TOMRA SYSTEMS ASA CAPITAL MARKETS DAY 2013

TOMRA SYSTEMS ASA CAPITAL MARKETS DAY 2013 1 POSITIONING TOMRA TOWARDS MACRO TRENDS THE CHALLENGE: 3 billion more middle-class consumers expected t...
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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