1. You are a Resource Revolutionary.
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3. WELCOME TO OUR
TRANSFORMATION
Forty years ago, in a small shed Revolution. We are proud to business stream together.
in Asker, Norway, two brothers, have been among the first to Yes—we are becoming one
Petter and Tore Planke, started recognize that a better environ- TOMRA. Until now, TOMRA
working to find a solution to a ment is better for business. We has been organized like a loose
problem: a local grocer wanted a understand the challenges in collection of entities—working
machine that could quickly and front of us, and are energized by for the same cause, but without a
easily take back empty bottles. them. TOMRA has been a leader united vision and mission. Now,
Intrigued, the brothers said they in creating solutions for optimal for the first time in our history,
could build one. resource productivity for four we are, finally, one family.
Everything we do is based on one We stand together at the threshold
overriding concern: creating solutions of a cultural transformation at
TOMRA, a change that will make
for optimization of the earth’s resources. us stronger and our worldwide
A spirit of entrepreneurship, a decades, but at no time has our impact greater. We hope that
passion for innovation, and a leadership in creating a sustain- everyone here is excited about
focus on finding solutions guide able world been more critical our company and the challenges
TOMRA to this day. What started than it is right now. ahead. As it was forty years ago,
as a task for a single store has so it remains today: the heart of
become a mission that encircles That is why we also constantly TOMRA is its people. We want
the globe. Everything we do is strive to improve our own this to be a great place to work,
based on one overriding concern: practices, to optimize our own a place that gives us all a chance,
creating solutions for optimiza- resources. Led, as always, by a every day, to make a difference,
tion of the earth’s resources. spirit of innovation, increased where we can say with pride that
effectiveness, and committed the world is made better with
We are proud to be at the stewardship, we have decided to every decision and machine we
forefront of the Resource bring all our people and every make together.
Stefan Ranstrand
President and CEO, TOMRA Group
02 03
4. REvOLUTION
IS INEvITAbLE
The human desire to improve, Global resources are under
invent, and innovate is relentless. unprecedented pressure. Today
From the transformative phases it takes one and a half years to
of the Industrial Revolution reproduce the biomass that the
to the sweeping changes that world consumes in just one
continue to define the Information year. And although the world’s
Age, it’s undeniable that how we water supply is expected to stay
work, live, and think is constantly essentially flat over the next 20
changing. And yet when we look years, demand is expected to
back over these many shifts in increase by almost 65%.
our global culture, something
else is undeniable—the lifecycle Resource productivity must
that these past revolutions were increase to ensure sustainable
built on is outdated, inefficient, development. When we see
and detrimental: that over the next 40 years, 30%
Consuming. more people will need to be fed
Wasting. with, at best, today’s availability
Discarding. of farmland. We know that
something needs to change.
As a planet, we are running We know that rethinking how
to the end of our leash. The we obtain, use, reuse, and
world population will increase optimize the world’s resources
by 30% in the next 40 years. is the right path at the right
Seventy million people enter time. And this is how the next
the middle class every year. revolution begins.
The world is at the dawn of a Resource Revolution.
04 05
5. It’s clear that solutions for Of course, this concept is more
resource productivity are the than the latest trend— it’s been
key to tomorrow’s revolution. our business for 40 years. We’ve
Where do we come in? Easy: known that in order to move
smart solutions for managing our forward, we all need to rethink
resources—sourcing them, using and rework how things have been
them, stewarding them, reclaiming done in the past. Every day we’re
them, recycling them, and focused on transforming how the
revitalizing them. Simply put, world obtains, uses, and reuses
optimizing the use of the world’s its resources.
precious resources is the answer.
It’s good for the environment and
it’s good for business.
Simply put, optimizing the
use of the world’s precious
resources is the answer.
