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Transcript
Paper Manufactured and Printed Using 100% Certified Renewable Electricity TN#: 11-5005-1040
This publication is printed on Mohawk Options PC100 Paper which is process chlorine-free and is FSC®-certified and Green-e® certified paper, made with 100% post-consumer recycled fiber. Mohawk Fine Papers purchases enough Green-e® certified renewable energy certificates (RECs) to match 100% of the electricity used in its operations. This paper is also certified by Green Seal™.
You are a Resource Revolutionary.
TRANSFORMS
85749_JDK_CVR.indd 1 12/6/11 4:40 PM
Rethinking. Reimagining. Resourceful.
01
WELCOME TO OUR TRANSFORMATIONForty years ago, in a small shed
in Asker, Norway, two brothers,
Petter and Tore Planke, started
working to find a solution to a
problem: a local grocer wanted a
machine that could quickly and
easily take back empty bottles.
Intrigued, the brothers said they
could build one.
A spirit of entrepreneurship, a
passion for innovation, and a
focus on finding solutions guide
TOMRA to this day. What started
as a task for a single store has
become a mission that encircles
the globe. Everything we do is
based on one overriding concern:
creating solutions for optimiza-
tion of the earth’s resources.
We are proud to be at the
forefront of the Resource
business stream together.
Yes—we are becoming one
TOMRA. Until now, TOMRA
has been organized like a loose
collection of entities—working
for the same cause, but without a
united vision and mission. Now,
for the first time in our history,
we are, finally, one family.
We stand together at the threshold
of a cultural transformation at
TOMRA, a change that will make
us stronger and our worldwide
impact greater. We hope that
everyone here is excited about
our company and the challenges
ahead. As it was forty years ago,
so it remains today: the heart of
TOMRA is its people. We want
this to be a great place to work,
a place that gives us all a chance,
every day, to make a difference,
where we can say with pride that
the world is made better with
every decision and machine we
make together.
Revolution. We are proud to
have been among the first to
recognize that a better environ-
ment is better for business. We
understand the challenges in
front of us, and are energized by
them. TOMRA has been a leader
in creating solutions for optimal
resource productivity for four
decades, but at no time has our
leadership in creating a sustain-
able world been more critical
than it is right now.
That is why we also constantly
strive to improve our own
practices, to optimize our own
resources. Led, as always, by a
spirit of innovation, increased
effectiveness, and committed
stewardship, we have decided to
bring all our people and every
Everything we do is based on one overriding concern: creating solutions for optimization of the earth’s resources.
Stefan Ranstrand President and CEO, TOMRA Group
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02
The world is at the dawn of a Resource Revolution.
05
The human desire to improve,
invent, and innovate is relentless.
From the transformative phases
of the Industrial Revolution
to the sweeping changes that
continue to define the Information
Age, it’s undeniable that how we
work, live, and think is constantly
changing. And yet when we look
back over these many shifts in
our global culture, something
else is undeniable—the lifecycle
that these past revolutions were
built on is outdated, inefficient,
and detrimental:
Consuming.
Wasting.
Discarding.
As a planet, we are running
to the end of our leash. The
world population will increase
by 30% in the next 40 years.
Seventy million people enter
the middle class every year.
Global resources are under
unprecedented pressure. Today
it takes one and a half years to
reproduce the biomass that the
world consumes in just one
year. And although the world’s
water supply is expected to stay
essentially flat over the next 20
years, demand is expected to
increase by almost 65%.
Resource productivity must
increase to ensure sustainable
development. When we see
that over the next 40 years, 30%
more people will need to be fed
with, at best, today’s availability
of farmland. We know that
something needs to change.
We know that rethinking how
we obtain, use, reuse, and
optimize the world’s resources
is the right path at the right
time. And this is how the next
revolution begins.
REvOLUTION IS INEvITAbLE
04
07
Simply put, optimizing the use of the world’s precious resources is the answer.
It’s clear that solutions for
resource productivity are the
key to tomorrow’s revolution.
