TOMRA SYSTEMS ASA CAPITAL MARKETS DAY 2013 1
POSITIONING TOMRA TOWARDS MACRO TRENDS THE CHALLENGE:
3 billion more middle-class consumers expected to be in the global economy by 2030
$1.1 trillion
Up to spent annually on resource subsidies
THE OPPORTUNITY:
$2.9 trillion of savings in 2030 from capturing the resource productivity potential
At least $1 trillion more investment in the resource system needed each year to meet future resource demands
SOURCE: McKinsey
2
THE WORLD POPULATION AND STANDARD OF LIVING IS INCREASING DRAMATICALLY
WORLD RESOURCES ARE UNDER UNPRECEDENTED PRESSURE
RESOURCE PRODUCTIVITY MUST INCREASE TO ENSURE SUSTAINABLE DEVELOPMENT
•
Our solutions, in use around the globe, helped keep up to 20 millions of tons of CO₂ from being released into the atmosphere in 2012
• 30 bn used beverage containers are captured every year through our reverse vending machines •
Our vertical balers contribute to a
daily reduction of 20,000 waste pickups, saving 160,000 liters of fuel consumption •
Our steam peelers process 15
million tons of potatoes per year with a 1% yield improvement over other alternatives
• 715,000 tons of metal are recovered every year by our metalrecycling machines 8
2011-2013: AN EVENTFUL PERIOD
9
TOMRA A MARKET LEADER IN ALL ACTIVE MARKETS...
60 %
REVERSE VENDING
Market share: ~75%
MATERIAL RECOVERY
Market share: ~60%
COMPACTION
Market share: ~15-20%
40 %
FOOD
Market share: ~40-50% *
RECYCLING
Market share: ~55-65%
MINING
Market share: ~40-50%
* In total food (incl. rice and lane sorting): 12-15% 10
…RESULTING IN A SOUND FINANCIAL CONTRIBUTION IN RECENT YEARS… Through implementing our strategy TOMRA achieved solid results Topline and bottom-line increase over the period
•
Stable and solid cash generation
•
Strong balance sheet
•
Redistribution to shareholders: 40-60% of EPS
•
Well positioned with a good reputation in growing market
•
A long term perspective on our business
Revenues
Gross Contribution and margin
4000
MNOK
MNOK
3500 3000 2500
2000
46%
1800
45% 44%
1600
43%
1400
42%
1200
41%
1000
2000 2008 2009 2010 2011 2012
EBITA and margin
40% 2008 2009 2010 2011 2012
800 750 700 650 600 550 500 450 400
20% 18% 16%
MNOK
•
14% 12% 10% 2008 2009 2010 2011 2012
We have showed historically that we have been able to deliver profitable growth and this remains our ambition going forward 11
…BY CREATING A SUSTAINABLE COMPETITIVE ADVANTAGE BUILT ON CORE CAPABILITIES… TOMRA Capabilities System Strong company culture and clear vision and mission Differentiating Capabilities Leading sensorbased tech
Customized industry solutions
Standardized/ modularized product design Supporting Capabilities
Effective and flexible supply chain management International sales and service reach Growth-oriented management
Unique Assets
Reputation as industry leader
Customer network and large installed base
SOURCE: Booz for TOMRA
12
…IMPLEMENTED IN THE WAY WE RUN OUR BUSINESS
Technology leadership
Ethical business behavior
Economies of scale
Leadership position in markets and applications
Focus on core
Entrepreneurship
Investing in our people
Favorable positioning towards trends
Short vs. long term focus
13
AMBITIOUS TARGETS FOR GROWTH AND POSITIONING… Collection Solutions 1
Growth
2
3
Sorting Solutions
• Overall revenue growth of 4-8%
• Overall revenue growth of 10-15%
Profitability
• EBITA margins : 17-22%
• EBITA margins: 18-23%
Technology
• Product roadmap to ensure competitiveness • Capture new revenue streams
• Product roadmap with several breakthrough developments • Common sorting platform
• Continue COGS cutting program
• Ambitious COGS savings program • Production and increased sourcing in China and other low cost countries
4
Operations
5
M&A
• Current focus on integration • No larger M&A expected in the short term 14
…TO BE EXECUTED WITHIN OUR STRATEGIC DIRECTION
IT/ Software
DEPOSIT Depot PET ALUMINUM GLASS
New Materials
Process Analytics
TOPLINE GROWTH TECH LEADERSHIP OP. EFFICIENCY
Raw Materials
15
Ultimately, the Resource Revolution goes beyond a single goal or a set of numbers We all have a stake in getting results – it is a global challenge
16
TOMRA Collection Solutions
17
TOMRA COLLECTION SOLUTIONS CONTRIBUTES 60% OF TOTAL GROUP REVENUES
60 %
REVERSE VENDING
Share of Group revenues: 43%
MATERIAL RECOVERY
Share of Group revenues: 13%
COMPACTION
Share of Group revenues: 4%
40 %
FOOD
Share of Group revenues: 24%
RECYCLING
Share of Group revenues: 13%
MINING
Share of Group revenues: 3%
18
19
THE GLOBAL BEVERAGE MARKET Global beverage consumption 100% = ~1.6 trillion liters
Breakdown of per capita consumption Liters per person per year (global average)
North America
Carbonated soft drinks Packaged water
12 Asia 12
42
15
11 Middle East and Africa
South America
Western Europe
8 Eastern Europe
25
Juice and nectars
12
Iced tea/coffee
6
Squash and fruit powders
6
Sports and energy drinks
2
Beer
28
Spirits
5
Wine
3
Dairy drinks Hot drinks TOTAL
Source: REXAM consumer packaging report 2011/2012; TOMRA analysis
31
38 75 231
ESTIMATES
20
THE GLOBAL BEVERAGE PACKAGING MARKET Size of global packaging market Billion units per category, 100% = ~1.8 trillion units
Packaging mix for key categories Percent Carbonated Soft Drinks
10
10
20
10
350
Beer
23
450
5 62
60 325
140
Cans
Plastics
Glass
Bulk packs
Iced tea/coffee
70 60
35
10
300
Plastics
Glass
Draught
Sports and energy drinks
10
10
10
25
Cans
15
8 10
CSD
Beer
Water
Sports/energy drinks
Wine
Spirits
Iced tea/coffee
Juices
Dairy
62
Cans
Source: REXAM consumer packaging report 2011/2012; TOMRA analysis
65
Plastics
Glass
Carton
Other
Cans
Plastics
Glass
Other
ESTIMATES