06 LOCATION: NORDKAPP, NORWAY 07
6. A new
direction
To support our transformation else is the wrong course of action. The graphic overlapping in the
to one TOMRA, we have made a The drive to move forward with arrow signifies the unity of mul-
strategic decision to add an arrow little thought given to conse- tiple business streams, working
logo to our existing wordmark. quences is what’s exhausting together to take TOMRA—and
Using an arrow is not a new our precious natural resources. the world’s resources—in a new,
concept for TOMRA—our Society has to move in a new positive direction.
current wordmark features an direction—one that ensures that
arrow in the R. However, it makes the resources of today are managed The wordmark has been changed
good branding sense to ensure properly so that they will be the to black, to complement the
that the arrow we use going forward resources of tomorrow. blues in the arrow with a sense
is consistent across everything of strength and to emphasize the
we do. This will help us to create We have retained our existing serious mission of our business.
a strong, unified brand, both blue within the arrow, and
internally and externally. complemented it with fresher, Create a strong,
In many cultures, an arrow re-
more optimistic hues. Blue is a
relevant color for its history as
unified brand.
presenting forward motion will part of TOMRA. It evokes What we’ve stood for since
point to the right. At TOMRA authority and security, and it the beginning is what will ulti-
we believe that blindly following represents our planet as seen mately lead us into a successful
the same direction as everyone from space. and productive future.
8 9
8. Heiner Bevers
Head of Central and Eastern Europe
We believe in
Collection Solutions
transformation.
Ton Klumper
Head of Western and Southern Europe
Collection Solutions
Håkon Volldal
Head of Business Area
Collection Solutions
Reverse Vending
Rune Marthinussen
Head of Business Area
Sorting Solutions
Harald Henriksen
Head of North America
Collection Solutions
Espen Gundersen
CFO
TOMRA Group
Stefan Ek
Head of Orwak Fredrik Nordh
Collection Solutions Head of Nordic
Compaction Collection Solutions
12 13
9. PAST
Beginning with the invention of the world’s
first reverse vending machine in 1972, all
the way to providing the most innovative
INTO sensor-based sorting solutions today,
TOMRA has continuously redefined what
FUTURE
it means to be resourceful.
14 15
10. 1972
The original TOMRA 1
1974
HOW
The first TOMRA model installed in the US
TOMRA
bEGAN
1971
TOMRA was founded by two problem, but offered instead After a series of meetings vending machine was installed in The first RVM prototype
brothers, Petter and Tore Planke, to present the problem to his with supermarket owners and one of Aage Fremstad’s stores
in Asker, Norway. In 1971, brother Tore to see if he could bottlers, Petter and Tore had on January 2, 1972.
Petter, who had been working come up with a solution. gathered the information they
in the supermarket industry would use to form a product As a new company, our focus was
as a salesman of labeling and At that time, Tore, an engineer, specification for the design of a exclusively on the design, manu-
price-marking equipment, was was working on the development prototype. What Tore and Petter facture, and sale of reverse-vending
approached with a problem by of the world’s first fully auto- were hearing from the super- machines. Since that day, TOMRA
one of Oslo’s leading super- mated navigation systems for market industry was basically has experienced 40 years of
market owners, Aage Fremstad. supertankers at the Foundation this: they wanted a machine incredible change—rapid growth,
for Scientific and Industrial that had one hole that could be global expansion, and relentless
Petter recalls, “One day Aage Research at the Norwegian used for the return of all bottles innovation. Now TOMRA is active
Fremstad asked me to come to Institute of Technology and a printer that could print in more than 50 markets with
his office to discuss a problem (SINTEF). In his free time, he out a receipt indicating the over 2,400 employees worldwide.
he was having. He said, ‘Petter, began looking at Mr. Fremstad’s total refund amount of the Through new partnerships,
please help me, we’re drowning problem with empty bottles. bottles returned. additional business streams, and
in empty bottles. There has got Tore’s involvement in cutting- continuous innovation, we’re able
to be a better way of handling edge microelectronics combined It wasn’t long before Tore to evolve and thrive.
the return of empty bottles than with his training in mechanical and Petter were back before the
the way we are doing it.’” Petter design proved to be a perfect group of supermarket owners to As with any business, to under-
pitch the design Tore had devel- stand the way forward, it’s critical
oped. They made a proposal to that we understand what drives
TOMRA has experienced the owners: if the group funded us. We’re not just a technology
40 years of incredible change, all the material costs of building company. We believe in innovation
that leads to solutions. And the
a prototype (which amounted to
and relentless innovation. about NOK 20,000), Petter and passion for solving problems that
Tore would agree to work free of was present at our founding still
explained that the company he match for the development of an charge to do it. A deal was struck, drives us each and every day.
