma
processes by means of water hydrolysis. We use
renewable energy (hydroelectricity) for the hydrol-
ysis process. By doing so, we avoid using H2 de-
rived from fossil fuels. Currently, most hydrogen is
produced from fossil fuels, specifically natural gas.
By producing H2 on-demand, we avoid storing
bulk quantities of H2 on-site, which is a big plus
for the safety of our workers on the plant. The
same goes for community safety as we contribute
to reducing the volume of flammable gas trans-
ported on the roads.
Resilient and responsible supply
Luc Dionne (CEO) in a panel discussion on Sustainability Innovation
Roadmap short and midterm
In appendix B we have included a summarizing
roadmap reflecting the various activities we are
working. The resilience roadmap is here.
                
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Focus area: Society
Tekna believes in the strength of di-
versity as proof shows that more di-
verse teams make better decisions. As
a high-tech company Tekna is driven
to keep and attract exceptional talent
to drive innovations, as our employ-
ees are our most important resource.
Continued focus on the health, safety
and well-being of our people is con-
sidered critical to the resilience of the
ongoing operations.
SDG 8 Decent work and
economic growth
SDG 8 is at the core of our
focus area
‘
Great place to
work
’.
As such, we want to
achieve higher levels of eco-
nomic
productivity
through
diversification, technological upgrading, and innova-
tion (target 8.2). Target 8.8 highlights the importance
of protecting labor rights and promote safe and se-
cure working environments for all workers.

Health, Safety (OHS) and Well-being
Tekna continues to focus on this very important top-
ic. 345 health and safety audits and awareness inter-
actions took place between management and per-
sonnel throughout the year. 19 major and 47 mi-
nor OHS actions were identified and resolved dur-
ing the year. In the GRI Report 2022 you will find
an extensive description of our OHS system and
metrics. We had 4 recordable work-related inju-
ries, which based on 200,000 worked hours gives
an injury rate of 10.7.

Pay equity program fully implemented
Tekna has developed and transitioned its workers
compensation system to ensure equality, based on
an objective job evaluation method that positions
employees on the relative value of their jobs. This
system is compliant with the legal requirements
prescribed by the Commission for labor standards,
pay equity and occupational health and safety
(CNESST) of the Province of Quebec. Therefore,
the average pay for men and women vary due to
differences in job categories and years of service,
not because of gender.

Raising competence level in Lean six
sigma
Starting in April 2022, internal training has been
given by our Master Black Belt at Tekna on Lean
six sigma to gain common understanding over
quality and continuous improvement initiatives.
Over a year, 40 people completed successfully
white belt level certification, 7 reached yellow belt
level and 18 others are in process of achieving that
goal. Training sessions include usage of tools and
Great place to work
In 2022, we had zero
fatalities and one injury
that required time off.
We believe ZERO is the
only acceptable number.
               
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practical sessions over real-life situations and chal-
lenges we face as a company on a demanding mar-
ket driven by high quality standards.
As Tekna has a tremendous amount of talent in-
house we use this to raise the skill level on many
more topics, e.g. Cyber security, Project Manage-
ment and a Sustainability training is planned.

Cyber Security high priority
In 2022 Tekna did not experience any data breaches.
We have a thorough risk assessment process on
cyber security, of which we inform the Board of Di-
rectors twice a year, once in-depth and once as part
of the general risk management.
As a philosophy, the IT team itself is working under
the zero-trust model, using least privileged access
and multifactor authentication to secure our environ-
ment and access levels within the team. We do not
host customer-facing applications at Tekna.
As any enterprise, we are vulnerable to social engi-
neering tactics, but phishing awareness campaigns in
addition to an internal security conference, elevates
our staff
’
s knowledge and reduces the inherent risk
we face. 143 (62%) users have passed with success
the Cyber training from the service provider Know-
be4 during 2022 and efforts will continue increase
this to +90%. As a metric, every new employee is
assigned basic cybersecurity training and are made
aware of the cybersecurity conference video as part
of the new IT orientation in 2023. The aim is to com-
plete ISO 27001 on information security in the course
of 2023.