21
RECYCLING RATES FOR BEVERAGE PACKAGING Recycling rates for selected packaging categories
Estimated global UBC recycling rates
Globally: ~70% USA: 65% EU: 66% JPN: 93% Globally: ~35% USA: 29% EU: 48% JPN: 72%
40%
35 %
Globally: ~35% USA: 35% EU: 68% JPN: 90% Globally: ~15-20%? USA: 10-15%? EU: 37% India: 18%, China: 10%, Egypt: 13%
Source: Alcoa; Napcor; Aluminum Association/CMI; European Aluminum Association; TOMRA analysis
Across all beverage categories
Across CSD, beer, and packaged water
ESTIMATES
22
RECYCLING OF BEVERAGE PACKAGING IN A DEPOSIT SYSTEM
23
ELEMENTS OF A MODERN REVERSE VENDING SYSTEM
User communication
Recognition system
Sorting & processing
Data administration
24
REVERSE VENDING ADVANTAGES
25
ANNUAL DEMAND Number of reverse vending machines (backrooms excluded) sold per region in 2012 Units
1 000
8 000
1 500 1 100
400
4 000
Central & Eastern Europe
Nordic
Western & Southern Europe
North America
Other
TOTAL
Source: TOMRA analysis 26
GLOBAL INSTALLED BASE (ACTIVE SYSTEMS) Nordic: ~17,000 (TOMRA: ~90%)
Central & Eastern Europe: ~46,000 (TOMRA: ~67%) North America: ~20,000 (TOMRA: ~75%)
Asia: ~1,000 (TOMRA: ~64%)
Western & Southern Europe: ~7,000 (TOMRA: ~94%) South America: ~1,000 (TOMRA: ~90%)
All deposit markets Non-refillable only Refillable only
Source: Envipco 2011 prospectus; Repant annual reports; DPG database; company websites; TOMRA analysis
ESTIMATES
27
COMPETITIVE LANDSCAPE
>70,000
# of installed RVS
10,00070,000
5,000-10,000
5005,000
30
Number of RVS markets
ESTIMATES
28
CURRENT MARKET DYNAMICS 1
Saturated markets, nearly all eligible stores have RVS
2
Store consolidation leads to fewer sold systems
3
Improved efficiency: 1 new system replaces 2 old
4
Smaller competitors competing on price
5
Increased focus on RVS operations among customers creates room for differentiation
6
Increased political momentum – new markets and increased scope of existing systems
29
RVM: OUR STRATEGY 2013 -2018
1
Defend and nurture core deposit market business
2
Ensure continued relevance of deposit systems
3
Embrace new business models
4
Expand scope of business
• Increase differentiation towards competition • Further reduce the cost of reverse vending systems
• Increase scope of existing deposit markets • Assist in developing new deposit markets
• Capture new volume by entering new segments • Create new revenue streams from Software/IT
• Target new material streams
30
ENSURE SUFFICIENT DIFFERENTIATION BY DELIVERING ON PRODUCT ROADMAP AMBITIONS 2012
2015
31
T-9: THE FIRST OF A NEW GENERATION OF MACHINES •
On 23rd September 2013, TOMRA presented the first machine of the new generation of machines to come
•
T-9 features the first 360 degree recognition system applied in an RVM and a completely new industrial design
•
The machine is faster, cleaner and takes all types of beverage containers
•
The launch has been successful — Several machines already installed in core markets — Key product for replacement sale in e.g. Germany
TOMRA is setting the standard for reverse vending for the next decade 32
THE GERMAN REPLACEMENT OPPORTUNITY
Number of installed machines in Germany (annually) ~8,800
~2,200
~1,800
~2,200
2006
2007
2008
2009
~2,000
~2,000
~1,500
~1,500
2010
2011
2012
2013
2010 * Not including UNOs. Remainder installed before 2006
TOTAL: 22,000* 33
COGS SAVINGS PROGRAM Phases of COGS saving program
Achieved and estimated savings Percent (of average portfolio cost)
40%
Volume benefits and technology development
•
•
•
Moving sourcing from high cost to low cost countries has been the major driver for the COGS savings to date
Introduction of new products (at higher price!)
Our new portfolio has been designed to allow an even higher degree of low cost country sourcing and to benefit from modern manufacturing processes In the early phase of a product’s lifetime, COGS will be high due to small sourcing volumes and high cost of certain cutting-edge components
Rapid implementation of new sourcing setup
0% 2010
2015
ILLUSTRATIVE
34
EXAMPLE: CHANGES IN SOURCING SETUP COGS distribution by region (sourcing)
100% 90% 30% 80%
47%
70%
60%
47%
43%
60% 80% 35%
50% 40% 30%
28%
24%
25%
29%
0%
2012 status
2012 plan
2013 plan
Asia
23%
20% 10%
East Europe
28%
29%
Rest of the World
15%
17%
35%
5% 2009
2011
2015 ambition
Source: TOMRA analysis 35
RVM: OUR STRATEGY 2013 -2018
1
Defend and nurture core deposit market business
2
Ensure continued relevance of deposit systems
3
Embrace new business models
4
Expand scope of business
• Increase differentiation towards competition • Further reduce RVS lifetime cost
• Increase scope of existing deposit markets • Assist in developing new deposit markets
• Capture new volume by entering new segments • Create new revenue streams from Software/IT
• Target new material streams
36
ENSURE CONTINUED RELEVANCE OF AUTOMATED DEPOSIT SYSTEMS Handling method for deposit containers Percent of total
Share of containers sold with deposit Percent of total
15 % 40 % 60 % 85 %
Handled with RVS Handled manually
Source: TOMRA analysis
Containers sold with deposit Containers sold without deposit
ILLUSTRATIVE
37
INCREASE SCOPE OF EXISTING DEPOSIT MARKETS Beverage categories excluded from deposit systems, but suitable for RVMs Cartons
Water
Sports drinks
Juice
38
NEW DEPOSIT MARKETS Pilot machines at Whitmuir Farm and Heriot-Watt University
North America: Annual opportunities for new bottle bills, e.g. in Minnesota
Scotland: Potential for ~2,000 machines from 2016 and onwards
Spain: Potential for 15,000+ machines from 2015 and onwards
Pilot machine in Cadaques, Cataluña
