TINE Annual Report 2019

ANNUAL REPORT 2019
Together we make
Norway thrive
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TINE SA
ANNUAL REPORT 2019
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TINE SA
ANNUAL REPORT 2019
THIS IS TINE Content

R E S U LT S
THIS IS TINE 4 R E S U LT S 15 S U S TA I N A B I L I T Y 109 FURTHER

I N F O R M AT I O N 156
From the CEO 5 From the Chair of the Board 16 In general 110
Key figures 7 Board of Directors’ report 18 On the farm 118 Our representatives 157
The TINE map 9 Management 43 In the industry 130 Our locations 158
TINE – the brand supplier 10 Financial statement 2019 47 In the market 143
Subsidiaries 12 Auditor’s report 97 Figures and GRI table 152
TINE Milk Supplies 99
Statistics 102
3
TINE SA
ANNUAL REPORT 2019
THIS IS TINE
From the CEO
Key figures
The TINE map
TINE, the brand supplier
Subsidiaries
R E S U LT S
This is TINE
4
TINE SA FRO M T H E CEO
ANNUAL REPORT 2019
A new beginning
THIS IS TINE
From the CEO
Key figures
T
The TINE map he past year has been demanding, exciting, chal- which will continue in times to come. The down-manning
TINE, the brand supplier lenging and rewarding. All at once and often simul- process has been hard for many and it is not over. I know
taneously, for both TINE and for myself. There has that I speak for myself, the Board and Management when
Subsidiaries been a lot of analysis and planning. We have turned every I say that this is the toughest part of our job. It is howev-
stone and set a course from a to z. We have also mapped er necessary that these tough choices must be made to
our course for the next years in the strategy we call “TINE ensure increased competitiveness and growth for TINE in
R E S U LT S 2025”. If 2019 was all about analysis and planning then the years to come.
2020 is the year for action. And it is urgent!
S U S TA I N A B I L I T Y We have muscles and the capacity to implement our am-
I am incredibly proud of the thousands of good employees bitious goals with our new strategy and to drive good
we have. It is they who ensure we are in a position to es- processes, which is exactly why we are taking measures
tablish a culture that thrives on change. They see the need before it is too late. Some of the measures we have intro-
to increase our competitiveness and create new growth duced are already showing improved ratios for our owners
and not least, a culture which is identifiable and is proud and on our results. In particular, we have done especially GU N N A R H OVLA N D
of our new vision. Together we make Norway thrive. well with cheese and we also see that flavoured milk is Chief Executive Officer
There is a lot for us to do, but it all boils down to this. showing good numbers. These are all positive trends which
I hope and believe will continue in times to come and I am
excited about how we can manage to stabilise the sale of
Our mission is actually something which is fresh milk. It is actually the drop in the sale of fresh milk
which is the catalyst for why we must think more about
much bigger than ourselves. implementing our plans quickly rather than being content
with improved effectivity and growth.
Increased competition and a change in dietary habits is In this work, our relationships with our consumers is very
something which has brought about significant upheaval important. It is therefore very pleasing to see that TINE
in parts of our organisation. We must prioritise harder, continues to hold a clear position amongst Norwegians
5 cut costs and reduce our headcount. All this is a process and has a place in many hearts. We do well in our rep-
TINE SA
ANNUAL REPORT 2019
THIS IS TINE
From the CEO
Key figures
The TINE map
TINE, the brand supplier utation surveys and when John Doe was asked who he An important part of our strategy going forward is to work with nature and not least, in close cooperation with both
thought was Norway’s most sustainable company, he re- together. This is not limited to improving cooperation inter- customers and consumers, we deliver community engage-
Subsidiaries plied TINE. This is a pleasant reminder that we are doing nally but we must be even better at cooperating with our ment through both a healthy and strong brand, sustainable
a lot of things right in terms of sustainability and that it is customers and consumers to give them what they want, solutions and being a part of peoples’ lives – wherever they
also being noticed, but I promise that we cannot rest on when they need it – and in a way that suits them best. This are. In this way we are contributors to a widely-spread
R E S U LT S our laurels. We are better today than we were yesterday involves cooperation with those that make the bigger de- Norway with living communities, a rich cultural heritage
but not as good as we will be tomorrow. In the DNA of a cisions for our country. Our vision to make Norway thrive and not least, an agricultural heritage which is based on
S U S TA I N A B I L I T Y dairy farmer and in TINE there is the fundamental thought is not one we can manage alone. We need long-term focus only producing nutritious, safe and good food for future
that we should leave the company, farm and not least our and we need visibility. We must think of both our short and generations.
globe in a better state that when we received it. With this long-term goals simultaneously in order to succeed.
in mind we can never give up. One example of this thought Stop a minute and think about this. Our mission is actually
process in practice is at our new dairy in Bergen – our something which is much greater than ourselves. It gives
greenest and most technologically advanced plant ever. I me the energy and motivation to achieve our goals. I hope
believe the innovation and environmental measures which When John Doe was asked who he and believe that this also applies to you too; whether you
have been made here will be an inspiration and a learning thought was Norway’s most sustainable are an owner, employee or a partner.
curve for the industry way beyond our borders.
company, he replied TINE.
I am looking forward to the continuation of our story. The
Our untiring focus on quality pays off both in taste tests and future starts now.
competitions. It is great fun to see that in 2019, we won the
Norwegian Cheese Championship with a mature Norvegia® The analysis is complete and we have made plans for how
and that a mature Jarlsberg® took a prestigious super gold we will face the many challenges we anticipate in con-
medal at the World Cheese Championships. A number of junction with our owners. These are plans I believe in and
our other cheeses also received medals in the same cham- which now need to be put into practice. Safely, well and
pionships. This indicates that we have done very well with quickly. There is no time to lose. We are actually laying the
quality and handiwork throughout our whole supply chain. foundations for a TINE which will last much longer than GU N N A R H OVLA N D
6 we ourselves will. Together with our surroundings, in line Chief Executive Officer
Key figures
TINE SA
ANNUAL REPORT 2019
THIS IS TINE
23 812 1 189 5 408 574

