B 11383 Fa 0120 D 26 A

TOMRA SYSTEMS ASA
CAPITAL MARKETS DAY 2013

1
POSITIONING TOMRA TOWARDS MACRO TRENDS
THE CHALLENGE: THE OPPORTUNITY:
3 billion more middle-class $2.9 trillion of savings in

consumers expected to be in the 2030 from capturing the resource
global economy by 2030 productivity potential
Up to $1.1 trillion At least $1 trillion

spent annually on resource more investment in the resource
subsidies 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 metal-
recycling machines
8
2011-2013: AN EVENTFUL PERIOD
9
TOMRA -
A MARKET LEADER IN ALL ACTIVE MARKETS...
60 % 40 %
REVERSE VENDING MATERIAL RECOVERY COMPACTION FOOD RECYCLING MINING
Market share: Market share: Market share: Market share: Market share: Market share:
~75% ~60% ~15-20% ~40-50% * ~55-65% ~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 EBITA and margin
4000 2000 46% 800 20%

45% 750
1800 18%
3500 700
44%
MNOK
1600 650 16%
MNOK
MNOK
3000 43% 600

1400 550 14%
42%
2500 1200 500
41% 12%
450
2000 1000 40% 400 10%
2008 2009 2010 2011 2012 2008 2009 2010 2011 2012 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 Custo-
sensor- mized
based industry
tech solutions
Standardized/ modula-
rized product design
Effective and flexible supply
Supporting chain management
Capabilities
International sales and service reach
Growth-oriented management
Reputation as industry Customer network and

Unique Assets
leader large installed base
SOURCE: Booz for TOMRA
12
…IMPLEMENTED IN THE WAY WE RUN OUR BUSINESS
Leadership
Technology position in Investing
leadership markets and in our
applications people
Ethical business Focus on core Favorable

behavior positioning
towards trends
Short vs. long

Economies Entrepreneurship term focus
of scale
13
AMBITIOUS TARGETS FOR GROWTH AND
POSITIONING…
Collection Solutions Sorting Solutions
1 Growth • Overall revenue growth of 4-8% • Overall revenue growth of 10-15%
2 Profitability • EBITA margins : 17-22% • EBITA margins: 18-23%
• Product roadmap to ensure • Product roadmap with several

3 Technology competitiveness breakthrough developments
• Capture new revenue streams • Common sorting platform
• Ambitious COGS savings program

4 Operations • Continue COGS cutting program • Production and increased sourcing in
China and other low cost countries
5
• Current focus on integration
M&A
• No larger M&A expected in the short term
14
…TO BE EXECUTED WITHIN OUR STRATEGIC DIRECTION
IT/
Software
DEPOSIT TOPLINE GROWTH

New Process TECH LEADERSHIP Raw
Depot
Materials Analytics OP. EFFICIENCY Materials
PET
ALUMINUM
GLASS
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 % 40 %
Share of Group Share of Group Share of Group Share of Group Share of Group Share of Group
revenues: revenues: revenues: revenues: revenues: revenues:
43% 13% 4% 24% 13% 3%
18
19
THE GLOBAL BEVERAGE MARKET
Global beverage consumption Breakdown of per capita consumption
100% = ~1.6 trillion liters Liters per person per year (global average)
North Carbonated soft drinks 31

America
Packaged water 25
12
Juice and nectars 12
Asia
South
Iced tea/coffee 6
12 America
42
Squash and fruit powders 6
Sports and energy drinks 2
15 Beer 28
Western
Europe Spirits 5
8 Wine 3
11
Eastern Dairy drinks 38
Middle East Europe
and Africa Hot drinks 75
TOTAL 231
ESTIMATES
Source: REXAM consumer packaging report 2011/2012; TOMRA analysis
20
THE GLOBAL BEVERAGE PACKAGING MARKET
Size of global packaging market Packaging mix for key categories
Billion units per category, 100% = ~1.8 trillion units Percent
Carbonated Soft Drinks Beer
10 20 10
23
350 10
450
5
62
60
140 325 Cans Plastics Glass Bulk packs Cans Plastics Glass Draught
Iced tea/coffee Sports and energy drinks