Where do we come in? Easy:
smart solutions for managing our
resources—sourcing them, using
them, stewarding them, reclaiming
them, recycling them, and
revitalizing them. Simply put,
optimizing the use of the world’s
precious resources is the answer.
It’s good for the environment and
it’s good for business.
Of course, this concept is more
than the latest trend— it’s been
our business for 40 years. We’ve
known that in order to move
forward, we all need to rethink
and rework how things have been
done in the past. Every day we’re
focused on transforming how the
world obtains, uses, and reuses
its resources.
LOCATION: NORDKAPP, NORWAY06
9
A new directionTo support our transformation
to one TOMRA, we have made a
strategic decision to add an arrow
logo to our existing wordmark.
Using an arrow is not a new
concept for TOMRA—our
current wordmark features an
arrow in the R. However, it makes
good branding sense to ensure
that the arrow we use going forward
is consistent across everything
we do. This will help us to create
a strong, unified brand, both
internally and externally.
In many cultures, an arrow re-
presenting forward motion will
point to the right. At TOMRA
we believe that blindly following
the same direction as everyone
The graphic overlapping in the
arrow signifies the unity of mul-
tiple business streams, working
together to take TOMRA—and
the world’s resources—in a new,
positive direction.
The wordmark has been changed
to black, to complement the
blues in the arrow with a sense
of strength and to emphasize the
serious mission of our business.
else is the wrong course of action.
The drive to move forward with
little thought given to conse-
quences is what’s exhausting
our precious natural resources.
Society has to move in a new
direction—one that ensures that
the resources of today are managed
properly so that they will be the
resources of tomorrow.
We have retained our existing
blue within the arrow, and
complemented it with fresher,
more optimistic hues. Blue is a
relevant color for its history as
part of TOMRA. It evokes
authority and security, and it
represents our planet as seen
from space.
Create a strong, unified brand.
What we’ve stood for since
the beginning is what will ulti-
mately lead us into a successful
and productive future.
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FROM PURPOSE INTO PROFITS ANd PROFITS INTO PROGRESS, TOMRA IS TRANSFORMING WHAT IT MEANS TO bE RESOURCEFUL.
10
Harald HenriksenHead of North America Collection Solutions
Håkon VolldalHead of Business Area Collection Solutions Reverse Vending
Heiner BeversHead of Central and Eastern Europe Collection Solutions
Fredrik NordhHead of Nordic Collection Solutions
13
We believe in transformation.
Ton KlumperHead of Western and Southern Europe Collection Solutions
Rune MarthinussenHead of Business Area Sorting Solutions
Espen GundersenCFO TOMRA Group
Stefan EkHead of Orwak Collection Solutions Compaction
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Beginning with the invention of the world’s first reverse vending machine in 1972, all the way to providing the most innovative sensor-based sorting solutions today, TOMRA has continuously redefined what it means to be resourceful.
15
PASTINTO FUTURE
14
vending machine was installed in
one of Aage Fremstad’s stores
on January 2, 1972.
As a new company, our focus was
exclusively on the design, manu-
facture, and sale of reverse-vending
machines. Since that day, TOMRA
has experienced 40 years of
incredible change—rapid growth,
global expansion, and relentless
innovation. Now TOMRA is active
in more than 50 markets with
over 2,400 employees worldwide.
Through new partnerships,
additional business streams, and
continuous innovation, we’re able
to evolve and thrive.
As with any business, to under-
stand the way forward, it’s critical
that we understand what drives
us. We’re not just a technology
company. We believe in innovation
that leads to solutions. And the
passion for solving problems that
was present at our founding still
drives us each and every day.
1974 The first TOMRA model installed in the US
Open to view the TOMRA timeline of innovation.
1993 TOMRA headquarters, Asker, Norway
1972 The original TOMRA 1
1971 The first RVM prototype
17
TOMRA was founded by two
brothers, Petter and Tore Planke,
in Asker, Norway. In 1971,
Petter, who had been working
in the supermarket industry
as a salesman of labeling and
price-marking equipment, was
approached with a problem by
one of Oslo’s leading super-
market owners, Aage Fremstad.