From the CEO
Key figures
The TINE map

Operating income Operating result Number of employees Gross energy consumption
TINE, the brand supplier MNOK MNOK T GWh
Subsidiaries
R E S U LT S Delivered to TINE in 2019 Consumption per inhabitant in 2019

MILL . LITRES KG/LITRE (SOURCE : MELK .NO)
1 393.8 80.2 L 18.9 KG 3.7 KG

COWS MI L K MI L K C H E E S E IN C L . IM P O RT B U TTE R IN C L . IM P O RT
2018: 1 434,9 2018: 82,1 2018: 18,9 2018: 3,7
20.0 10.4 KG 9.3 KG

GOAT S MI L K YO G H U RT I N CL . I M P O RT CREAM AND SOUR CREAM
2018: 20,1 2018: 10,4 2018: 9,3
7
TINE SA
ANNUAL REPORT 2019 TINE GROUP 2019 2018 2017 2016* 2015
Operating income MNOK 23 812 23 001 22 525 22 583 22 204
Operating result (EBIT) MNOK 1 189 1 537 1 537 1 962 1 678
Operating margin Operating result/operating income 5.0 % 6.7 % 6.8 % 8.7 % 7.6 %
THIS IS TINE Result before tax MNOK 1 103 1 465 1 414 1 862 1 579
Profit/loss MNOK 980 1 348 1 304 1 634 1 424
From the CEO
Assets MNOK 18 657 18 103 16 087 16 029 15 117
Key figures
Equity ratio (%) Equity/total assets 47.8 % 46.6 % 48.7 % 45.4 % 44.0 %
The TINE map Net interest-bearing debt/EBITDA 1.66 1.17 1.09 0.96 1.11
Investments MNOK 2 518 1 865 1 203 1 131 1 038
Operational cash flow MNOK 2 194 2 285 2 170 2 187 1 780
Subsidiaries * 2016 includes a positive one-off effect from changes to the Income protection plan. For the TINE Group this equates to NOK 245 million.
EMPLOYEES 2019 2018 2017 2016 2015