Eastern Europe: Potential for ~2,000 machines in Latvia and Lithuania from 2015 /2016 and onwards
Australia Potential for ~5,000+ machines from 2014 and onwards
Commercial installation in Northern Territory 39
RVM: OUR STRATEGY 2013 -2018
1
Defend and nurture core deposit market business
2
Ensure continued relevance of deposit systems
3
Embrace new business models
4
Expand scope of business
• Increase differentiation towards competition • Further reduce RVS lifetime cost
• Increase scope of existing deposit markets • Assist in developing new deposit markets
• Capture new volume by entering new segments • Create new revenue streams from Software/IT
• Target new material streams
40
INCREASE NUMBER OF CONTAINERS TOUCHED Number of Reverse Vending Machines Units
All beverage containers sold through RVMs
5 000 000
All recycled containers through RVMs
All beverage containers sold with deposit through RVMs
2 000 000
500 000
RVMs deployed today
90 000
TOMRA RVMs deployed today
70 000
Source: TOMRA analysis
Some containers (asymmetrical, oversized, cartons etc.) cannot be collected in traditional RVMs (TOMRA is now changing the game with our new T-9) RVMs are competing against generic solutions such as curbside programs and igloos, even in markets where containers are sold with a deposit
Still, there are opportunities to shift container volumes towards automated systems
ESTIMATES
41
ENTER NEW SEGMENTS >200,000
Depot segment opportunity 50,000200,000
Price (EUR)
TOMRA’s current sweet spot
10,00050,000
3,0005,000
Small stores
0.1 -0.3 M UBC/year
Discounters/Supermarkets
0.3 -1 M UBC/year
1-3 M UBC/year
Hypermarkets, C&C RCs, small depots etc. 3-5 M UBC/year
5 -15 M UBC/year
Large depots, counting centers
15 -50 M UBC/year
Container volume 42
CREATE NEW REVENUE STREAMS FROM SW/IT TOMRAPlus
TOMRA ReACT
Integrating hardware and software into attractive and engaging combos 43
ENGAGE CONSUMERS
44
EVOLVING THE BUSINESS MODEL OVER TIME Potential phases in monetizing the ReACT platform
PHASE 3: MONETIZE RVS USER COMMUNITIES PHASE 2: MONETIZE RVS TRANSACTIONS PHASE 1: DRIVE RVS DEPLOYMENT
HARDWARE-BASED BUSINESS MODEL
SOFTWARE-BASED BUSINESS MODEL
45
RVM: OUR STRATEGY 2013 -2018
1
Defend and nurture core deposit market business
2
Ensure continued relevance of deposit systems
3
Embrace new business models
4
Expand scope of business
• Increase differentiation towards competition • Further reduce RVS lifetime cost
• Increase scope of existing deposit markets • Assist in developing new deposit markets
• Capture new volume by entering new segments • Create new revenue streams from Software/IT
• Target new material streams
46
TARGET NEW MATERIAL STREAMS
47
WHY TOMRA? - POTENTIAL SYNERGIES • Leverage existing customer relationships and sales channels to sell new solutions • Bundle products
• Leverage network of field technicians • Leverage back-end systems for monitoring, dispatching and online/hotline support
• Leverage existing production capacity, warehousing etc. • Tap into sourcing network to bring down COGS
Sales
Service
Supply chain
• Leverage digital platform , ReACT, across all consumerfacing products
• Leverage remote monitoring tool - TOMRAPlus - across all products/streams
SW front-end
SW back-end
48
ORDER OF PRIORITY
New
2. MARKET DEVELOPMENT
4. DIVERSIFICATION
«Develop new deposit markets»
«Introduce solutions for new material streams»
Markets
«Expand scope of existing deposit systems»
3. PRODUCT DEVELOPMENT
Existing
1. MARKET PENETRATION «Maintain market share by increasing differentiation and reducing COGS»
«Enter depot/C&C/RC segment» «Monetize IT/SW solutions»
Existing
New
Products 49
A SHIFT IN MINDSET – A SHIFT IN GROWTH PROFILE
From collection of used bottles and cans to smart collection of many kinds of materials From hardware solutions only to integrated solutions with software as a key driver
?
From a “box pushing” business model to volume- and transaction-based models From B2B only to a more balanced B2C/B2B focus where consumers are monetized
50
TOMRA Sorting Solutions
51
TOMRA SORTING SOLUTIONS CONTRIBUTES ABOUT 40% OF TOTAL GROUP REVENUES
60 %
REVERSE VENDING
Share of Group revenues: 43%
MATERIAL RECOVERY
Share of Group revenues: 13%
COMPACTION
Share of Group revenues: 4%
40 %
FOOD
Share of Group revenues: 24%
RECYCLING
Share of Group revenues: 13%
MINING
Share of Group revenues: 3%
52
STRONG REVENUE GROWTH SINCE INCEPTION IN 1996 BEST acquired
Revenue development and key milestones EURm
227*
Ultrasort acquired
Odenberg acquired
Real Vision Systems acquired
TITECH acquired by TOMRA
14.5 0.5
—
Organic growth for the same period was ~21%
• Technology base and segment/application knowledge expanded both through acquisitions and inhouse ventures
CommoDas acquired
TITECH Visionsort AS established
• Total revenue growth (organic plus inorganic) of ~37% per year from 2004-12
QVision AS established
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
* Includes BEST proforma for 2012 and excluding Chilling and Freezing unit divested Q1 2013 53
MARKET SIZE AND POTENTIAL Total annual market size
Market growth
EUR million
•
•
~1 320
•
~910 1 100
Food
Market expected to grow at rate of around 7-9% per year A large part of growth from unlocking of dormant potential – only possible by developing new applications and technologies Some growth in “old world”, but faster growth in “new world” Expected development in geographical revenue contribution
Mining
770
2018 Recycling
34 % 29 %
38 %
2013
40 20 120
180
2013
2018
Source: TOMRA estimates and analysis * Market size for food includes peeling, meat/process analytics, virgin materials and tobacco.