was working for would not be automated system for the return and Tore’s handmade prototype
1993
able to help with this particular of empty bottles. of the first TOMRA reverse TOMRA headquarters, Asker, Norway
Open to view the TOMRA
16 timeline of innovation. 17
11. 1972 1986 1987 1999 2006 2008
TOMRA’s first reverse vending machines Aggressive expansion into the US market dovetails with a worldwide Cutbacks and consolidation go ISO 14001 Environmental Management TOMRA acquires Commodas—a leading TOMRA’s Industrial Processing Technology
installed in Norway. Twenty machines surplus of scrap aluminum, overall adverse market conditions, and into effect to save the company. system certification is achieved. supplier within the field of sensor-based business segment, which was first established
are sold based on the prototype and the the collapse of the platform for RVM sales—pushing TOMRA to the TOMRA bounces back from its 1995 products for mining and metal recycling. with the acquisition of TITECH, grows sub-
company is then founded April 1, 1972. brink of bankruptcy. Petter Planke resigns as CEO of the company. pre-tax losses of NOK 129.6 stantially over the next few years. Revenues
During the last five years of the 1990s, TOMRA’s
The position is taken over by Jan Christian Opsahl. million in 1986 to deliver a profit within the segment more than double, from
annual revenues increase from NOK 501 million in 1995
of NOK 10.3 million in 1987. NOK 379 million in 2005 to NOK 793 million
to NOK 2.1 billion in 1999—representing an annual 2005 in 2008.
increase of 46%. The most influential factor behind this
growth is TOMRA’s increasing presence in the United 1999 TOMRA acquires Orwak Group, a leading
By the end of this provider of compaction solutions for
States. By the end of 1999, TOMRA’s sales in the US
a variety of materials. Through these
1992 account for over half of the corporation’s revenues. decade, TOMRA has
2011
1981 1983 TOMRA’s extensive annual customer
developed into a acquisitions, TOMRA positions itself to
improve the existing recycling infra-
2008
major international TOMRA acquires Odenberg, rounding out
TOMRA repurchases TOMRA’s first fully owned subsidiary is satisfaction survey is launched. structure in markets without deposit, as TOMRA acquires
corporation with the offering to include food optimization.
Ultrasort—specialists
Hugin’s 33% share- established in the Netherlands. Subsidiaries in
1995 1996 over 1700 employees well as for a broader range of materials.
in sensor-based
holding. The Hugin the US, Denmark, and Germany soon follow. In
Odenberg introduces Sven Jacobsen resigns as CEO and working in 34 differ- mining technology.
network continue to Oldenzaal, a new factory manufacturing RVMs
the first optical sorter Erik Thorsen enters the CEO office. ent countries and 46
sell TOMRA products. to handle one-way containers is opened.
1990 using collimated light separate markets. 2005
TOMRA redefines its US business sources. TOMRA launches the UNO RVM with
1977 model by embarking on an active 1996 one camera combining barcode and
1983 program of organic growth and TITECH autosort: 2001 shape recognition.
TOMRA creates the industry’s first Odenberg launches the strategic acquisitions that cover the 1993 First high-capacity RVM speed dramati- 2009
RVM utilizing laser and fiber optics first optical sorter using full container recycling value chain— TOMRA creates the RVM
Launch of Tx2 in optical near-infra- cally increases thanks
for recognition and microprocessors
for self-programming.
LED technology with collection, pick-up, processing,
North America and red (NIR) sorter for to TOMRA’s invention 2005 industry’s first true multivision-
multiple wavelengths for materials handling, recycling, and sorting beverage of single-chamber based unit, solving common
Scandinavia. First commercially available dual-
spectral analysis of food the production of new containers. cartons. recognition. recognition problems.
energy X-ray transmission sorter for
products.
mining launched by Commodas.
1982 2005 2010
1976 1987 2000 2004 Amund First NIR sorter
Sales figures hit A breakthrough in the German TOMRA returns to 1990-91 2008
market thanks to the launch of 1994 TOMRA predicts that in order to continue TITECH autosort NIR - Skarholt using spectral
1973 NOK 6.9 million
the first fully automated crate-
its innovative roots TOMRA rolls out the second genera-
TOMRA’s Quality Man-
to fulfill its growth expectations, it needs to VIS: First high-capacity is TITECH introduces the imaging
(compared to NOK and launches its named first full-width scanning
TOMRA enters distri- tion of automatic crate-recognition develop a more comprehensive business plat- optical spectroscopy for mineral
700,000 the first recognition machine based on next-generation RVM, agement Program is transflectance-based NIR
bution agreements machines, this time, based on a new form outside of the relatively niche industry sorter with 32 wave- CEO. identification.
year of operations). a TOMRA-developed ultrasonic the TOMRA 300. certified according to system for measuring fat
for markets in Europe TOMRA-designed laser measuring of reverse vending technology. A strategic lengths across the
sound measuring system. Revenues rise 62% ISO 9001 standards. content of food online.
and the United States. technology. The dawn of a second approach to acquisitions begins to take shape. visual and near-infrared
between 1987 and
1989.
rollout wave in Germany.