70
10 10 10
60 300
35 10 15
25
8
10
65
CSD Beer Water 62
Sports/energy drinks Wine Spirits
Iced tea/coffee Juices Dairy
Cans Plastics Glass Carton Other Cans Plastics Glass Other
ESTIMATES
Source: REXAM consumer packaging report 2011/2012; TOMRA analysis
21
RECYCLING RATES FOR BEVERAGE PACKAGING
Recycling rates for selected packaging categories Estimated global UBC recycling rates
Globally: ~70%
USA: 65%
EU: 66% 40%
JPN: 93%
Globally: ~35% 35 %
USA: 29%
EU: 48%
JPN: 72%
Globally: ~35%
USA: 35%
EU: 68%
JPN: 90%
Globally: ~15-20%?
USA: 10-15%?
EU: 37%
India: 18%, China: 10%, Egypt: 13% Across all beverage Across CSD, beer, and
categories packaged water
ESTIMATES
Source: Alcoa; Napcor; Aluminum Association/CMI; European Aluminum Association; TOMRA analysis
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
400
1 100
4 000
Central & Nordic Western & North Other TOTAL

Eastern Southern America
Europe Europe
Source: TOMRA analysis
26
GLOBAL INSTALLED BASE (ACTIVE SYSTEMS)
Nordic: ~17,000
(TOMRA: ~90%)
Central & Eastern

Europe: ~46,000
(TOMRA: ~67%)
North America: Asia: ~1,000

~20,000 (TOMRA: ~64%)
(TOMRA: ~75%)
Western & Southern

Europe: ~7,000
(TOMRA: ~94%)
South America:
~1,000
(TOMRA: ~90%) All deposit markets
Non-refillable only
Refillable only
ESTIMATES
Source: Envipco 2011 prospectus; Repant annual reports; DPG database; company websites; TOMRA analysis
27
COMPETITIVE LANDSCAPE
>70,000
10,000-
70,000
# of installed RVS
5,000-10,000
500-
5,000
KANSMACKER,
MAX
<500 COMPACTION,
RVM TECH,
DIGI, INCOM,
ECO POINT
1-5 6-10 11-20 21-30 >30
Number of RVS markets

Annual revenue
from RVS sales
ESTIMATES
Source: TOMRA estimates and analysis
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
Increased political momentum – new markets and

6
increased scope of existing systems
29
RVM: OUR STRATEGY 2013 -2018
Defend and nurture core • Increase differentiation towards competition

1
deposit market business • Further reduce the cost of reverse vending systems
• Increase scope of existing deposit markets

Ensure continued relevance
2 • Assist in developing new deposit markets
of deposit systems
Embrace new business • Capture new volume by entering new segments

3
models • Create new revenue streams from Software/IT
4 Expand scope of business • 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 ~2,000 ~2,000 ~1,500 ~1,500
2006 2007 2008 2009 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
Introduction of
COGS savings to date new products
(at higher price!)
• Our new portfolio has been designed to allow
an even higher degree of low cost country Rapid
implementation
sourcing and to benefit from modern of new sourcing
manufacturing processes setup
0%
• In the early phase of a product’s lifetime, COGS 2010 2015
will be high due to small sourcing volumes and
high cost of certain cutting-edge components
ILLUSTRATIVE
34
EXAMPLE: CHANGES IN SOURCING SETUP
COGS distribution by region (sourcing)
100%
90%
30%
80% 43%
47% 47%
70% 60%
60% 80%
Rest of the World
35%
50%
East Europe
28%
40% 29% 28% Asia
30% 23%
20%
35%
15% 25% 29%
10% 24%
17%
5%
0%
2009 2011 2012 status 2012 plan 2013 plan 2015 ambition
35

1
deposit market business • Further reduce RVS lifetime cost

of deposit systems

3
36
ENSURE CONTINUED RELEVANCE OF AUTOMATED
DEPOSIT SYSTEMS
Handling method for deposit containers Share of containers sold with deposit
Percent of total Percent of total
15 %
40 %
60 %
85 %
Handled with RVS Containers sold with deposit

Handled manually Containers sold without deposit
ILLUSTRATIVE
37
INCREASE SCOPE OF EXISTING DEPOSIT MARKETS
Beverage categories excluded from deposit

systems, but suitable for RVMs
Cartons Sports drinks
Water Juice
38
NEW DEPOSIT MARKETS
Pilot machines at Whitmuir Farm

and Heriot-Watt University
North America: Scotland: Eastern Europe:

Annual opportunities for Potential for ~2,000 Potential for ~2,000
new bottle bills, e.g. in machines from 2016 and machines in Latvia and
Minnesota onwards Lithuania from 2015
/2016 and onwards
Spain: Australia
Potential for 15,000+ Potential for ~5,000+
machines from 2015 and machines from 2014 and
onwards onwards
Pilot machine in Commercial installation