39 %
33 % 27 % ROW
US
EUR 54
ADOPTION OF SENSOR-BASED SORTING AT DIFFERENT MATURITY LEVELS Maturity/ industry adoption
FOOD RECYCLING
MINING*
Time
* In certain mining sub-segments, such as industrial minerals and diamonds, sensor-based sorting is a more mature technology
55
SORTING VALUE PROPOSITION
56
SEASONALITY AND CYCLICALITY IN TOMRA SORTING Illustration of annual revenue distribution
Q1
Q2
Q3
The macro environment impacts sales
Q4
•
Food: Higher activity towards the end of the year as clients want deliveries close to the harvesting season
•
More activity in the second half as influenced by harvesting season in US and EU/Northern Hemisphere
•
•
•
Recycling: The more the prices either decline or fluctuate the more hesitant our clients will be to invest in equipment — Metal segment more cyclical than waste, but sensitivities also towards movements in plastic and paper prices Mining: Impacted by bigger miners CAPEX spend General: Lack of access to capital impacts all segments
Sources: www.recyclingtoday.com, RMDAS Ferrous scrap price index 57
HOW DOES SENSOR BASED SEPARATION WORK? •
High-tech sensors to identify objects
•
High speed processing of information (material, shape, size, color, defect, damage and location of objects)
•
Precise sorting by air jets or mechanical fingers
•
Product specific equipment design often including multiple technologies to maximize sorting efficiency
Food | larger products Food | smaller products Recycling 1
Feeding of materials
2
Sensor
3
Separation chamber
Mining
58
CUTTING-EDGE TECHNOLOGY DRIVEN BY SIGNIFICANT INVESTMENTS IN R&D… SENSOR PORTFOLIO Electromagnetic Sensor (EM)
Radiometry (RM)
Material property detected: electromagnetic properties like conductivity and permeability
Material property detected: Natural Gamma-Radiation
CCD Color Camera (COLOR)
IR Camera (IR)
Material property detected: color properties in the color are as red, green and blue
Material property detected: heat conductivity and heat dissipation
X-ray Transmission (XRT)
X-ray Fluorescence (XRF)
Material property detected: specific atomic density irrespective of size, moisture or pollution level
Material Property detected: elemental composition
Visible Light Spectrometry (VIS)
Near-Infrared Spectrometry (NIR)
Material property detected: visible spectrum for transparent and opaque materials
Material property detected: specific and unique spectral properties of reflected light in the near-infrared spectrum
Laser / Fluo
Infrared Transmission (IRT)
Material property detected: + monochromatic reflection / absorption + scattering of laser light Fluo or bio-luminescence, Super K
Material property detected: light absorption
•
In-house R&D department with more than 20% of all employees
•
8% of revenue invested in R&D
•
Developing own sensors
•
Using own software and data processing tools
•
Ownership of 80 patents
•
Partnership with leading R&D institutions: SINTEF, CTR, Fraunhofer ILT; universities like RWTH, Aachen and Brussels
59
…TO DEVELOP PRODUCTS SERVING A WIDE RANGE OF DETECTION PARAMETERS Color
Shape & Size
Removal of discolorations in monoand mixed-color material
Sort on length, width, diameter, area, broken-piece recognition, …
Blemishes
Biometric Characteristics
Objects with spots or other (small) blemishes are removed
Defects
Sort based on water content and removal of micotoxyn contaminations
Foreign Material
Removal of visible and invisible small and substantial defects
Removal of foreign material in a material stream, e.g. insects, worms, snails or plastics in food applications
Structure
Fluo
Removal of soft, molded or rotten food
Density Detection of density differences
Based on the chlorophyll level present in produce defects are removed
X-RAY Analysis of objects based on their density and shape
Visible
Damage
Detox
Invisible
Broken, split and damaged objects are detected and removed
Removal of produce contaminated with aflatoxin
Both
60
EFFICIENCY IN PRODUCT DEVELOPMENT: COMMON SORTING PLATFORM Before TITECH
BEST
After Odenb.
…
Food
Hardware
Hardware
Processing
Processing
Statistics
Statistics
Interfaces
Interfaces
Sensors
Sensors
Ejectors
Ejectors
Mechanical
Mechanical
Benefits Recycl.
Mining
Customization
Standardization
Low reusability
High reusability
•
Faster development time, and faster time to market
•
Economies of scale
•
Reusability of components/ modules
•
More fungible resources and higher productivity of R&D team
Tapping into the synergy potential through streamlining our sorting platform 61
CROSS UTILIZING OUR PORTFOLIO TECHNOLOGIES
TITECH NIR + ODENBERG platform Field Potato Sorter • The NIR technology allows efficient removal of rocks, dirt and rotten potatoes before the potatoes are stored • The solution opens up sorting of unwashed potatoes in a way that previously was not possible
BEST LASER + TOMRA mining platform PRO Laser Duo • The LASER technology allows detection of quartz of all colors. This opens for sorting of quartz itself, and gold bearing quartz mineralization • The solution is unique in the market and further underlines our technological leadership
TITECH NIR + BEST LASER Nimbus BSI • An NIR sensor has been added to the NIMBUS machine platform • The new machine increases our competitiveness in the nuts segment
Several more projects on combining technologies into new products in the pipeline 62
SORTING SOLUTIONS: OUR STRATEGY Food
Recycling
Mining
More than doubling of emerging markets revenue (but North America and Europe still 60% of business in 2018)
1
Revenue growth of 10-15% over the period
New applications representing 25% of revenue in 2018
15 M€ growth in new segments
Significant expansion of sales network
New segments representing 10% of revenue in 2018
50% growth in service revenue
Succeed in high volume segments
Grow with existing customers and double service revenue Common sorting platform for all new product developments
2
Extend technology leadership
Cross-utilization of sensor portfolio, e.g. NIR/BSI in food and laser in mining Extend current leadership in core NIR and laser technologies, and develop new cutting edge sensors
Design changes, economies of scale and purchasing power to lower COGS
3
Improve operational efficiency
Consolidation of manufacturing and sourcing; increased sourcing from low cost countries Streamlining of organization and processes to take out synergies across business units
Target to grow profits at several percentage points faster than revenue
63
64
GROWTH IN GLOBAL FOOD DEMAND WILL SPUR INVESTMENTS IN AUTOMATION Drivers and trends •
Increasing food consumption in emerging markets, more mid-class consumers
•
Industry focus on increased productivity and reducing costs through automation & quality control
•
Higher quality demands from the consumers
•
Stricter regulations from governments concerning food safety , health & traceability
•
Shift towards packaged convenience food and fast food
•
Risk of claims & recalls —
Social media snowball effect (Twitter, Facebook, etc.)
•
Globalization of brands and sourcing set up
•
Scarcity & expense of (seasonal) manual labor
•
Consolidation in the retail and processing sectors
•
Adoption of technology in emerging markets 65
MARKET SIZE FOOD SORTING* Total annual market size
Market growth • Total market for food sorting growing around 68% per year
EUR million
•
~1 100
—
•
~770
Approximately a third of total growth is dormant potential only unlocked by development of new applications and technologies
New world share grows but the two old world champions (Europe & Americas) remain strong
Expected development in geographical revenue contribution 2018 35 %
31 %
26 % 43 %
2013 31 %
2013
2018
* Market sizes shown include peeling, meat/process analytics, virgin materials and tobacco.