Petter recalls, “One day Aage
Fremstad asked me to come to
his office to discuss a problem
he was having. He said, ‘Petter,
please help me, we’re drowning
in empty bottles. There has got
to be a better way of handling
the return of empty bottles than
the way we are doing it.’” Petter
explained that the company he
was working for would not be
able to help with this particular
match for the development of an
automated system for the return
of empty bottles.
After a series of meetings
with supermarket owners and
bottlers, Petter and Tore had
gathered the information they
would use to form a product
specification for the design of a
prototype. What Tore and Petter
were hearing from the super-
market industry was basically
this: they wanted a machine
that had one hole that could be
used for the return of all bottles
and a printer that could print
out a receipt indicating the
total refund amount of the
bottles returned.
It wasn’t long before Tore
and Petter were back before the
group of supermarket owners to
pitch the design Tore had devel-
oped. They made a proposal to
the owners: if the group funded
all the material costs of building
a prototype (which amounted to
about NOK 20,000), Petter and
Tore would agree to work free of
charge to do it. A deal was struck,
and Tore’s handmade prototype
of the first TOMRA reverse
problem, but offered instead
to present the problem to his
brother Tore to see if he could
come up with a solution.
At that time, Tore, an engineer,
was working on the development
of the world’s first fully auto-
mated navigation systems for
supertankers at the Foundation
for Scientific and Industrial
Research at the Norwegian
Institute of Technology
(SINTEF). In his free time, he
began looking at Mr. Fremstad’s
problem with empty bottles.
Tore’s involvement in cutting-
edge microelectronics combined
with his training in mechanical
design proved to be a perfect
TOMRA has experienced40 years of incredible change,and relentless innovation.
HOW TOMRA bEGAN
16
1972TOMRA’s first reverse vending machines installed in Norway. Twenty machines are sold based on the prototype and the company is then founded April 1, 1972.
1982A breakthrough in the German market thanks to the launch of the first fully automated crate-recognition machine based on a TOMRA-developed ultrasonic sound measuring system.
1986Aggressive expansion into the US market dovetails with a worldwide surplus of scrap aluminum, overall adverse market conditions, and the collapse of the platform for RVM sales—pushing TOMRA to the brink of bankruptcy. Petter Planke resigns as CEO of the company. The position is taken over by Jan Christian Opsahl.
1973TOMRA enters distri-bution agreements for markets in Europe and the United States.
1977TOMRA creates the industry’s first RVM utilizing laser and fiber optics for recognition and microprocessors for self-programming.
1985Between 1980 and 1985, TOMRA achieves an annual growth rate of 36%.
In this period, some 3,000 SP-2 machines are sold in France to handle refillable wine bottles in a huge variety of shapes.
1988With TOMRA back on solid financial footing, careful reentry into the US market is initiated. Focusing on two deposit states, New York and Con-necticut, yields revenues of NOK 4.9 million in 1988 and NOK 12.1 million in 1989. Jan Christian Opsahl resigns and Sven Jacobsen becomes the third president of TOMRA.
1974First major sales break-through comes when Systembolaget orders 100 custom-designed machines.
1983TOMRA’s first fully owned subsidiary is established in the Netherlands. Subsidiaries in the US, Denmark, and Germany soon follow. In Oldenzaal, a new factory manufacturing RVMs to handle one-way containers is opened.
1987TOMRA returns to its innovative roots and launches its next-generation RVM, the TOMRA 300. Revenues rise 62% between 1987 and 1989.
1987Cutbacks and consolidation go into effect to save the company. TOMRA bounces back from its pre-tax losses of NOK 129.6 million in 1986 to deliver a profit of NOK 10.3 million in 1987.
1984Rollout of 2,000 TOMRA CanCan machines in Sweden, put in operation March 1 when the Can deposit system starts.