Innovation does not stand still within the spectrum allows simulta- 2005 2011
RVM group. TOMRA creates the first combined neous measurement Odenberg
1996 infeed for transport and rotation. of color and material. develops the 2006 TOMRA begins the
MasterPac features groundwork to unify
first 3-way
1984 More RVM innovations. TOMRA
optical sorter the invention of RVM its vision, mission,
becomes the first in the industry and approach across
Rollout of 2,000 in food sorting. parallel sorting.
1974 TOMRA CanCan machines
to integrate camera-based shape all business streams.
First major sales break- 1978 in Sweden, put in operation
recognition and energy-efficient LED
through comes when One of TOMRA’s competitors, Hugin Kassaregister AB, March 1 when the Can
1988 for illumination into the products.
Systembolaget orders enters a joint agreement with TOMRA. They cease deposit system starts. With TOMRA back on solid financial 2004
100 custom-designed production of their own RVMs and instead begin footing, careful reentry into the US TOMRA acquires TITECH, the
machines. marketing TOMRA’s machines. In exchange, TOMRA market is initiated. Focusing on two world’s leading provider of optical
deposit states, New York and Con- 1993 2006 2012
sells 33% of its stock to Hugin.
necticut, yields revenues of NOK 4.9 Construction begins on a new
1997 recognition and sorting technology
for the waste industry. In May, a new national deposit
TOMRA RVMs are launched worldwide through 1985 million in 1988 and NOK 12.1 million 10,500-square-meter building TOMRA acquires its largest system for non-refillable 2009 TOMRA completes
Hugin’s international network; among the countries are Between 1980 and 1985, TOMRA achieves competitor in Europe, Halton. This its latest evolution,
in 1989. Jan Christian Opsahl resigns to house both production and beverage containers is imple- Stefan Ranstrand
Australia, Mexico, and Israel. Germany and Austria are an annual growth rate of 36%. same year, on April 1—TOMRA’s 25th from a business of
and Sven Jacobsen becomes the office space. By the end of mented in Germany. TOMRA is named CEO.
added to the European market portfolio. anniversary—TOMRA releases a totally many brands to one
In this period, some 3,000 SP-2 machines third president of TOMRA. 1995, production volume has reengineers its complete
new RVM generation: the T-600. brand with many
are sold in France to handle refillable wine increased by 36%. product portfolio and places
areas of expertise.
bottles in a huge variety of shapes. 8,000 RVMs in this market.
We are one TOMRA.
12. UNITY
TOMRA has experienced rapid growth
throughout its 40-year history. Growth has
been driven by a number of strategic shifts
INTO involving a combination of organic initiatives
and acquisitions. The sum of all these
GROWTH
developments has shaped a company that
today is organized in two business areas.
Reverse Vending: TOMRA Recycling: TITECH
Compaction: Orwak Mining: CommodasUltrasort
Material Recovery: TOMRA Food: Odenberg
22 23
13. COLLECTION SOLUTIONS
REvERSE vENdING
TOMRA is the undeniable leader annually. We offer consumers a
in the field of reverse vending of convenient and rewarding way
used beverage containers. We to recycle and our customers an
have an installed base of more than effective and efficient collection,
67,000 machines across more sorting, and processing solution
than 30 markets worldwide. Today for valuable resources—beverage
our reverse vending solutions containers today and potentially
facilitate the return of more than other objects in the future.
30 billion empty cans and bottles
ROLE IN THE RESOURCE
30 billion used beverage containers
REVOLUTION are captured every year by our reverse
vending machines.*
+Transforms consumer behavior
RETURNS
by making it convenient and rewarding
for consumers to return their empty
containers.
+Improves logistics and handling of
used beverage containers in the
recycling chain.