34 % ROW
US
EUR 66
AN INCREASING SHARE OF POTATOES ARE PROCESSED AND SORTED Potato production per year Million metric tons
Global potato production
370
Potatoes for human consumption
250
Potatoes processed
125
Potatoes sorted
Potatoes sorted with TOMRA sorters
Source: TOMRA analysis
75
30
Urbanization and growing incomes drive growth for packaged and processed potatoes Demand for packaged and processed potatoes drive industrialization of the potato value chain, including sensor based sorters In many applications, potatoes can be sorted multiple times, further increasing the potential TOMRA now also offer solutions for seed potatoes, which are not for human consumption, thus further expanding the market for sorters ESTIMATES
67
FOOD COMPETITIVE LANDSCAPE
# of installed machines
>3,000
TOMRA competitive positioning • • • • • • •
1,0003,000
0-1,000
10-25 markets
25-50 markets
Size (revenues) Widest range of applications (150+) Broadest technology base Geographic reach (~80 countries) Market share in targeted segments Transformative solutions (Q-Vision) Market share: 40-50% in markets served*
>50 markets
Revenue from sensorbased sorting
Geographic presence Source: TOMRA estimates and analysis * Total Food sorting (also including rice and lane sorting): 12-15% 68
TOMRA HAS THE BROADEST FOOTPRINT WITHIN THE FOOD SORTING UNIVERSE
Free fall
Belt
Lane
SK
NDF
PFV
FV
FF
Other
Rice, Seeds & Kernels
Nuts & Dried Fruit
Processed Fruits & Veg
Fresh Vegetables
Fresh Fruits
Confectionary, etc.
Circa 25%* of annual global sorter sales revenue
Circa 5%* of annual global sorter sales revenue
Circa 40%* of annual global sorter sales revenue
Circa 30%* of annual global sorter sales revenue
* TOMRA estimates 69
OUR BROAD COVERAGE AND TECHNOLOGY BASE IS SETTING US APART DRIED FRUIT FOOD
SENSOR TECHNOLOGY
• Apricots • Craisins • Figs • Prunes • Raisins
LASER NIR VIS X-RAY
NUTS
• Almonds • Cashews • Hazelnuts • Macadamias • Peanuts • Pecans • Pistachios • Seeds • Walnuts
LASER CAMERA X-RAY
FRESH CUT
• Baby leaves • Iceberg lettuce • Spinach • Spring mix
FRUIT
VEGETABLES
MEAT
• Apples • Blackberries • Blueberries • Cherries • Citrus • Cranberries • Peaches &
• Beans • Beet • Broccoli • Carrots • Corn • Cucumbers • IQF
• Bacon bits • Beef • IQF meat • Pork • Pork rind
pears • Raspberries • Strawberries • Tomatoes
LASER CAMERA
LASER CAMERA NIR VIS
SEAFOOD
• Washed • Mussels • French fries • Scallops • Unpeeled • Shrimps • Peeled • Potato chips • Specialty products • Sweet
vegetables • Jalapenos/ Peppers • Onions • Peas • Pickles LASER CAMERA NIR VIS
POTATOES
LASER CAMERA NIR
LASER CAMERA NIR VIS
LASER CAMERA NIR VIS X-RAY
70
WE ARE UNIQUELY POSITIONED TO SERVE THE ENTIRE VALUE CHAIN WITH OUR PRODUCT PLATFORM
Sales of potato-related products account for about 25% of the sales in the food division 71
OUR CUSTOMERS We are active in five continents and 80 markets •
6 of the 10 largest, global food companies are our customers
•
We have ~2,000 customers globally
TSS Food provides sorting solutions for: •
Growers: Harvester mounted tomato, onion and garlic sorters -
•
Packers: Sorting of many different types of fruit and vegetables by color, size, shape, defect, blemish, damage or foreign objects
•
~5% of our customers
~30% of our customers
Processors: Sorting of processed potatoes (French fries, chips), fruits and vegetables -
~65% of our customers
72
SPECIALTY PRODUCTS APPLICATIONS
RAW MATERIALS APPLICATIONS
SENSOR TECHNOLOGY
TOBACCO
• Virgin plastics • Synthetic rubber • Virgin wood • Specialty chemicals
• Threshing lamina • Threshing stems • Oriental leaf • Primary lamina • Primary stems
LASER/FLUO CAMERA HYPERSPECTRAL
LASER/FLUO CAMERA
10 %
Peeling
15 %
Meat (Process Analytics)
Raw materials and tobacco
75 % (Food Sorting)
Vegetables, fresh cut, processed lettuce and spinach Nuts
Fruits
Dried Fruit and Seafood
Potatoes
Whole product sorting
73
PAYBACK CALCULATION FOOD MACHINE* From manual sorting of bell peppers to automation • Investment: 2 machines EUR 660k • Customer reduces manual labor by ~80% • Reduction in input materials of ~30% • Reduction of waste by 25% • Delivering an increased output of ~25% Total annual benefits for the customer of EUR 600k Year
(Numbers in EURk)
Customer return on investment (ROI) Machine purchase cost
1
2
-660
Replacement of manual labor
280
280
Yield improvement
150
150
Reduced claim reductions & recalls
50
50
Product on hold or rework
50
50
Increase in throughput
70
70
Total expected benefits
600
600
Recurring cost of machine
-72
-100
-132 -20 %
500 56 %
Net effect Accumulated ROI
Before
After
Manual labor (persons)
45
9
Input material (t/h)
16
11.5
55 %
75 %
6.5
8
Yield Output (t/h)
NOTE: ROI and payback will vary greatly between customers, machines and applications Calculations are only for illustrative purposes
Payback time for the client: Just over 1 year 74
INTEGRATION IN FOOD PROGRESSING AS PLANNED
•
Very good progress in integrating R&D and operations departments
•
Creating a common, wellfunctioning sales team with an agreed ambitious joint strategy
•
New products already launched benefiting from the wide in-house technology portfolio we have
We are now the clear market and technology leader in food sorting 75
76
GLOBAL DRIVERS FOR THE RECYCLING SEGMENT Drivers and trends •
Consumption and industry production level increase
•
Favorable changes in regulatory framework (DSD, WEEE, ELV, etc)
•
Commodity price levels and fluctuation
•
Access to financing
•
Demand for recycled raw materials
•
Increasing labor costs in emerging world drive adoption of automatic sorting technologies
•
Some countries in Western Europe partly saturated
•
Pre-sorted (plastics) still door opener in new markets
•
Municipal Solid Waste (MSW) important in emerging countries
•
More aggressive pricing from competitors affect market
77
MARKET SIZE RECYCLING Total annual market size
Market growth
EUR million
•
Market expected to grow at around 7-9% per year, lower than previous expectations due to economic slowdown
•
Demand in old world flattening, while new markets expected to drive growth
•
Existing segments will serve as a base, whilst the majority of growth will come from:
180 120
2013
—
New geographies
—
New applications
—
New products
2018
78
ONLY A SMALL FRACTION OF MSW IS CURRENTLY SORTED Municipal solid waste production per year Million metric tons
Total global MSW production