Remuneration
The average remuneration in the company was
90k CAD. The total compensation ratio of CEO to
the median of all employees was 5.4
1
, which is
within range for midsize Canadian companies.

Employee Commute and Electrical
Vehicles
This year we mapped the CO2 emissions from
employees commuting to Tekna facilities around
the globe. The emissions amounted to 236 tCO2e,
which will be our baseline for 216 employees. The
number of employees with electrical vehicles is
rising year after year. With 100 per cent electricity
from hydro power this is a clean means of trans-
portation in Quebec. Tekna provides free charging
to its employees at its four charging stations. In
2022 this equaled 9,205 kWh (439 charging ses-
sions) and negligible emissions.

Business travel back to pre-covid level
Creating strong relations is considered a strong
success factor for the company as we are develop-
ing business across the globe. In 2021 we looked at
our emissions from our business travel, which we
knew would not reflect a true picture due Covid
travel restrictions skewing the trips. For 2022 we
tripled 155 tCO2e (40) emissions and take this as
the realistic baseline to start from. The employees
were requested to complete a form per business
trip, including km travelled by car (incl taxi), train,
flights, and hotel nights.
support medical research and one local school here
in Sherbrooke. With our donation, the school has
been able to buy specific sporting equipment for
some students with physical handicap as well as
playing modules installed in their backyard for the
benefits of all students. In 2023, we are repeating the
experience with a more ambitious target of 20,000$.
Etienne Villeneuve, the team captain and VP Opera-
tions at Tekna:
‘’
I
’
m proud to be part of this social
movement since 2012. We have raised, along with
my teammates, more than 200,000$ to promote
healthy life habits among young people in the past
twelve years. What is my motivation? I really think I
make a real difference for some of these students
leading by example. If I can influence some of them
to start doing sporting activities more regularly and
having better lifestyle habits, it makes me feel I
reached a personal goal
”.
Focus area: Society (continued)
Great place to work
Social engagement: Le Grand défi
Pierre Lavoie
by Etienne Villeneuve (VP Operations)
What is it:
Cycling 1,000 km end-to-end within 60
hours, across several Quebec regions, with major
stops in several of Québec
’
s cities along the way:
that is
“
The 1,000 KM
”
event.
What is the ultimate goal:
The Grand défi Pierre
Lavoie distributes millions of dollars every year to
promote healthy life habits among young people
and to support research on rare genetic diseases.
This was done by means of scholarships and
grants awarded by the Fondation du Grand défi
Pierre Lavoie and through the school sponsorships
of the teams in the 1,000 KM.
How does it work:
Each cycling team is invited to
partner with one or more elementary schools of
their choice and to encourage its pupils to enroll in
the Energy Cubes Challenge that requires them to
practice physical activities on a daily basis alone
and with their family. Additionally, all the surplus
donations raised by the teams enabled more than
325 elementary schools to pay for projects that
promote healthy life habits. The profits generated
by
The 1,000 KM
are given to the Fondation du
Grand défi Pierre Lavoie to support research of
rare genetic diseases and projects promoting
healthy life habits.
In 2022, we are proud to mention the Tekna team
has raised more than 16,000$ in our fund raise to
Tekna team at
Le Grand défi Pierre Lavoie
1: The CEO pay ratio is calculated by dividing the CEO's compensation by the pay of the median employee, meaning
half of a company's workers make more and half make less.
               