Cadaques, Cataluña in Northern Territory
39

1

of deposit systems

3
40
INCREASE NUMBER OF CONTAINERS TOUCHED
Number of Reverse Vending Machines

Units
All beverage containers sold

5 000 000
through RVMs Some containers (asymmetrical, oversized,
cartons etc.) cannot be collected in
traditional RVMs (TOMRA is now changing
All recycled containers the game with our new T-9)
2 000 000
through RVMs
RVMs are competing against generic

All beverage containers sold solutions such as curbside programs and
500 000
with deposit through RVMs igloos, even in markets where containers
are sold with a deposit
RVMs deployed today 90 000 Still, there are opportunities to shift

container volumes towards automated
systems
TOMRA RVMs deployed today 70 000
ESTIMATES
41
ENTER NEW SEGMENTS
>200,000
Depot segment
opportunity
50,000- TOMRA’s current

200,000
sweet spot
Price (EUR)
10,000-
50,000
3,000-
5,000
Small stores Hypermarkets, C&C Large depots,

Discounters/Supermarkets
RCs, small depots etc. counting centers
0.1 -0.3 M UBC/year 0.3 -1 M UBC/year 1-3 M UBC/year 3-5 M UBC/year 5 -15 M UBC/year 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 SOFTWARE-BASED BUSINESS

MODEL MODEL
45

1

of deposit systems

3
46
TARGET NEW MATERIAL STREAMS
47
WHY TOMRA? - POTENTIAL SYNERGIES
• Leverage existing customer • Leverage network of field • Leverage existing

relationships and sales technicians production capacity,
channels to sell new • Leverage back-end systems warehousing etc.
solutions for monitoring, dispatching • Tap into sourcing network
• Bundle products and online/hotline support to bring down COGS
Sales Service Supply chain
• Leverage digital platform , • Leverage remote monitoring

ReACT, across all consumer- tool - TOMRAPlus - across
facing products all products/streams
SW front-end SW back-end
48
ORDER OF PRIORITY
2. MARKET
DEVELOPMENT
4. DIVERSIFICATION
«Develop new deposit
New «Introduce solutions for
markets»
new material streams»
«Expand scope of existing
Markets
deposit systems»
3. PRODUCT
1. MARKET
DEVELOPMENT
PENETRATION
«Enter depot/C&C/RC
Existing
«Maintain market share

segment»
by increasing
differentiation and
«Monetize IT/SW
reducing COGS»
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 % 40 %
Share of Group Share of Group Share of Group Share of Group Share of Group Share of Group
revenues: revenues: revenues: revenues: revenues: revenues:
43% 13% 4% 24% 13% 3%
52
STRONG REVENUE GROWTH SINCE INCEPTION IN 1996
Revenue development and key milestones BEST

acquired
EURm
227* • Total revenue growth
(organic plus inorganic) of
~37% per year from 2004-12
Ultrasort Odenberg
acquired acquired — Organic growth for the
same period was ~21%
• Technology base and

CommoDas
acquired segment/application
knowledge expanded both
TITECH Real Vision TITECH
through acquisitions and in-
Visionsort AS Systems acquired by house ventures
established acquired TOMRA
14.5
QVision AS
0.5 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 • Market expected to grow at rate of
around 7-9% per year
• A large part of growth from unlocking
~1 320 of dormant potential – only possible by
developing new applications and
technologies
• Some growth in “old world”, but faster
~910 growth in “new world”
1 100 Expected development in geographical

Food
revenue contribution
Mining
770
2018
Recycling 34 %
29 % 39 %
38 %
40 2013
20
180
120 33 %
2013 2018
27 %
* Market size for food includes peeling, meat/process analytics, virgin materials and tobacco. 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 The macro environment impacts sales
Q1 Q2 Q3 Q4
• Food: Higher activity towards the end of the year • Recycling: The more the prices either decline
as clients want deliveries close to the harvesting or fluctuate the more hesitant our clients will
season be to invest in equipment
• More activity in the second half as influenced by — Metal segment more cyclical than waste,
harvesting season in US and EU/Northern but sensitivities also towards
Hemisphere 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
Mining
2 Sensor
3 Separation chamber
58
CUTTING-EDGE TECHNOLOGY DRIVEN BY SIGNIFICANT
INVESTMENTS IN R&D…
SENSOR PORTFOLIO
Electromagnetic Sensor (EM) Radiometry (RM)

Material property detected: Material property detected: Natural • In-house R&D department with more than
electromagnetic properties like Gamma-Radiation 20% of all employees
conductivity and permeability
CCD Color Camera (COLOR) IR Camera (IR) • 8% of revenue invested in R&D