2 000
1 300
MSW collected
# sorters
MSW suitable for sensorbased sorting
400
MSW sorted with sensorbased sorters
12
MSW sorted with TOMRA sorters
8
Source: TOMRA analysis
A large, although declining, fraction of MSW is today not even collected
10-15 000
The majority of collected MSW goes directly to landfills without any treatment
Automatic sorting is competing with landfilling, incineration and manual sorting
ESTIMATES
79
RECYCLING COMPETITIVE LANDSCAPE
# of installed machines
>3,000
TOMRA competitive positioning • • • •
1,0003,000
• •
Largest installed base Highest revenues Broadest technology platform Highest number of applications and markets served Leading brand Market share: 55-65%
0-1,000
10-25 markets Revenue from sensorbased sorting
25-50 markets
>50 markets
Geographic presence
Source: TOMRA estimates and analysis
80
RECYCLING: APPLICATIONS AND SENSOR TECHNOLOGY
MATERIAL
HOUSEHOLD WASTE
PACKAGING
C&D
• Hard plastics • Plastic film • Mixed paper • RDF • Metals • Organics/
• Plastics • Plastic film • Cardboard • Mixed paper • Deinking paper • Metal
• Inert material • Plastic film • Metals • Wood • Paper &
NIR VIS EM
NIR VIS XRT EM
Biomass
SENSOR TECHNOLOGY
NIR VIS XRT
Mixed paper
PE/PP flakes
Cardboard • Plastics
Cleaned wood
AUTOMOBILE SHREDDER
ELECTRONIC SCRAP
• NF metal • Stainless steel • Copper cables • Copper • Brass • Aluminum • Meatball sorting
• Printed circuit
NIR VIS XRT EM COLOR XRF
XRT EM NIR COLOR XRF
Copper Wire
boards • Non-ferrous metal concentrates • Cables • Copper • Brass • Stainless steel • Meatball sorting
Brass
81
PAYBACK CALCULATION RECYCLING MACHINE Background:
Autosort
•
Waste management plant in UK
•
Annual throughput of 130,000 tons per annum (two shifts of 8 hours at 90% availability)
•
By installation of sorters, 30 manual workers can be replaced
•
Additional benefit through higher material recovery: €880K (assume 10% high recovery of recyclables)
(Numbers in EURk)
Customer return on investment (ROI) Machine purchase cost Total expected benefits Recurring cost of machine Net effect Accumulated NPV Accumulated ROI
Year 1 -1 125 960 -93 702 702 62 %
2 960 -93 867 1 473 131 %
NOTE: ROI and payback will vary greatly between customers, machines and applications Calculations are only for illustrative purposes
Payback time for the client: Just over 1 year 82
83
THE CONCEPT OF SENSOR-BASED SORTING IN MINING Mining process: Industrial minerals
Mining process: Metal mining
Run of Mine (ROM)
Run of Mine (ROM)
Primary Crushing
Primary Crushing
Secondary Crushing
Sensor Based Sorting
• 15% to 50% of the ROM
Sensor Based Sorting Waste
Product
can be rejected in an early stage of the process (application dependent)
• These low grade waste
Waste
Beneficiation Plant: Milling Screening DMS Flotation
rocks don’t need to be transported, crushed, grinded or further treated
Tailings (fines)
Product
Current segment
Potential new segment
84
GLOBAL DRIVERS FOR THE MINING SEGMENT •
Energy costs and water stress are major drivers
•
Demand of all commodities is expected to grow with increased population and urbanization in the drivers seat
•
Increasing labor costs in emerging world drive adoption of automatic sorting technologies
•
Mining companies capex impact the investment sentiment
•
Sensor based sorting is considered to be a future solution -
Hardest competition comes from alternative well proven technologies
85
MARKET SIZE MINING Total annual market size
Market growth • Capex is forecasted to decline 2013 – 2014 (down 20% versus 2012)
EUR million
•
Expected to pick-up again during 2015
•
Sensor based machines sales expected to grow at around 15% per year —
40 20
2013
•
Growth is however conditional on new applications and technologies being developed
Sensor based sorting is still a technology to be accepted and growth in this niche has been limited in recent years
2018
86
LARGE POTENTIAL IN HIGH VOLUME SEGMENTS SUCH AS COAL Coal production per year Million metric tons
Total global coal production
# sorters
Coal where sensor based sorting can be used for upgrading
Source: TOMRA analysis
Sensor-based sorting competes with other, established, methods for upgrading, such as dense media separation (DMS)
3 000
Coal that needs upgrading
Coal upgraded by sensorbased sorters today
Some coal does not need to be upgraded before use
7 500
1 000
2
1000-1200
Sensor-based sorting is particularly suitable in areas with water scarcity, but is not suitable for the smallest fractions (200
TOMRA competitive positioning • • • •
50-200
•
Wide geographical coverage Broadest technology platform Leading brand Pioneering in developing high volume sorter in corporation with Rio Tinto Market share: 40-50%
0-50
10-25 markets Revenue from sensorbased sorting
25-50 markets
>50 markets
Geographic presence
Source: TOMRA estimates and analysis
88
MINING: APPLICATIONS AND SENSOR TECHNOLOGY
COMMODITY
SENSOR TECHNOLOGY
INDUSTRIAL MINERALS
BASE & Fe METALS
FUEL/ ENERGY
• Calcite • Quarts • Feldspar • Magnesite • Talcum • Dolomite • Salt
•Copper • Zinc • Nickel • Tungsten • Iron • Manganese • Chromite
• Coal • Uranium
COLOR XRT NIR XRF
XRT COLOR EM NIR
XRT RM
Calcite
Copper
PRECIOUS METALS
• Gold • Platinum
DIAMONDS & GEMS
METAL SLAG
• Diamonds • Tanzanite • Colored
• Stainless steel • Copper • Chrome
gemstones
XRT COLOR XRF NIR
Coal
Gold
COLOR XRT XRF NIR
Diamonds
XRT XRF EM
Ferro Silica Slag
89
PAYBACK CALCULATION MINING MACHINE Background:
PRO Secondary/Tertiary XRT
•
Poly-metallic ore in Scandinavia
•
Before installation the customer mines, transports and processes 700kt per year
•
By installation of sorters, the amount ore to be treated can be reduced by 155kt per year
•
As an additional benefit, 155kt capacity in the process plant is now available to treat high grade material
Year
(Numbers in EURk)
Customer return on investment (ROI)
1
2
Machine installation cost
-2 100
Total expected benefits
3 650
3 650
Recurring cost of machine
-650
-650
Net effect Accumulated ROI
900 43 %
3 000 186 %
NOTE: ROI and payback will vary greatly between customers, machines and applications Calculations are only for illustrative purposes
Payback within the first year of usage 90
UPDATE ON THE RIO TINTO R&D PARTNERSHIP Background • TOMRA and Rio Tinto agreed in Q1 2012 to form a 5 year strategic R&D partnership with the aim to develop commercial scale sorting systems for upgrading bulk minerals • This partnership is focused on scaling up Rio Tinto's iron ore and copper sorting technologies IronX™ and NuWave™