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Focus area: Governance
It is Tekna
’
s belief that it has a social
responsibility
to
the
communities
reached through its operations, as
they are key stakeholders to achieve
green, circular, inclusive, transparent,
and fair business practices that can
succeed in the long-term.
Respect for human rights is rooted in
our values and key to our license to
operate from employees, customers,
investors, communities, governments
and other stakeholders.
A human centered business with respect for the
individual and which recognizes the fundamental
human rights for everyone is essential as there can
be no climate resilience without social resilience.
Vulnerability and injustices are exacerbated by
climate change and its many adverse effects. Ac-
countability of actions through better and trans-
parent reporting can effectively tackle corruption
and vulnerability challenges, supporting the devel-
opment of local capacity-building and resilience:
both necessary for an inclusive and sustainable
global growth.
Making sure we do
things right
Supporting
our
pyramid
and supply chain is our
‘
Ethical business conduct
’
focus area. SDG 16 inspired
its direction as we aim to substantially reduce cor-
ruption and bribery in all their forms (16.5), and
ensure responsive, inclusive, participatory, and
representative decision-making at all levels (16.7).
Furthermore, we aim to develop an effective, ac-
countable and transparent business (16.6) and ac-
tively work to ensure public access to information
and protect fundamental freedoms, in accordance
with national legislation and international agree-
ments (16.10).
consisting of one dependent and one independent
Board member. Tekna is in the process of creating a
Nomination Committee.
In 2022 Tekna expanded its executive team to in-
clude a VP for legal affairs.
Two new board members are female increasing the
diversity ratio to 50% (0%). The VP Legal Affairs is
also female increasing the ratio of females in the
Executive Leadership Team to 29% (17%).
Read more in the Corporate Governance Report.

Business ethics
Tekna has no revenue in countries with the 50%
lowest rankings in the Transparency International
’
s
Corruption Perception Index. The index includes 180
countries.
2022 Corruption Perceptions Index: Explore the
…
-
Transparency.org
Roadmap short and midterm
In appendix B we have included a summarizing
roadmap reflecting the various activities we are
working. The governance roadmap is here.

Ambitious compliance program for 2023
In 2022, we rolled out the Employee Code of Con-
duct
(“
CoC
”)
and 91% has already signed the code.
We will reach 100% in Q1. In 2023 we put compli-
ance on the agenda. We have planned an employ-
ee training on the CoC. We look to expand our
Supplier CoC to include Business Partners. To-
wards the end of the year, we should have the Anti
-Corruption Policy and training done in line with
principle 10 of the UN Global Compact. And in
order to also push our sustainability vision we look
to educate our employees on Sustainability and
back it up with an updated Environment Policy.

UN Global Compact
We completed our submission to join the UN
Global Compact in 2021 and we are a confirmed
member since January 31, 2022. We will start com-
municating on progress
(“
CoP
”),
which is due in
June 2023. (link)

Progress in the Board of Directors and
Executive Leadership Team
Currently, Tekna has four Board members, none of
whom are members of the company
’
s manage-
ment. Two Board members are independent of
company management and significant business
partners. Two Board members, including its Chair
Dag Teigland elected in 2022, have an affiliation
with Arendals Fossekompani ASA, Tekna
’
s main
shareholder. An Audit Committee was established
Ethical business conduct
Tekna supports the local cycling team
1
1: Faces blurred for privacy protection
                
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Part 4 | Restatements and Assurances
Restatements
1. CO2 Scope 2
2019-2021 Corrected for Canada TPS and TAM facili-
ties. The supplier, Hydro Sherbrooke, published its
emissions, which are slightly higher than the default
setting of zero emissions for hydro power in CEMAsys.
2021 is the baseline.
For more information see the Carbon Accounting
Report 2022 on www.tekna.com/esg
2. Energy intensity
2021 was restated due to incomplete electricity data
taken in the calculation.
2021 Published 10.9 kwh / kg powder produced
2021 Correction 12.0 kwh / kg powder produced
(See page 75)
Independent assurance of this report
This report was not independently reviewed or
assured.
Screen capture of relevant section of the Carbon Accounting Report 2022.
Sustainability report
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A: Materiality analysis
................
94
B: Sustainability Roadmap
.......
95
C: Abbreviations
........................
101
Appendix
Appendix
                    