Material property detected: Material property detected: heat
color properties in the color are conductivity and heat dissipation
as red, green and blue
• Developing own sensors
X-ray Transmission (XRT) X-ray Fluorescence (XRF)

Material property detected: specific Material Property detected: • Using own software and data processing
atomic density irrespective of size, elemental composition
moisture or pollution level tools
Visible Light Spectrometry (VIS) Near-Infrared Spectrometry (NIR) • Ownership of 80 patents

Material property detected: visible Material property detected: specific and
spectrum for transparent and opaque unique spectral properties of reflected
materials light in the near-infrared spectrum
• Partnership with leading R&D institutions:
Laser / Fluo Infrared Transmission (IRT)
SINTEF, CTR, Fraunhofer ILT; universities like
Material property detected: Material property detected: RWTH, Aachen and Brussels
+ monochromatic reflection / absorption light absorption
+ scattering of laser light Fluo or
bio-luminescence, Super K
59
…TO DEVELOP PRODUCTS SERVING A WIDE RANGE OF
DETECTION PARAMETERS
Color Shape & Size

Removal of discolorations in mono- Sort on length, width, diameter, area,
and mixed-color material broken-piece recognition, …
Blemishes Biometric Characteristics

Objects with spots or other (small) Sort based on water content and
blemishes are removed removal of micotoxyn contaminations
Defects Foreign Material

Removal of foreign material in a
Removal of visible and invisible small
material stream, e.g. insects, worms,
and substantial defects
snails or plastics in food applications
Structure Fluo
Removal of soft, molded or rotten Based on the chlorophyll level present
food in produce defects are removed
Density X-RAY
Analysis of objects based on their
Detection of density differences
density and shape
Visible
Damage Detox Invisible

Broken, split and damaged objects are Removal of produce contaminated
detected and removed with aflatoxin Both
60
EFFICIENCY IN PRODUCT DEVELOPMENT:
COMMON SORTING PLATFORM
Before After Benefits
TITECH BEST Odenb. … Food Recycl. Mining

• Faster development
Hardware Hardware
time, and faster time to
Processing Processing market
Statistics Statistics
• Economies of scale
Interfaces Interfaces
• Reusability of
Sensors Sensors
components/ modules
Ejectors Ejectors
• More fungible
Mechanical Mechanical
resources and higher
productivity of R&D
Customization Standardization
team
Low reusability High reusability
Tapping into the synergy potential through streamlining our sorting platform
61
CROSS UTILIZING OUR PORTFOLIO TECHNOLOGIES
TITECH NIR + ODENBERG BEST LASER + TOMRA TITECH NIR + BEST LASER
platform mining platform
Field Potato Sorter PRO Laser Duo Nimbus BSI
• The NIR technology allows • The LASER technology • An NIR sensor has been added
efficient removal of rocks, allows detection of quartz to the NIMBUS machine
dirt and rotten potatoes of all colors. This opens for platform
before the potatoes are sorting of quartz itself, and
stored gold bearing quartz • The new machine increases
mineralization our competitiveness in the
• The solution opens up nuts segment
sorting of unwashed • The solution is unique in
potatoes in a way that the market and further
previously was not possible underlines our
technological leadership
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)
New applications representing Significant expansion of sales
1 Revenue growth 25% of revenue in 2018
15 M€ growth in new segments
network
of 10-15% over
New segments representing Succeed in high volume
the period 50% growth in service revenue
10% of revenue in 2018 segments
Grow with existing customers
and double service revenue
Common sorting platform for all new product developments

Extend
2 technology Cross-utilization of sensor portfolio, e.g. NIR/BSI in food and laser in mining
leadership
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
Improve Consolidation of manufacturing and sourcing; increased sourcing from low cost countries
3
operational
efficiency 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*
EUR million • Total market for food sorting growing around 6-
8% per year
• Approximately a third of total growth is dormant
potential
~1 100 — only unlocked by development of new
applications and technologies
• New world share grows but the two old world
~770 champions (Europe & Americas) remain strong
Expected development in geographical revenue
contribution
2018
31 %
35 %
26 %
43 %
2013
31 %
2013 2018
34 %
* Market sizes shown include peeling, meat/process analytics, virgin
ROW US EUR
materials and tobacco.
66
AN INCREASING SHARE OF POTATOES ARE PROCESSED
AND SORTED
Potato production per year
Million metric tons
Global potato production 370 Urbanization and growing incomes drive

growth for packaged and processed
potatoes
Potatoes for human
250 Demand for packaged and processed
consumption
potatoes drive industrialization of the
potato value chain, including sensor
based sorters
Potatoes processed 125
In many applications, potatoes can be

sorted multiple times, further increasing
Potatoes sorted 75 the potential
TOMRA now also offer solutions for seed