Progress • Target to develop a machine capable of sorting 1,000 tons per hour — Best current solution sorts 100 tons per hour • Both parties are honoring the 2012-contract • Due to confidentiality, TOMRA is prevented from disclose more info around this project at this stage
Source: Rio Tinto corporate presentations and website 91
Financial development and targets
92
GROUP KEY FINANCIALS DEVELOPMENT Revenues
Gross Contribution and margin
1 800
4 000
1 600
3 500
1 400 MNOK
MNOK
3 000 2 500 2 000
1 200 1 000 800
1 500
600
1 000
400
500
200
0
0 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Earnings per share 20% 18% 16% 14% 12% 10% 8% 6% 4% 2% 0%
800 700 600 500 400 300 200 100 0 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
3.50 3.00 NOK per share
EBITA and margin
MNOK
50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0%
2 000
4 500
2.50 2.00 1.50 1.00 0.50 0.00 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Adjusted for EU-penalty in 2010
NOTE: 2013 figures comprise actual YTD September 13 + 4Q13 market consensus. Should not be read as guidance. 93
COLLECTION SOLUTIONS FINANCIALS 2004-2013 Revenues
Gross Contribution and margin
3 500
1 200
3 000
1 000
40% 35%
800
2 000
MNOK
MNOK
2 500
45%
1 500
30% 25%
600
20%
400
1 000
15% 10%
200
500
5%
0
0 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
0% 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
EBITA and margin 600
20%
18% 500
16% 14%
400 MNOK
NOTE: 2013 figures comprise actual YTD September 13 + 4Q13 market consensus. Should not be read as guidance
12% 300
10% 8%
200
6% 4%
100
2% 0
0% 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Collection includes Presona until divested in 2Q10 Included non-deposit
94
SORTING SOLUTIONS FINANCIALS 2004-2013 Gross Contribution and margin
1 800
900
1 600
800
1 400
700
1 200
600
1 000
500
40%
400
30%
MNOK
MNOK
Revenues
800 600
300
400
200
200
100
70% 60% 50%
20% 10%
0
0 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
0% 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
EBITA and margin 250
35% 30%
200
NOTE: 2013 figures comprise actual YTD September 13 + 4Q13 market consensus. Should not be read as guidance
MNOK
25% 150
20%
100
15% 10%
50
5%
0
0% 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
95
2010-2015 TARGETS: FROM 2010 TO DATE
3 segments merged into 2 from 2012 – targets adjusted accordingly
TARGETS 2010 -2015 Yearly growth 4 – 8% 40% reduced COGS on new RVMs EBITA-margin 17%-22%
TARGETS 2010 -2015 Yearly growth 10 – 15% Geographical Expansion EBITA-margin 18%-23% 96
HOW DID IT GO? Tomra Collection Solutions
TARGETS 2010 -2015 Yearly growth 4 – 8% 40% reduced COGS on new RVMs EBITA-margin 17%-22%
2010-2013: CAGR 3%
2010-2013: AVE. EBITA%18
Tomra Sorting Solutions
TARGETS 2010 -2015 Yearly growth 10 – 15% Geographical Expansion EBITA-margin 18%-23%
2010-2013: CAGR 51% 2010-2013: Organic CAGR 9%
2010-2013: AVE. EBITA% 17%
NOTE: 2013 figures comprise actual YTD September 13 + 4Q13 market consensus. Should not be read as guidance
97
CHOOSING TOMRA’S FINANCIAL TARGETS A jungle of financial parameters in corporate communication...
Dividend EBITDA% Growth% EBIT% payout EBITA% R&D Gross Service spending Margin as a % of Weighted sales Return Average Return On On Return On Cost of Capital Net Debt/ Equity Capital Employed Invested EBITDA (ROE) Capital (WACC) (ROCE) Equity (ROIC) Capex ratio
What is relevant for TOMRA?
Sticking to our 3 targets
1. Growth % 2. EBITA% 3. Dividend payout
98
TARGETS COLLECTION SOLUTIONS
Growth targets:
EBITA targets:
2010-2015 target: 4-8%
2010-2015 target: 17-22%
2013-2018 target: 4-8% (unchanged)
2013-2018 target: 17-22% (unchanged)
NOTE: 2013 figures comprise actual YTD September 13 + 4Q13 market consensus. Should not be read as guidance 99
TARGETS SORTING SOLUTIONS
Growth targets:
EBITA targets:
2010-2015 target: 10-15%
2010-2015 target: 18-23%
2013-2018 target: 10-15% (unchanged)
2013-2018 target: 18-23% (unchanged)
NOTE: 2013 figures comprise actual YTD September 13 + 4Q13 market consensus. Should not be read as guidance 100
FINANCIAL HIGHLIGHTS BALANCE SHEET, CASH FLOW AND CAPITAL STRUCTURE Cashflow (NOKm)
2013
From operations From Investing Free cashflow after tax (I)
540
550
566
525
457
375
(201)
(209)
(150)
(229)
(163)
(182)
339
341
416
297
294
193
383
(185)
Dividend Share buy back Dividend minorities Paid back to owners (II) From Acquisitions (III) Net cashflow = (I) + (II) + (III)
Amounts in NOK million
2012
2008
2007
2006
2005
2004
Total
526
346
243
381
4 509
(143)
(140)
(65)
(136)
(1 617)
207
177
245
2 892
(89)
(81)
(75)
(70)
(65)
(61)
(321)
(54)
(1 155)
(5)
(4)
(4)
(50)
(202)
(408)
(422)
(211)
0
(1 306)
(25)
(34)
(28)
(30)
(15)
(21)
(13)
(17)
(12)
(13)
(208)
(210)
(195)
(121)
(116)
(140)
(293)
(486)
(499)
(545)
(66)
(2 670)
0
(829)
(407)
(79)
(113)
(111)
(260)
(1 943)
129
(683)
(112)
102
(405)
(479)
(81)
(1 720)
0
(144)
154
(244)
0 (103)
31 Sept. 2013
• Intangible non-current assets
2,451
• Tangible non-current assets
591
• Financial non-current assets
262
• Inventory
902 1,371 147
LIABILITIES AND EQUITY
5,724
• Equity
2,573
• Minority interest
2009
(155)
5,724
• Cash and cash equivalents
2010
0
ASSETS
• Receivables
2011
84
• Interest bearing liabilities
1,654
• Non-interest bearing liabilities
1,413
NOTE: 2013 figures comprise actual YTD September 13 + 4Q13 estimated to be equal to the average of the last four 4Qs. Should not be read as guidance 101
FINANCING Utilized 1654 MNOK
2000 1800
50 50
Committed and uncommitted credit lines
1600
Interest bearing debt
1400
750
C
1200 1000
Eksportfinans (A)
DNB (B)
DNB/SEB (C)
3 year term loan
5 year revolving credit facility
3 year revolving credit facility
Established
July 2011
January 2011
July 2012
Expire
July 2014
January 2016
July 2015
NOK 500 million
NOK 500 million
EUR 100 million (~NOK 750 million)
Bullet
Bullet
Bullet
Interest
Floating, 3m
Floating, 1-12 m
Floating, 1-9 m
Margin
52 bps above NIBOR
60 - 90 bps above NIBOR/EURIBOR
110 – 165 above EURIBOR
Pledge
Negative
Negative
Negative
30% Equity
30% Equity
30% Equity
Type
Amount
800
500
B Repayment
600 400 200
500
A
Covenants
0
102
3. DIVIDEND PAYOUT (EU FINE ADJUSTED) New dividend policy Dividend policy (Since AGM 2012): • Ambition is to distribute 40 - 60% of earnings per share.