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Appendices
Explanation to numbers in matrix on the right. In
bold the items we deem of high materiality.
A: Materiality analysis 2021
Categories
Opportunity
Risk
Market
1.
Increased demand for circular economy innovation and solutions, e.g. create products with lower
resource density, better resource management, more recycled materials, and a zero-waste
production.
2.
Achieve a climate friendly production which ensures the offering of products with lower emissions
than those of our peers, offer alternatives, and aim to have a positive impact on nature and
biodiversity.
3.
Increase customer interest by having a transparent and resilient focus on ESG targets (e.g. adapting
new production sites in Japan and Korea by integrating relevant regulations).
4.
Enable customers to reach their ESG targets, by AM producing e.g. more resource efficient products,
and by addressing vulnerability challenges (e.g. transportation disrupted by extreme weather events),
and building resilience to supply chain disruptions.
2.
Increased competition and expectations on sustainability (targets, transparency, reporting,
awareness)
3.
Not meeting the sustainability targets of customers by driving GHG emissions, fuel consumption and
waste (packaging, single-use & hazardous) production.
4.
Rising energy prices and regulation taxes, such as EU import tax on carbon intensive raw materials
(e.g. aluminum), increases costs of materials and high energy production.
5.
Growing demand for green technologies drives demand for certain raw materials and decreases it
for others that negatively impact the environment (e.g. Titanium, Silicon).
Climate
5.
Integrate climate change assessment into Tekna’s strategy and risk management in order to harness
climate opportunities, mitigate climate risks and build resilience of operations.
6.
TCFD disclosures provides opportunities to drive green transition and for positive attention from
stakeholders (e.g. investors)
7.
Supplier and production sites exposed to extreme weather events, causing power outages and
disrupting deliveries (e.g. flood & wildfire risks in France; flood & storm risks with tier one Chinese
suppliers of titanium and nickel).
8.
Mining sector can permanently cause biodiversity damage, water stress and deforestation, impacting
negatively the reputation of those involved and losing the confidence of stakeholders.
9.
Conflict materials and higher temperatures puts workers' HSE at risk (e.g. workers in China and heat
waves, ultimately reducing resilience and disrupting production).
Financial
7.
Increase investor and other stakeholder confidence by increasing transparency through reliable non-
financial disclosures.
8.
Reduce costs by producing more with less materials and by considering the limited availability of
critical raw materials, which can spike raw material prices.
10.
Unfavorable financing terms due to lack of ESG reporting and/or lack of reliable non-financial data,
reducing the advantage for low-carbon solutions.
11.
Fail to properly account for climate change and nature related risks and regulations, leading to
financial consequences (e.g. fines & added costs) or losing customers.
12.
Rising resource scarcity worsening the increasing costs of materials, raw materials, and energy due
to restrictions, regulations and/or climate change.
Internal
9.
Opportunity to attract, recruit and retain talent by building a strong people culture and offering jobs
with a greater purpose contributing to a more sustainable future.
6.
Increased labor costs and failing to attract talents due to lack of sustainability focus
Reputational
1.
Negative reputation risk if suppliers and customers have negative environmental or social impact.
               