1981TOMRA repurchases Hugin’s 33% share-holding. The Hugin network continue to sell TOMRA products.
1976 Sales figures hit NOK 6.9 million (compared to NOK 700,000 the first year of operations).
1978One of TOMRA’s competitors, Hugin Kassaregister AB, enters a joint agreement with TOMRA. They cease production of their own RVMs and instead begin marketing TOMRA’s machines. In exchange, TOMRA sells 33% of its stock to Hugin.
TOMRA RVMs are launched worldwide through Hugin’s international network; among the countries are Australia, Mexico, and Israel. Germany and Austria are added to the European market portfolio.
1990TOMRA redefines its US business model by embarking on an active program of organic growth and strategic acquisitions that cover the full container recycling value chain—collection, pick-up, processing, materials handling, recycling, and the production of new containers.
1990-91TOMRA rolls out the second genera-tion of automatic crate-recognition machines, this time, based on a new TOMRA-designed laser measuring technology. The dawn of a second rollout wave in Germany.
1994TOMRA’s Quality Man-agement Program is certified according to ISO 9001 standards.
1999ISO 14001 Environmental Management system certification is achieved.
1993Construction begins on a new 10,500-square-meter building to house both production and office space. By the end of 1995, production volume has increased by 36%.
1992TOMRA’s extensive annual customer satisfaction survey is launched.
1996Sven Jacobsen resigns as CEO and Erik Thorsen enters the CEO office.
1996TITECH autosort: First high-capacity optical near-infra-red (NIR) sorter for sorting beverage cartons.
2001RVM speed dramati-cally increases thanks to TOMRA’s invention of single-chamber recognition.
1995During the last five years of the 1990s, TOMRA’s annual revenues increase from NOK 501 million in 1995 to NOK 2.1 billion in 1999—representing an annual increase of 46%. The most influential factor behind this growth is TOMRA’s increasing presence in the United States. By the end of 1999, TOMRA’s sales in the US account for over half of the corporation’s revenues.
2005TOMRA acquires Orwak Group, a leading provider of compaction solutions for a variety of materials. Through these acquisitions, TOMRA positions itself to improve the existing recycling infra-structure in markets without deposit, as well as for a broader range of materials.
2008TOMRA’s Industrial Processing Technology business segment, which was first established with the acquisition of TITECH, grows sub-stantially over the next few years. Revenues within the segment more than double, from NOK 379 million in 2005 to NOK 793 million in 2008.
1996More RVM innovations. TOMRA becomes the first in the industry to integrate camera-based shape recognition and energy-efficient LED for illumination into the products.
2000TOMRA predicts that in order to continue to fulfill its growth expectations, it needs to develop a more comprehensive business plat-form outside of the relatively niche industry of reverse vending technology. A strategic approach to acquisitions begins to take shape.
Innovation does not stand still within the RVM group. TOMRA creates the first combined infeed for transport and rotation.
2006In May, a new national deposit system for non-refillable beverage containers is imple-mented in Germany. TOMRA reengineers its complete product portfolio and places 8,000 RVMs in this market.
2009Stefan Ranstrand is named CEO.
1997TOMRA acquires its largest competitor in Europe, Halton. This same year, on April 1—TOMRA’s 25th anniversary—TOMRA releases a totally new RVM generation: the T-600.
2004TOMRA acquires TITECH, the world’s leading provider of optical recognition and sorting technology for the waste industry.
2009TOMRA creates the RVM industry’s first true multivision-based unit, solving common recognition problems.
2006MasterPac features the invention of RVM parallel sorting.
2008TITECH introduces the first full-width scanning transflectance-based NIR system for measuring fat content of food online.
2011TOMRA acquires Odenberg, rounding out the offering to include food optimization.
2011TOMRA begins the groundwork to unify its vision, mission, and approach across all business streams.
2012TOMRA completes its latest evolution, from a business of many brands to one brand with many areas of expertise. We are one TOMRA.