+Clean and efficient, ensuring correct
INTO
*The avoided greenhouse gas emission equals the annual
redemption of containers. emissions from 2 million cars—each driving 10,000 kilometers.
+Increases retail traffic and adds to
retailer’s CSR image building.
24
1972 TOMRA’s first reverse vending
machines installed in Norway. VALUE 25
14. COLLECTION SOLUTIONS
COMPACTION
We are the world’s largest We develop, manufacture, and
manufacturer of vertical balers market a comprehensive range
and we’re also an industry of waste compactors, baling
leader in compaction and baling systems, and briquette presses
solutions. To give a sense of our for recyclable materials that
scope, we have an installed base makes waste management more
of approximately 65,000 balers. efficient and more profitable.
ROLE IN THE RESOURCE
Our vertical balers enable daily savings
REVOLUTION of 45,000 transport movements,
which saves 700,000 liters of fuel.*
Saves in storage of recyclable materials.
MORE
+
+ Lowers transportation costs. Daily
savings of 45,000 transport
movements, resulting in daily savings
of 700,000 liters of fuel. *Saving 700,000 liters of fuel is equal to removing about
1,766 European cars from the road for one year.
+ Overall lower waste handling costs
of up to 50%, saving businesses money. = 100
INTO
26
2005 TOMRA acquires Orwak Group, a leading provider of
compaction solutions for a variety of materials. LESS 27
15. SORTING SOLUTIONS
RECYCLING
We have pioneered the automa- plastics, paper, and metals,
tion of waste sorting and we’re and have an installed base of
the world leader in this field. more than 3,000 units across
With a strong focus on research more than 40 markets. Our
and development, we spearheaded sorters provide clean material
the development of this market fractions that result in a higher
by offering cutting-edge tech- yield and higher profit per ton
nology for sorting of recyclables. of input material.
We serve key segments, such as
ONCE
450,000 tons of metal are recovered
ROLE IN THE RESOURCE
REVOLUTION every year by our metal sorting
technology.*
+ Lowers operating and maintenance
costs.
INTO
+ Reduces accidents and strain on staff.
+ Diminishes costs.
*450,000 tons of metal is equivalent to 2,771 Boeing 747s.
+ Provides greater efficiency.
Almost double the amount that have ever been built.
+ Results in higher yields from products.
= 1,000
AGAIN
28
2004 TOMRA acquires TITECH, the world’s leading provider
of optical recognition and sorting technology. AND AGAIN 29
16. SORTING SOLUTIONS
MINING
We provide a complete product With approximately 170
portfolio for efficient material installations worldwide, our
separation in various mineral sorting solutions for mining help
and ore applications such as to extend the lifetime of mining
processing of industrial minerals, operations, increase the value
diamond and gemstone recovery, of the deposit, and reduce overall
and metal recovery from slag. expenses.
ROLE IN THE RESOURCE
The mining industry consumes 2%-3%
REVOLUTION of the world’s energy just for crushing
and milling – equal to that of global
More efficient recovery of materials.
aviation traffic. Our sensor-based sorters
SOURCE
+
+ Our sorters can reduce water
consumption by 3-4 cubic meters
per ton.
can reduce the volume to be crushed by
+ Better utilization of existing deposits. 15%-40% in specific mines resulting in
+ Better carbon footprint.
significant savings.*
+ Reduction of acid mine drainage.
INTO
+ Less pollution.
+ Greater yields.
30
2006 TOMRA acquires
Commodas. 2008 TOMRA acquires
Ultrasort. RESOURCE 31
17. SORTING SOLUTIONS
FOOd
We are a leading provider of get it to where it needs to go by
optical sorting and processing directing the food to channels
technology for the fresh and where different food qualities
processed food industries, with can be utilized. From tomatoes
over 2,700 installations globally. in the field to tomatoes on the
Our products improve profit- shelf, crushed tomatoes in a can,
ability and protect the customer’s and pureed tomatoes in ketchup,
reputation by ensuring high- our food sorting solutions make
quality and safe food with the most of a precious global
minimum cost. Our products resource with the least amount
also truly maximize the yield of waste.
ROLE IN THE RESOURCE from all types of produce and
REVOLUTION
Our advanced sorting system inspects
Maximizes yield and recovery, while millions of individual produce pieces
YIELD
+
reducing waste.