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Appendices (continued)
B. Roadmap 1/6: Strategy, reporting and carbon accounting
2019-2021
Status Quo
2022
1
st
report
2023
Transparency
2024
-
’26
Change
2030
Impact
2019-2021
2022
2023
2024-2026
2030
Status Quo
>
1st report
>
Transparency
>
Change
>>
Impact
Strategy
Materiality analyses based on
stakeholder interviews and
value chain analyses
Vision toward circularity in
supply chain
Update company vision and
values to include
sustainability
Enhancing understanding
and Measuring
Vision on resilience
Further integrate
Environment in decision-
making
Sharpened Focus areas
Vision to produce close(r) to
point-of-use
Reporting
2022 reporting:
2023 reporting:
-Sustainability Report
-Sustainability Report
-Carbon Accounting Report
-Carbon Accounting Report
-GRI Report
-GRI Report
Transparency Act
(also in focus area)
-Human Rights and
Transparency Act report
-Human Rights and
Transparency Act report
EU taxonomy
(also in focus area)
EU taxonomy eligibility
assessment
EU taxonomy alignment
preparations and Report
EU taxonomy - full reporting
(legal req.)
EU taxonomy - evaluate
opportunities to increase
aligned activities
Communication
Website & Social media
Website & Social media
Website & Social media
AMGTA panels
Quarterly ESG reporting
Quarterly ESG reporting
UN
UN Strategic Development
Goals (SDG) selection 7, 9,
12
Signatory UN Global
Compact (UNGC)
UNGC Communication on
Progress (Report)
SDG target reporting
Delivery on
SDG 7, 9, 12
Content in 2019 + 2020
Sustainability Report AFK
2021 Sustainability Report
Circularity in production
and value-chain
Resilient Supply-chains
per continent
the Tekna "voice"
promotes sustainable
(corp.) behaviour
Continued enhancement
of transparency
               
SUSTAINABILITY REPORT
ANNUAL REPORT 2022
Sustainability report
Contact Information
Corporate Governance
report
This is Tekna
CEO letter
Board and
Management
Financial Statements
Auditors report
Shareholder
information
Board of Directors
’
report 2022
| 96
Appendices (continued)
B. Roadmap 2/6: Enabling Customer / Stakeholder impact
Packaging
Powder transportation
container - design
Powder transportation
container - certify
Powder transportation
container - in operation
Life-cycle assessments
Life-Cycle Assessment
titanium powder- start
Life-Cycle Assessment
titanium powder
Manuals
System manuals - green
maintenance / disposal
AMGTA
AMGTA membership
AMGTA panels
analyse AMGTA research
publication
EU taxonomy
EU taxonomy:
1) Substantial Contribution
Assessment
2) DNSH Environmen-tal
Impact assessments
3) Minimum Safeguards
4) Financial Reporting
R&D
Powder reconditioning
titanium
Find development partner to
improve LiB capacity
Certifications
ISO 27001 Information
Security
ISO 14001 Environmental
Management System
ISO 31000 Risk Management
We focus on:
1) Enabling technology &
products for customers
2) Resource efficiency for
customers
3) Emission and waste
reduction for customers
4) Increased availability &
affordability for customers
and end-users
5) Extended life, recyclability
and reduced costs for
products and resources
2019-2021
Status Quo
2022
1
st
report
2023
Transparency
2024
-
’26
Change
2030
Impact
               
SUSTAINABILITY REPORT
ANNUAL REPORT 2022
Sustainability report
Contact Information
Corporate Governance
report
This is Tekna
CEO letter
Board and
Management
Financial Statements
Auditors report
Shareholder
information
Board of Directors
’
report 2022
| 97
Resources and Production
Improvement process
gasses, reduction 20%
Energy conservation
through improved output
Energy conservation in
production
Water conservation TPS
plant
Map upstream impacts;
raw material extraction
"Ici on recycle+"
certification TPS (CA)
.
"Ici on recycle+"
certification TAM (CA)
Measure recycled
material in feedstock
Increase recycled
material in feedstock
Relighting mercury lights
and fluorescents to LED
(Canada)
Imphytek: Recycling
within nickel value-chain
Map downstream
impacts and
opportunities
Hololens Factory
Acceptance Testing
.
Responsible Packaging
Improve inbound and
outbound packaging
We focus on:
1) Tekna’s emissions
from production and
transport
2) Resource efficiency
3) Waste/water/energy
management
Appendices (continued)
B. Roadmap 3/6: Circular and sustainable production
2019-2021
Status Quo
2022
1
st
report
2023
Transparency
2024
-
’26
Change
2030
Impact
               