• When deciding the annual dividend level, the Board of Directors will take into consideration: — Expected cash flow — Capital expenditure plans — Acquisitions — Financing requirements and appropriate financial flexibility
103
A COMMENT ON RETURN ON CAPITAL EMPLOYED ROCE ex. intangibles ROCE incl. intangibles
Capital employed is calculated as EBITA/Net assets: • (Net assets = Total Assets – Total debt, adjusted for cash, interest bearing debt, and tax items) • 2010 ROCE for TCS is adjusted for EU fine
TOMRA has delivered ROCE in the range 30-50% for the last three years 104
CURRENCY EXPOSURE Revenues and expenses per currency;
NOTE: Rounded figures
EUR*
USD
NOK
SEK
OTHER
TOTAL
Revenues
45 %
30 %
5%
10 %
10 %
100 %
Expenses
45 %
25 %
10 %
10 %
10 %
100 %
EBITA
45%
65 %
- 30 %
10 %
10 %
100 %
* EUR includes DKK
10% change in NOK towards other currencies will impact;
Revenues
Expenses
EBITA
EUR*
4.5%
4.5%
4.5%
USD
3.0%
2.5%
6.5%
SEK
1.0%
1.0%
1.0%
OTHER
1.0%
1.0%
1.0%
ALL
9.5%
9.0%
13.0%
HEDGING POLICY
• TOMRA hedges B/S items that will have P/L impact on currency fluctuations
• TOMRA can hedge up to one year of future predicted cash flows. Gains and losses on these hedges are recorded in the finance line, not influencing EBITA
* EUR includes DKK
105
Q&A
COLLECTION SOLUTIONS – FINANCIAL DASHBOARD RVM
Material Recovery
0-10%
0-3%
3-5%
~75%
90-100%
25%
30-40%
~15%
10-15%
Market share Geographical diversity Cyclicality
Profitability (ROCE)*
Recurring revenue
Industry growth
Dashboard
Compaction
RVM
Material Recovery
Compaction
75%
60%
25%
20-30 markets
10 markets
30 markets
Low
Low
Medium
TARGETS 2013 -2018 Yearly growth 4 – 8% COGS cut program continues: 40% reduced COGS on new RVM machines from 2010 to 2015 EBITA-margin 17%-22% * Ex goodwill
107
FINANCIAL DASHBOARD – SORTING SOLUTIONS Dashboard
Recycling
Mining
40-50 %⁽ⁱ⁾
55-65 %
40-50 %
45-50 markets
40-50 markets
20-30 markets
Medium
High
High
Recurring revenue 15-20%
Profitability (ROCE)* 45-55%
Geographical diversity
5-15%
Cyclicality
Industry Growth
Market share
Food
TARGETS 2013 -2018 Yearly organic growth 10-15% Geographical expansion EBITA-margin 18-23% (i) In markets served. Total food sorting (incl. rice and lane sorting*) 12-15% * Ex goodwill
108
Copyright The material in this Document (which may be a presentation, video, brochure or other material), hereafter called Document , including copy, photographs, drawings and other images, remains the property of TOMRA Systems ASA or third party contributors where appropriate. No part of this Document may be reproduced or used in any form without express written prior permission from TOMRA Systems ASA and applicable acknowledgements. No trademark, copyright or other notice shall be altered or removed from any reproduction Disclaimer This Document (which may be a presentation, video, brochure or other material), hereafter called Document, may include and be based on, inter alia, forward-looking information and statements that are subject to risks and uncertainties that could cause actual results to differ. The content of this Document may be based on current expectations, estimates and projections about global economic conditions, including the economic conditions of the regions and industries that are major markets for TOMRA Systems ASA and its subsidiaries and affiliates. These expectations, estimates and projections are generally identifiable by statements containing words such as “expects”, “believes”, “estimates” or similar expressions, if not part of what could be clearly characterized as a demonstration case. Important factors that could cause actual results to differ materially from those expectations include, among others, changes in economic and market conditions in the geographic areas and industries that are or will be major markets for TOMRA Systems ASA. Although TOMRA Systems ASA believes that its expectations and the Document are based upon reasonable assumptions, it can give no assurance that those expectations will be achieved or that the actual results will be as set out in the Document. TOMRA Systems ASA does not guarantee the accuracy, reliability or completeness of the Document, and TOMRA Systems ASA (including its directors, officers and employees) accepts no liability whatsoever for any direct or consequential loss arising from the use of this Document or its contents. TOMRA Systems ASA consists of many legally independent entities, constituting their own separate identities. TOMRA is used as the common brand or trade mark for most of these entities. In this Document we may sometimes use “TOMRA”, “TOMRA Systems”, “we” or “us” when we refer to TOMRA Systems ASA companies in general or where no useful purpose is served by identifying any particular TOMRA Company 109