2005Amund Skarholt is named CEO.
2005Odenberg develops the first 3-way optical sorter in food sorting.
2006TOMRA acquires Commodas—a leading supplier within the field of sensor-based products for mining and metal recycling.
2004TITECH autosort NIR - VIS: First high-capacity optical spectroscopy sorter with 32 wave-lengths across the visual and near-infrared spectrum allows simulta-neous measurement of color and material.
1983Odenberg launches the first optical sorter using LED technology with multiple wavelengths for spectral analysis of food products.
1995Odenberg introduces the first optical sorter using collimated light sources.
2005First commercially available dual-energy X-ray transmission sorter for mining launched by Commodas.
2005TOMRA launches the UNO RVM with one camera combining barcode and shape recognition.
2008TOMRA acquires Ultrasort—specialists in sensor-based mining technology.
2010First NIR sorter using spectral imaging for mineral identification.
1993Launch of Tx2 in North America and Scandinavia.
1999By the end of this decade, TOMRA has developed into a major international corporation with over 1700 employees working in 34 differ-ent countries and 46 separate markets.
Reverse Vending: TOMRA Compaction: Orwak Material Recovery: TOMRA
TOMRA has experienced rapid growth throughout its 40-year history. Growth has been driven by a number of strategic shifts involving a combination of organic initiatives and acquisitions. The sum of all these developments has shaped a company that today is organized in two business areas.
23
UNITYINTO GROWTH
22
RETURNSINTO VALUE
25
+Transforms consumer behavior 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 redemption of containers.
+Increases retail traffic and adds to retailer’s CSR image building.
TOMRA is the undeniable leader
in the field of reverse vending of
used beverage containers. We
have an installed base of more than
67,000 machines across more
than 30 markets worldwide. Today
our reverse vending solutions
facilitate the return of more than
30 billion empty cans and bottles
annually. We offer consumers a
convenient and rewarding way
to recycle and our customers an
effective and efficient collection,
sorting, and processing solution
for valuable resources—beverage
containers today and potentially
other objects in the future.
COLLECTION SOLUTIONS
REvERSE vENdING
*The avoided greenhouse gas emission equals the annual emissions from 2 million cars—each driving 10,000 kilometers.
30 billion used beverage containers are captured every year by our reverse vending machines.*
1972 TOMRA’s first reverse vending machines installed in Norway.
ROLE IN THE RESOURCE REVOLUTION
24
MOREINTO LESS
27
+Saves in storage of recyclable materials.
+Lowers transportation costs. Daily savings of 45,000 transport movements, resulting in daily savings of 700,000 liters of fuel.
+Overall lower waste handling costs of up to 50%, saving businesses money.
We are the world’s largest
manufacturer of vertical balers
and we’re also an industry
leader in compaction and baling
solutions. To give a sense of our
scope, we have an installed base
of approximately 65,000 balers.
We develop, manufacture, and
market a comprehensive range
of waste compactors, baling
systems, and briquette presses
for recyclable materials that
makes waste management more
efficient and more profitable.
COMPACTION
COLLECTION SOLUTIONS
Our vertical balers enable daily savings of 45,000 transport movements, which saves 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.
= 100
ROLE IN THE RESOURCE REVOLUTION
2005 TOMRA acquires Orwak Group, a leading provider of compaction solutions for a variety of materials.
26
ONCEINTO AGAINAND AGAIN
29
+Lowers operating and maintenance costs.
+Reduces accidents and strain on staff.
+Diminishes costs.
+Provides greater efficiency.
+Results in higher yields from products.
We have pioneered the automa-
tion of waste sorting and we’re
the world leader in this field.
With a strong focus on research
and development, we spearheaded
the development of this market
by offering cutting-edge tech-
nology for sorting of recyclables.
We serve key segments, such as
plastics, paper, and metals,
and have an installed base of
more than 3,000 units across
more than 40 markets. Our
sorters provide clean material
fractions that result in a higher
yield and higher profit per ton
of input material.