SUSTAINABILITY REPORT
ANNUAL REPORT 2022
Sustainability report
Contact Information
Corporate Governance
report
This is Tekna
CEO letter
Board and
Management
Financial Statements
Auditors report
Shareholder
information
Board of Directors
’
report 2022
| 98
Transparency Act ("TA")
(business Partners)
Roll out SCoC
Roll out SCoC
(continued)
Transparency Act
Update New supplier
Assessment process
Supplier audits
Routine for requests for
information Re T.A.
Factlines Due Diligence
top 25 suppliers
Follow-up after DD
External Whistleblowing
system
TCFD Climate-related risk
Climate-related risk
analyses
TCFD roadmap
Quantification of climate-
related risk
Supplier mitigation plans
Supplier interviews for
mitigation
Mitigate risks in transport
routes
Product compliance
REACH and RoHS
certificates powders
Completed responsible
minerals initiative for
potential confilict
materials
We focus on:
1) Diversification of
suppliers and
strengthening resilience
of local communities
2) Improving
environmental and social
impacts of supplier
manufacturing activities
3) Understanding
exposure to climate-
related risks and ensure
the development of
mitigation plans.
Appendices (continued)
B. Roadmap 4/6: Resilient and responsible supply
2019-2021
Status Quo
2022
1
st
report
2023
Transparency
2024
-
’26
Change
2030
Impact
               
SUSTAINABILITY REPORT
ANNUAL REPORT 2022
Sustainability report
Contact Information
Corporate Governance
report
This is Tekna
CEO letter
Board and
Management
Financial Statements
Auditors report
Shareholder
information
Board of Directors
’
report 2022
| 99
Occupational Health &
Safety (GRI 403)
430 OHS audits
345 OHS audits
OHS audits
OHS system in GRI
report
expand on OHS in GRI
Employee satisfaction
eSAT: 76% | eNPS: 22
eSAT: 76% | eNPS: -3
Measure eSAT and eNPS
Employee Survey
CORE employee
representative team
Anchored virtual
collaboration in Work-
from-Home policy
Competence improvement
(GRI 404)
Competences: inhouse
training
Competences: inhouse
training
Competences: Inhouse
training and budget
Cyber security training
Cyber security training
Diversity and equality (GRI
405)
Pay equity process
design
Pay equity process
implementation
Diversity: measure status
quo
Diversity: increase board
and exec team
Diversity: Improve at all
levels
Disability Accessibility
Assessment
We focus on:
1) Employee health,
safety and security.
2) Employee satisfaction
and development in all
levels (administrative,
engineers, factory).
3) Labour and human
rights, particularly at
production sites.
4) Diversity & Inclusion
Appendices (continued)
B. Roadmap 5/6: Great place to work
2019-2021
Status Quo
2022
1
st
report
2023
Transparency
2024
-
’26
Change
2030
Impact
               
SUSTAINABILITY REPORT
ANNUAL REPORT 2022
Sustainability report
Contact Information
Corporate Governance
report
This is Tekna
CEO letter
Board and
Management
Financial Statements
Auditors report
Shareholder
information
Board of Directors
’
report 2022
| 100
Policy and training
Code of Conduct
Roll out CoC
CoC training
Supplier Code of
Conduct
Business Partner CoC
Environment Policy
Sustainability Training
Anti-Corruption Policy
and Training
Board of Directors
Board of Directors:
improve independence
Board of Directors:
Nomination Committee
Board of Directors:
Sustainability Committee
Board of Directors: Audit
Committee
Board of Directors:
Remuneration
Committee
Governance Assessments
Hire inhouse Legal
Council
Governance assessment:
Audit of activity in China
Certifications
Sustainability report
assurance
B-Corporation certified
ISO 26000 Social
Responsibility
ISO 37001 Governance of
Organisations
FTSE4Good index
We focus on:
1) Zero tolerance on
corruption and bribery
2) Increasing
transparency
3) Best practice
governance
4) Training our
employees
Appendices (continued)
B. Roadmap 6/6: Ethical business conduct
2019-2021
Status Quo
2022
1
st
report
2023
Transparency
2024
-
’26
Change
2030
Impact
               