Potatoes sorted with TOMRA potatoes, which are not for human
sorters 30
consumption, thus further expanding the
market for sorters
ESTIMATES
67
FOOD COMPETITIVE LANDSCAPE
>3,000
TOMRA competitive positioning

# of installed machines
• Size (revenues)
• Widest range of applications (150+)
1,000-
3,000 • Broadest technology base
• Geographic reach (~80 countries)
• Market share in targeted segments
• Transformative solutions (Q-Vision)
• Market share: 40-50% in markets
0-1,000 served*
10-25 25-50 >50

markets markets markets
Revenue from sensor-
based sorting
Geographic presence
* 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, Nuts & Processed Fresh Fresh Fruits Confectionary,
Seeds & Dried Fruit Fruits & Veg Vegetables etc.
Kernels
Circa 40%* of annual Circa 30%* of annual Circa 25%* of Circa 5%* of
global sorter sales global sorter sales annual global annual global
revenue revenue sorter sales sorter sales
revenue revenue
* TOMRA estimates
69
OUR BROAD COVERAGE AND TECHNOLOGY BASE IS
SETTING US APART
DRIED FRUIT NUTS FRESH CUT FRUIT VEGETABLES MEAT POTATOES SEAFOOD
• Apricots • Almonds • Baby • Apples • Beans • Bacon bits • Washed • Mussels

FOOD
• Craisins • Cashews leaves • Blackberries • Beet • Beef • French fries • Scallops
• Figs • Hazelnuts • Iceberg • Blueberries • Broccoli • IQF meat • Unpeeled • Shrimps
• Prunes • Macadamias lettuce • Cherries • Carrots • Pork • Peeled
• Raisins • Peanuts • Spinach • Citrus • Corn • Pork rind • Potato chips
• Pecans • Spring mix • Cranberries • Cucumbers • Specialty
• Pistachios • Peaches & • IQF products
• Seeds pears vegetables • Sweet
• Walnuts • Raspberries • Jalapenos/
• Strawberries Peppers
• Tomatoes • Onions
• Peas
• Pickles
SENSOR LASER LASER LASER LASER LASER LASER LASER LASER
TECHNOLOGY NIR CAMERA CAMERA CAMERA CAMERA CAMERA CAMERA CAMERA
VIS X-RAY NIR NIR NIR NIR NIR
X-RAY VIS VIS VIS 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
- ~5% of our customers
• Packers: Sorting of many different types of
fruit and vegetables by color, size, shape,
defect, blemish, damage or foreign objects
• Processors: Sorting of processed potatoes
(French fries, chips), fruits and vegetables
72
SPECIALTY PRODUCTS APPLICATIONS
Peeling
RAW MATERIALS TOBACCO 10 %
APPLICATIONS • Virgin plastics • Threshing lamina Meat (Process Analytics)
• Synthetic rubber • Threshing stems 15 %
• Virgin wood • Oriental leaf
• Specialty chemicals • Primary lamina Raw materials and tobacco
• Primary stems
Vegetables, fresh cut, processed
SENSOR LASER/FLUO LASER/FLUO lettuce and spinach
TECHNOLOGY CAMERA CAMERA 75 %
(Food
HYPERSPECTRAL Nuts
Sorting)
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
(Numbers in EURk) Year Before After

Customer return on investment (ROI) 1 2
Manual labor (persons) 45 9
Machine purchase cost -660 Input material (t/h) 16 11.5
Replacement of manual labor 280 280
Yield 55 % 75 %
Yield improvement 150 150
Reduced claim reductions & recalls 50 50 Output (t/h) 6.5 8
Product on hold or rework 50 50
Increase in throughput 70 70 NOTE: ROI and payback will
Total expected benefits 600 600 vary greatly between
Recurring cost of machine -72 -100 customers, machines and
applications
Net effect -132 500
Accumulated ROI -20 % 56 %
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, well-

functioning 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

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
— New geographies
120 — New applications
— New products
2013 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
A large, although declining,

fraction of MSW is today not
MSW collected 1 300 even collected
# sorters
MSW suitable for sensor- The majority of collected MSW
based sorting 400 10-15 000
goes directly to landfills
without any treatment
MSW sorted with sensor-
based sorters 12
Automatic sorting is competing
with landfilling, incineration
MSW sorted with TOMRA and manual sorting
sorters 8
ESTIMATES
79
RECYCLING COMPETITIVE LANDSCAPE
>3,000