450,000 tons of metal are recovered every year by our metal sortingtechnology.*
SORTING SOLUTIONS
RECYCLING
*450,000 tons of metal is equivalent to 2,771 Boeing 747s. Almost double the amount that have ever been built.
= 1,000
ROLE IN THE RESOURCE REVOLUTION
2004 TOMRA acquires TITECH, the world’s leading provider of optical recognition and sorting technology.
28
SOURCEINTO RESOURCE
31
+More efficient recovery of materials.
+Our sorters can reduce water consumption by 3-4 cubic meters per ton.
+Better utilization of existing deposits.
+Better carbon footprint.
+Reduction of acid mine drainage.
+Less pollution.
+Greater yields.
We provide a complete product
portfolio for efficient material
separation in various mineral
and ore applications such as
processing of industrial minerals,
diamond and gemstone recovery,
and metal recovery from slag.
With approximately 170
installations worldwide, our
sorting solutions for mining help
to extend the lifetime of mining
operations, increase the value
of the deposit, and reduce overall
expenses.
The mining industry consumes 2%-3% of the world’s energy just for crushing and milling – equal to that of global aviation traffic. Our sensor-based sorters can reduce the volume to be crushed by 15%-40% in specific mines resulting in significant savings.*
SORTING SOLUTIONS
MINING
ROLE IN THE RESOURCE REVOLUTION
2006 2008TOMRA acquires Commodas.
TOMRA acquires Ultrasort.
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YIELDINTO USAGE
33
+Maximizes yield and recovery, while reducing waste.
+Minimizes energy and chemical usage.
+Increases productivity through high- capacity sorting.
+Consistent, high quality food assurance.
+Consumer food sfaety assurance.
Our advanced sorting system inspects millions of individual produce pieces per hour, typically recovering 5-10% through higher yields and better utilization.*
SORTING SOLUTIONS
FOOdWe are a leading provider of
optical sorting and processing
technology for the fresh and
processed food industries, with
over 2,700 installations globally.
Our products improve profit-
ability and protect the customer’s
reputation by ensuring high-
quality and safe food with
minimum cost. Our products
also truly maximize the yield
from all types of produce and
get it to where it needs to go by
directing the food to channels
where different food qualities
can be utilized. From tomatoes
in the field to tomatoes on the
shelf, crushed tomatoes in a can,
and pureed tomatoes in ketchup,
our food sorting solutions make
the most of a precious global
resource with the least amount
of waste.
*That’s appoximately 25,000 trucks per year in potatoes alone. We also sort carrots, tomatoes, peaches...
ROLE IN THE RESOURCE REVOLUTION
2011 TOMRA acquires Odenberg Group.
1 truck= 1,000 trucks
32
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 of consistency, collaboration, and unity in the years to come.
35
COLLECTION SOLUTIONS SORTING SOLUTIONS
Business
Area
Corporate
Business
Stream
34
Return emptycans
FOODSORTING
SOLUTIONS
RETAIL
Product suitable forjuice manufacturer
Tomatoes fresh fromthe field
Canned tomato juice toretail in cardboard boxes
Product suitablefor retail
Shipping cardboardcompacted and baled
Compacted bales ofmaterial mean fewertrips to the recycling
plant
Can and multi-pack cardboardplaced in curbside recycling
bin for collection
Recovers andprocesses cans
Can and cardboard separated then baled individually
RECYCLINGSORTING
SOLUTIONS
MININGSORTING
SOLUTIONS
REVERSEVENDING
COLLECTIONSOLUTIONS
Recycled aluminum cans and packaging cardboard are returned to the juice manufacturer ready for reuse
Aluminum and pulpsent to be made into
new packaging
In an area without recycling infrastructurevirgin metals can be mined more e�ciently
with TOMRA’s mining sorting solutions
COMPACTIONCOLLECTIONSOLUTIONS
RECYCLINGPLANT
PACKAGINGMANUFACTURER
JUICEMANUFACTURER
CONSUMER
MATERIALRECOVERYCOLLECTIONSOLUTIONS
37
Return emptycans
FOODSORTING
SOLUTIONS
RETAIL
Product suitable forjuice manufacturer
Tomatoes fresh fromthe field
Canned tomato juice toretail in cardboard boxes
Product suitablefor retail
Shipping cardboardcompacted and baled