+ Minimizes energy and chemical usage. per hour, typically recovering 5-10%
+ Increases productivity through high-
capacity sorting.
through higher yields and better
+ Consistent, high quality food assurance. utilization.*
+ Consumer food sfaety assurance.
1 truck= 1,000 trucks
*That’s appoximately 25,000 trucks per year in potatoes
alone. We also sort carrots, tomatoes, peaches...
INTO
32
2011 TOMRA acquires
Odenberg Group. USAGE 33
18. Business
Stream
We are fortunate to encompass such a
wide range of innovation and expertise.
As our company evolves, we will continue
to unite further under the brand of TOMRA.
We look forward to reflecting that spirit
Business
of consistency, collaboration, and unity in
the years to come.
Area
COLLECTION SOLUTIONS SORTING SOLUTIONS
Corporate
34 35
19. TOMRA’S RESOURCE
OPTIMIZATION LOOP
Using tomato juice as an example, we can take a journey
around the TOMRA resource loop and demonstrate how,
at every step, no precious resources are left behind.
Can and multi-pack cardboard RECYCLING Can and cardboard separated
placed in curbside recycling SORTING then baled individually
bin for collection SOLUTIONS
Tomatoes fresh from Recovers and
the field CONSUMER processes cans
Return empty
cans
REVERSE MATERIAL
VENDING RECOVERY
COLLECTION COLLECTION
RETAIL SOLUTIONS SOLUTIONS
FOOD Product suitable
SORTING
SOLUTIONS
for retail
Compacted bales of
Product suitable for Shipping cardboard COMPACTION material mean fewer RECYCLING
COLLECTION
juice manufacturer compacted and baled trips to the recycling PLANT
SOLUTIONS
plant
JUICE Canned tomato juice to
Aluminum and pulp
MANUFACTURER retail in cardboard boxes
sent to be made into
new packaging
Recycled aluminum cans and packaging cardboard PACKAGING
are returned to the juice manufacturer ready for reuse MANUFACTURER
In an area without recycling infrastructure MINING
virgin metals can be mined more efficiently SORTING
with TOMRA’s mining sorting solutions SOLUTIONS
36 37
20. TODAY
In order to move forward effectively, it’s
crucial that we’re also moving forward in the
INTO
same direction, with the same goals, and
with the same approach to doing business.
TOMORROW
Why do we do what we do? Mission and Vision. Our Mission and
What do we hope to achieve? Vision state—in straightforward
How do we want to be perceived? language—what we do, why we do it,
Any organization that hopes to move and what we aspire to. Our Mission and
forward with clear purpose has to Vision also serve as a way of checking
answer these questions. And we our decisions and initiatives.
have done that, in the form of our
38 39
21. Our mission:
TO CREATE
Our MISSION statement represents our
defined purpose and is the fundamental reason
we exist beyond profitability. A clear mission
helps us all stay true to what differentiates us SENSOR-BASED
in the broader marketplace.
SOLUTIONS FOR
OPTIMAL RESOURCE
PRODUCTIVITY
40 41
22. Our vision:
LEADING
Our VISION statement captures our aspirations
in straightforward and concise language. A clear
vision empowers the company’s internal culture
with a clearly drawn image of the future. THE RESOURCE
REVOLUTION
42 43
23. WHAT dOES THE
RESOURCE REvOLUTION
MEAN TO YOU?
This is exactly what we asked our team in workshops around the world. Provided
with just a few items—blue paper, scissors, and glue—each person was tasked with
visualizing the Resource Revolution. From graphic representations of growth and
profit to resources being recycled and used again to a planet in balance, we believe
everyone can find something meaningful and worth connecting to in these images.
44 45
25. IDEAS
As important as it is to understand what the
Resource Revolution represents, it’s equally
INTO
important to understand what it does not.
This helps keep us all on track and heading
in the right direction.
ACTION THE RESOURCE REVOLUTION
IS...
+ Optimistic
+ Aspirational
THE RESOURCE REVOLUTION
IS NOT...
- Pessimistic
- Always being #1
+ Creative - Angry
+ Collaborative - Antagonistic
+ Innovative - Extremist
+ Inviting - Arrogant
+ Educational - Violent
+ Progressive - Negative
+ Respectful - Disrespectful
+ Diverse - Subversive
+ Authentic - Contrived
48 49
26. LEAdING THROUGH
OUR CORE vALUES
Our values are critical to everything we do—they reflect what we believe matters,
how we conduct ourselves, and how we lead. They should be internalized by every
individual within TOMRA and expressed not just in the big moments or during
crucial decisions, but also in the smallest of decisions and details. Our values should
reflect the best of each and every one of us. We are their responsible stewards.