• Largest installed base

• Highest revenues
1,000-
3,000 • Broadest technology platform
• Highest number of applications and
markets served
• Leading brand
• Market share: 55-65%
0-1,000
10-25 25-50 >50


based sorting Geographic presence
80
RECYCLING: APPLICATIONS AND SENSOR TECHNOLOGY
HOUSEHOLD AUTOMOBILE ELECTRONIC

WASTE PACKAGING C&D SHREDDER SCRAP
MATERIAL • Hard plastics • Plastics • Inert material • NF metal • Printed circuit

• Plastic film • Plastic film • Plastic film • Stainless steel boards
• Mixed paper • Cardboard • Metals • Copper cables • Non-ferrous metal
concentrates
• RDF • Mixed paper • Wood • Copper
• Metals • Deinking paper • Paper & • Brass • Cables
• Organics/ • Metal Cardboard • Aluminum • Copper
Biomass • Plastics • Meatball sorting • Brass
• Stainless steel
• Meatball sorting
SENSOR NIR NIR NIR NIR XRT
TECHNOLOGY VIS VIS VIS VIS EM
XRT EM XRT XRT NIR
EM EM COLOR
COLOR XRF
XRF
Mixed paper PE/PP flakes Cleaned wood Copper Wire 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) Year

Customer return on investment (ROI) 1 2 NOTE: ROI and payback will vary
Machine purchase cost -1 125 greatly between customers,
Total expected benefits 960 960 machines and applications
Recurring cost of machine -93 -93
Net effect 702 867 Calculations are only for
Accumulated NPV 702 1 473
illustrative purposes
Accumulated ROI 62 % 131 %
Payback time for the client: Just over 1 year
82
83
THE CONCEPT OF SENSOR-BASED SORTING IN MINING
Mining process: Mining process:
Industrial minerals Metal mining
Run of Mine (ROM) Run of Mine (ROM)
Primary Crushing Primary Crushing
Secondary Crushing Sensor Based Sorting
Sensor Based Sorting • 15% to 50% of the ROM Waste

Beneficiation Plant:
can be rejected in an early Milling
Waste
stage of the process Screening
(application dependent) DMS
Flotation
• These low grade waste Tailings
Product (fines)
rocks don’t need to be
transported, crushed,
grinded or further treated
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

EUR million • Capex is forecasted to decline 2013 – 2014
(down 20% versus 2012)
• Expected to pick-up again during 2015
• Sensor based machines sales expected to
grow at around 15% per year
— Growth is however conditional on
new applications and technologies
being developed
40 • Sensor based sorting is still a technology to
be accepted and growth in this niche has
20 been limited in recent years
2013 2018
86
LARGE POTENTIAL IN HIGH VOLUME SEGMENTS SUCH
AS COAL
Coal production per year
Million metric tons
Total global coal production

Some coal does not need to be
7 500
upgraded before use
Sensor-based sorting competes

with other, established,
Coal that needs upgrading 3 000 methods for upgrading, such as
dense media separation (DMS)
# sorters Sensor-based sorting is

Coal where sensor based particularly suitable in areas
sorting can be used for 1 000 1000-1200
upgrading
with water scarcity, but is not
suitable for the smallest
fractions (<10mm)
Coal upgraded by sensor-
2 Sensor-based sorting is,
based sorters today
however, not yet a proven
technology in the coal industry
ESTIMATES
87
MINING COMPETITIVE LANDSCAPE
>200

• Wide geographical coverage

• Broadest technology platform
50-200
• Leading brand
• Pioneering in developing high
volume sorter in corporation with
Rio Tinto
• Market share: 40-50%
0-50
10-25 25-50 >50


based sorting Geographic presence
88
MINING: APPLICATIONS AND SENSOR TECHNOLOGY
INDUSTRIAL BASE & FUEL/ PRECIOUS DIAMONDS

MINERALS Fe METALS ENERGY METALS & GEMS METAL SLAG
• Calcite •Copper • Coal • Gold • Diamonds • Stainless steel

COMMODITY
• Quarts • Zinc • Uranium • Platinum • Tanzanite • Copper
• Feldspar • Nickel • Colored • Chrome
• Magnesite • Tungsten gemstones
• Talcum • Iron
• Dolomite • Manganese
• Salt • Chromite
SENSOR COLOR XRT XRT XRT COLOR XRT

TECHNOLOGY XRT COLOR RM COLOR XRT XRF
NIR EM XRF XRF EM
XRF NIR NIR NIR
Calcite Copper Coal Gold Diamonds 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
(Numbers in EURk) Year