SUSTAINABILITY REPORT
ANNUAL REPORT 2022
Sustainability report
Contact Information
Corporate Governance
report
This is Tekna
CEO letter
Board and
Management
Financial Statements
Auditors report
Shareholder
information
Board of Directors
’
report 2022
| 101
Abbreviation
Clarification
Useful link
Abbreviation
Clarification
Useful link
AFK
Arendals Fossekompani ASA
Home - Arendals Fossekompani
IR
Injury Rate
AM
Additive Manufacturing
ISO
International Organisation for Standardisation
ISO - International Organization for Standardization
AMGTA
Additive Manufacturer Green Trade Association
Home - AMGTA
IT
Information Technology
AR
Absentee Rate
KPI
Key Performance Indicator
BoD
Board of Directors
investors/governance (tekna.com)
LCA
Life Cycle Assessment
Life-cycle assessment - Wikipedia
CoC
Code of Conduct
LDA
Lost Day Rate
CoP
Communication on Progress (Re: UN Global Compact)
LiB
Lithium-ion Battery
CSR
Corporate Social Responsibility
LTI
Lost Time Injury Rate
eCoC
employee Code of Conduct
esg (tekna.com)
NACE
Nomenclature of Economic Activities
eNPS
employee Net Promotor Score
NGO
Non-Governmental Organisations
ERP
Enterprise Resource Planning
NPS
Net Promoter Score
eSAT
employee Satisfaction Score
OECD
The Organisation for Economic Co-operation and Devel-
opment
Home page - OECD
ESG
Environmental, Social and Governance
esg (tekna.com)
OEM
Original Equipment Manufacturer
EU taxonomy
an European tool to help investors understand whether
an economic activity is environmentally sustainable, and
to navigate the transition
EU taxonomy for sustainable activities | European
Commission (europa.eu)
OHS
Occupational Health and Safety
EY
Ernst & Young
R&D
Research & Development
FTE
Full-time Employees
SASB
Sustainability Accounting Standards Boards
SASB
GDPR
General Data Protection Regulation
sCoC
Supplier Conduct of Conduct
esg (tekna.com)
GHG
Greenhouse Gas
SDG
Sustainable Development Goals
THE 17 GOALS | Sustainable Development (un.org)
GRI
Global Reporting Initiative
GRI - Home (globalreporting.org)
TCFD
Task Force on Climate-related Financial Disclosures
Task Force on Climate-Related Financial Disclosures |
TCFD) (fsb-tcfd.org)
HSSE
Health, Safety, Security and Environment
TAM
Tekna Advanced Materials
HR
Human Resources
TPE
Tekna Plasma Europe
IoT
Internet of Things
TPS
Tekna Plasma Systems
IPCC
Intergovernmental Panel on Climate Change
IPCC —
Intergovernmental Panel on Climate
Change
UN
United Nations
Homepage | UN Global Compact
Appendices (continued)
C. Abbreviations
               
 
ADDITIONAL INFORMATION
ANNUAL REPORT 2022
Sustainability report
Contact Information
Corporate Governance
report
This is Tekna
CEO letter
Board and
Management
Financial Statements
Auditors report
Shareholder
information
Board of Directors
’
report 2022
| 102
Tekna Holding ASA
 
Langbryggen 9
4841 Arendal
Norway
 
Headquarter:
2935 Boul. Industriel
Sherbrooke, Québec
J1L 2T9 Canada
+1-819-820-2204
investors@tekna.com
www.tekna.com/investors
esg@tekna.com
www.tekna.com/esg
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