INNOVATION PASSION RESPONSIBILITY
+ Open-minded. + Committed. + Honest.
+ Creative. + Enthusiastic. + Accountable.
+ Continuous Improvement. + Engaged. + Predictable.
We will continue to move We will create a culture that We will demonstrate that trans-
forward with drive, creativity, captures the imaginations of the parency and responsibility go hand
and open minds. And through- best talent in the world. We want in hand. Honesty, accountability,
out all business streams we the truly innovative, engaged, and predictability will be at the
will recognize and reward and motivated to be a part of the core of our communications and
innovation—always. Resource Revolution. approach.
We will build networks of We will emphasize the important We will exhibit best practices both
partners in multiple disciplines role of passion in innovation. It’s internally and externally, sharing
and categories so that we may just one way we’re able to build resources, insights, and solutions.
learn from one another and grow team spirit and reach our goals. And it is the responsibility of
together. We will document everyone in our organization to
the history of our solutions We will build lasting relationships participate and collaborate.
both physically and digitally. and celebrate individuals who
And we will invite customers, lead through positive change. We will openly discuss goals and
consumers, and recruited talent business realities—within
to experiment. We will communicate the TOMRA’s ecosystem and beyond.
importance of the Resource
We will connect with business, Revolution—better for the We will share information in
engineering, and design schools environment AND business. simple, clear, and usable ways
in order to build a better knowledge with employees, customers,
network and establish advanced We will provide outstanding and partners.
training and mentoring programs. service. To our customers. To our
partners. To each other. Everyone
We will continue to invent and
We will be present and participate inside our walls matters as much evolve transformative solutions.
in the key platforms that are as those outside.
leading change.
50 51
27. PILLARS FOR SUCCESS
Success doesn’t just happen. True success is a result of high standards, great
expectations, and clear priorities. Like the foundation of a house, these four
pillars allow us to work on solid footing while reaching our goals.
LEADERSHIP
From the First Day to Today
COLLABORATIONS INSPIRATION
Working Together for Competitive Advantage From Ideas to Solutions
The founding and continued Working collaboratively All innovations and solutions
success of TOMRA are the both internally and externally are born from inspiration. Seeds
best examples we have of the is the key to our continued of ideas are everywhere—it’s
importance of leadership. From success. Respect for our internal up to us to gather and nurture
our very first innovation—the partners across all business them. And as we interact with
development of the RVM—to streams leads to solutions that our partners and customers, it’s
the first high-capacity optical matter. And working openly and important to truly listen to the
spectroscopy sorter, all the way thoughtfully with our external stories being told. Inspiration for
to the innovations we have in partners provides effective new products and technologies
development today, TOMRA answers to challenging problems. can be found in everyday conver-
leads with confidence. Without collaboration, there can sations—what are the challenges
be no Resource Revolution. and problems our partners face
in the short term and long term?
SOLUTIONS
Filling a Need, Changing the World
Innovation that leads to solutions TOMRA was founded on the
is the critical foundation of all we
do. TOMRA was founded on the
spark of an idea. Seeds of ideas
spark of an idea. Presented with a are everywhere—it’s up to us to
problem—and a challenge—our
founders rose to the occasion.
gather and nurture them.
Over the past forty years, we’ve
proudly unveiled solution after
solution. As we strive to tackle
the resource challenges of the
future, we’ll tap into our talent
for providing innovative answers
to the toughest problems.
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28. LET’S START
LEAding
ThE RESouRcE
REvoLuTion
It requires a radical shift in how We stand at an important
society thinks, how people moment in history—a turning
live, and how we do business. point where the environment
It requires us to move forward matters as much as the economy,
with eyes and minds open, and progress and profits
ready to identify opportunities aren’t mutually exclusive
for innovation. And it requires goals. Transformation is
us to imagine how we might happening not only within
even change our approach our walls, but all around us.
to innovation itself. Together, The more we collaborate,
transformation becomes innovate, and transform
possible. New partnerships, together, the more powerful
new possibilities, and new and positive our impact will
solutions. A shift to systems be on the future.
that work. A time to move
past the false choice between
the earth and the economy.
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