Customer return on investment (ROI) 1 2 NOTE: ROI and payback will vary
greatly between customers,
Machine installation cost -2 100
machines and applications
Total expected benefits 3 650 3 650
Recurring cost of machine -650 -650
Calculations are only for
Net effect 900 3 000 illustrative purposes
Accumulated ROI 43 % 186 %
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
4 500 2 000 50%

4 000
1 800 45%
1 600 40%
3 500
1 400 35%
3 000
1 200 30%
MNOK
MNOK
2 500
1 000 25%
2 000 800 20%
1 500 600 15%
1 000 400 10%
500 200 5%
0 0 0%
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
EBITA and margin Earnings per share

3.50
800 20%
700 18% 3.00
16%
600 2.50
14%
NOK per share

500 12% 2.00
MNOK
400 10%
1.50
300 8%
6% 1.00
200
4% 0.50
100 2%
0.00
0 0%
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
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
3 500 1 200 45%
3 000 40%
1 000
35%
2 500
800 30%
2 000 25%
MNOK
MNOK
600
1 500 20%
400 15%
1 000
10%
200
500 5%
0 0 0%
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
EBITA and margin
600 20% NOTE: 2013 figures comprise actual YTD

18% September 13 + 4Q13 market consensus.
500
16% Should not be read as guidance
14%
400
12%
MNOK
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
1 800 900 70%

1 600 800 60%
1 400 700
50%
1 200 600
500 40%
MNOK
1 000
MNOK
800 400 30%
600 300
20%
400 200
10%
200 100
0 0 0%
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
EBITA and margin
250 35%
NOTE: 2013 figures comprise actual YTD
September 13 + 4Q13 market consensus.
30% Should not be read as guidance
200
25%
150 20%
MNOK
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
TARGETS 2010 -2015

3 segments Yearly growth 4 – 8%
merged into 2 40% reduced COGS on new RVMs
EBITA-margin 17%-22%
from 2012 –
targets
adjusted
accordingly
TARGETS 2010 -2015

Yearly growth 10 – 15%
Geographical Expansion
96
HOW DID IT GO?
Tomra Collection Solutions
TARGETS 2010 -2015

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

Geographical Expansion
2010-2013: CAGR 51% 2010-2013: AVE. EBITA% 17%

2010-2013: Organic CAGR 9%
NOTE: 2013 figures comprise actual YTD September 13 + 4Q13 market consensus. Should not be read as guidance 97
CHOOSING TOMRA’S FINANCIAL TARGETS
EBITDA% Dividend
Growth% EBIT%
A jungle of financial Gross EBITA% R&D
payout
Service
parameters in corporate Margin spending
as a % of
Weighted
communication... Return Average Return On sales
On Cost of Capital Return On
Net Debt/
Equity Capital Employed Invested EBITDA
(ROE) (WACC) (ROCE) Capital
(ROIC) Equity
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 2012 2011 2010 2009 2008 2007 2006 2005 2004 Total
From operations 540 550 566 525 457 375 526 346 243 381 4 509
From Investing (201) (209) (150) (229) (163) (182) (143) (140) (65) (136) (1 617)
Free cashflow after tax (I) 339 341 416 297 294 193 383 207 177 245 2 892
Dividend (185) (155) (89) (81) (75) (70) (65) (61) (321) (54) (1 155)
Share buy back 0 (5) (4) (4) (50) (202) (408) (422) (211) 0 (1 306)
Dividend minorities (25) (34) (28) (30) (15) (21) (13) (17) (12) (13) (208)
Paid back to owners (II) (210) (195) (121) (116) (140) (293) (486) (499) (545) (66) (2 670)
From Acquisitions (III) 0 (829) (407) (79) 0 (144) 0 (113) (111) (260) (1 943)
Net cashflow = (I) + (II) + (III) 129 (683) (112) 102 154 (244) (103) (405) (479) (81) (1 720)
31 Sept.
Amounts in NOK million
2013
ASSETS 5,724
• Intangible non-current assets 2,451
• Tangible non-current assets 591
• Financial non-current assets 262
• Inventory 902
• Receivables 1,371
• Cash and cash equivalents 147
LIABILITIES AND EQUITY 5,724
• Equity 2,573
• Minority interest 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 Committed and uncommitted credit lines

50
1600
Eksportfinans (A) DNB (B) DNB/SEB (C)
1400 750 C Type 3 year term loan 5 year revolving 3 year revolving credit
Interest bearing debt
credit facility facility