Compacted bales ofmaterial mean fewertrips to the recycling
plant
Can and multi-pack cardboardplaced in curbside recycling
bin for collection
Recovers andprocesses cans
Can and cardboard separated then baled individually
RECYCLINGSORTING
SOLUTIONS
MININGSORTING
SOLUTIONS
REVERSEVENDING
COLLECTIONSOLUTIONS
Recycled aluminum cans and packaging cardboard are returned to the juice manufacturer ready for reuse
Aluminum and pulpsent to be made into
new packaging
In an area without recycling infrastructurevirgin metals can be mined more e�ciently
with TOMRA’s mining sorting solutions
COMPACTIONCOLLECTIONSOLUTIONS
RECYCLINGPLANT
PACKAGINGMANUFACTURER
JUICEMANUFACTURER
CONSUMER
MATERIALRECOVERYCOLLECTIONSOLUTIONS
TOMRA’S RESOURCE OPTIMIZATION LOOPUsing 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.
36
In order to move forward effectively, it’s crucial that we’re also moving forward in the same direction, with the same goals, and with the same approach to doing business.
Why do we do what we do? What do we hope to achieve? How do we want to be perceived? Any organization that hopes to move forward with clear purpose has to answer these questions. And we have done that, in the form of our
Mission and Vision. Our Mission and Vision state—in straightforward language—what we do, why we do it, and what we aspire to. Our Mission and Vision also serve as a way of checking our decisions and initiatives.
39
TODAYINTO TOMORROW
38
TO CREATE SENSOR-BASED SOLUTIONS FOR OPTIMAL RESOURCE PRODUCTIVITY
Our mission:
41
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 in the broader marketplace.
40
Our vision:
LEADING THE RESOURCE REVOLUTION
43
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.
42
45
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.
As important as it is to understand what the Resource Revolution represents, it’s equally important to understand what it does not. This helps keep us all on track and heading in the right direction.
THE RESOURCE REVOLUTIONIS...
THE RESOURCE REVOLUTIONIS NOT...
49
IDEASINTO AC TION
48
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We will continue to invent and evolve transformative solutions.
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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.
TOMRA was founded on the spark of an idea. Seeds of ideas are everywhere—it’s up to us to gather and nurture them.
LEADERSHIP The founding and continued
success of TOMRA are the
best examples we have of the
importance of leadership. From
our very first innovation—the
development of the RVM—to
the first high-capacity optical
spectroscopy sorter, all the way
to the innovations we have in
development today, TOMRA
leads with confidence.
SOLUTIONS Innovation that leads to solutions
is the critical foundation of all we
do. TOMRA was founded on the
spark of an idea. Presented with a
problem—and a challenge—our
founders rose to the occasion.
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.
COLLABORATIONS Working collaboratively
both internally and externally
is the key to our continued
success. Respect for our internal
partners across all business
streams leads to solutions that
matter. And working openly and
thoughtfully with our external
partners provides effective
answers to challenging problems.
Without collaboration, there can
be no Resource Revolution.
INSPIRATION All innovations and solutions
are born from inspiration. Seeds
of ideas are everywhere—it’s
up to us to gather and nurture
them. And as we interact with
our partners and customers, it’s
important to truly listen to the
stories being told. Inspiration for
new products and technologies
can be found in everyday conver-
sations—what are the challenges
and problems our partners face
in the short term and long term?
From the First Day to Today
Filling a Need, Changing the World
Working Together for Competitive Advantage From Ideas to Solutions
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.
PILLARS FOR SUCCESS
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LET’S START LEAding ThE RESouRcE REvoLuTion It requires a radical shift in how
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