1200
Established July 2011 January 2011 July 2012
1000 Expire July 2014 January 2016 July 2015

Amount NOK 500 million NOK 500 million EUR 100 million
800 (~NOK 750 million)
500 B
Repayment Bullet Bullet Bullet
600
Interest Floating, 3m Floating, 1-12 m Floating, 1-9 m
400 Margin 52 bps above NIBOR 60 - 90 bps above 110 – 165 above
NIBOR/EURIBOR EURIBOR
500 A Pledge Negative Negative Negative
200
Covenants 30% Equity 30% Equity 30% Equity
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% HEDGING POLICY

• TOMRA hedges B/S items that will have
USD 3.0% 2.5% 6.5%
P/L impact on currency fluctuations
SEK 1.0% 1.0% 1.0% • TOMRA can hedge up to one year of
future predicted cash flows. Gains and
OTHER 1.0% 1.0% 1.0%
losses on these hedges are recorded in
ALL 9.5% 9.0% 13.0% the finance line, not influencing EBITA
* EUR includes DKK
105
Q&A
COLLECTION SOLUTIONS –
FINANCIAL DASHBOARD
Material Material
RVM Compaction RVM Compaction
Recovery Recovery
Dashboard
Industry growth
Market share
0-10% 0-3% 3-5% 75% 60% 25%
Geographical
Recurring
diversity
revenue
~75% 90-100% 25% 20-30 markets 10 markets 30 markets

Profitability
Cyclicality
(ROCE)*
30-40% ~15% 10-15% Low Low Medium
TARGETS 2013 -2018

COGS cut program continues: 40% reduced COGS on new RVM machines from 2010 to 2015
* Ex goodwill
107
FINANCIAL DASHBOARD –
SORTING SOLUTIONS
Dashboard Food Recycling Mining
Industry
Market share
Growth
5-15%
40-50 %⁽ⁱ⁾ 55-65 % 40-50 %
Recurring
Geographical
revenue
diversity
15-20%
45-50 markets 40-50 markets 20-30 markets
Profitability
(ROCE)*
45-55% Cyclicality Medium High High
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

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TOMRA SYSTEMS ASA

CAPITAL MARKETS DAY 2013

THE CHALLENGE: THE OPPORTUNITY:

3 billion more middle-class $2.9 trillion of savings in

Up to $1.1 trillion At least $1 trillion

• 30 bn used beverage containers

• Our vertical balers contribute to a

• Our steam peelers process 15

• 715,000 tons of metal are

REVERSE VENDING MATERIAL RECOVERY COMPACTION FOOD RECYCLING MINING

* In total food (incl. rice and lane sorting): 12-15%

Revenues Gross Contribution and margin EBITA and margin

4000 2000 46% 800 20%

1600 650 16%

3000 43% 600

Reputation as industry Customer network and

SOURCE: Booz for TOMRA

Ethical business Focus on core Favorable

Short vs. long

1 Growth • Overall revenue growth of 4-8% • Overall revenue growth of 10-15%

2 Profitability • EBITA margins : 17-22% • EBITA margins: 18-23%

• Product roadmap to ensure • Product roadmap with several

• Ambitious COGS savings program

DEPOSIT TOPLINE GROWTH

We all have a stake in getting results

REVERSE VENDING MATERIAL RECOVERY COMPACTION FOOD RECYCLING MINING

North Carbonated soft drinks 31

Sports and energy drinks 2

Iced tea/coffee Sports and energy drinks

User communication Recognition system

Sorting & processing Data administration

Central & Nordic Western & North Other TOTAL

Source: TOMRA analysis

Central & Eastern

North America: Asia: ~1,000

Western & Southern

1-5 6-10 11-20 21-30 >30

Number of RVS markets

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

Increased political momentum – new markets and

Defend and nurture core • Increase differentiation towards competition

• Increase scope of existing deposit markets

Embrace new business • Capture new volume by entering new segments

4 Expand scope of business • Target new material streams

• On 23rd September 2013, TOMRA

• T-9 features the first 360 degree

• The machine is faster, cleaner and

• The launch has been successful

TOMRA is setting the standard for reverse

Number of installed machines in Germany (annually)

~8,800 ~2,200 ~1,800 ~2,200 ~2,000 ~2,000 ~1,500 ~1,500

2006 2007 2008 2009 2010 2011 2012 2013

* Not including UNOs. Remainder installed before 2006

Phases of COGS saving program Achieved and estimated savings

COGS distribution by region (sourcing)

Source: TOMRA analysis

Defend and nurture core • Increase differentiation towards competition

• Increase scope of existing deposit markets

Embrace new business • Capture new volume by entering new segments