R E S U LT S
Number of employees, TINE SA 4176 4346 4 496 4 506 4 543
Number of employees, TINE Group 5408 5355 5 476 5 418 5 362
LTIs per million hours worked, TINE Group 6.6 7.2 7.1 7.5 8.1
Sick leave, TINE Group 5.4 % 5.4 % 5.7 % 5.9 % 6.2 %
F U R T H E R I N F O R M AT I O N ENVIRONMENT 1)
Gross energy consumption (GWh) 574 573 536 531 531
Packaging consumption (tonnes) 2) 29 363 30 666 28 683 28 455 28 684
Packaging consumption relative to operating income (tonnes/MNOK) 2) 1.91 2.02 2.31 2.24 2.21
Emissions CO2-equiv. total (tonnes) 3) 68 424 72 207 75 268 71 180 85 720
Emissions CO2-equiv. from dairies (tonnes) 3) 17 323 19 164 24 228 22 759 27 291
Emissions CO2-equiv. from transport (tonnes) 3) 49 349 51 201 47 755 45 135 54 988
Transport (km/1000 litres raw materials) 2) 37 36 36 38 37
SAFE FOOD 2)
Control of pathogenic bacteria, number of negative tests 6 633 5 253 4 648 4 435 2 830
Control of pathogenic bacteria, number of positive tests 2 8 0 2 1
Number of recalls 1 0 1 2 2
1)
The figures for 2019 include TINE Group excluding Lotito Foods unless stated. Historical figures are from 2017 and previously included TINE SA.
2)
The figures for 2019 include the TINE Group excluding subsidiaries Norseland Ltd., Norseland Inc., and Lotito Foods.
8 3)
Emissions of CO2 equivalent covers Scope 1. Refer to the description on page 132.
TINE SA THIS I S T I N E 1. TINE Meieriet Tana 13. TINE Sentrallager Heimdal 25. TINE Meieriet Sem
ANNUAL REPORT 2019 Fresh milk, Kesam®, cream, Grated, sliced and cubed Fresh milk, cream, organic milk
milk rings, sour cream, protein cheese, packing, storage, import
The TINE map 1

yoghurt, butter, cultured milk,
skimmed cultured milk
2. TINE Meieriet Alta

14. TINE Meieriet Elnesvågen
Jarlsberg®, Sveitser, Nøkkelost,
Alpeost, Norvegia®
26. TINE Meieriet Trysil
Pultost
27. TINE Meieriet Tretten

THIS IS TINE At 01.01.2020 2 Fresh milk, cream Processed cheese, porridge,
15. TINE Meieriet Ålesund desserts, honey
4
3. TINE Meieriet Storsteinnes Fresh and cultured milk, cream,
From the CEO 3 Norvegia®, brown cheese, Piano® desserts, creams and 28. TINE Meieriet Oslo
Nøkkel, Balsfjord, Ekte Hvit sauces, iced coffee, YT®, Fresh and cultured milk, yoghurt,
Key figures 5 Geitost, Kvit Geitost lagra, rental Sjokomelk sour cream, juice, iced tea,
production cream, organic kefir, organic milk
The TINE map 16. TINE Meieriet Ørsta
4. TINE Terminal Tromsø Edamer, Norvegia®, Kremgo’®, 29. TINE Meieriet Sola
Storage and distribution Snøfrisk®, Kvitlin, TINE Kremost, Fresh and cultured milk, cream,
TINE, the brand supplier 6 cream cheese base organic milk
5. TINE Meieriet Harstad
Subsidiaries Fresh milk, sour cream, cream, 17. TINE Meieriet Byrkjelo 30. TINE Sentrallager Klepp
juice, organic milk Norvegia®, brown cheese, Edam, Grated, sliced and cubed
Norvegia® portions cheese, packing, storage, import
7 6. TINE Terminal Bodø
R E S U LT S Storage and distribution 18. TINE Meieriet Vik 31. TINE Meieriet Jæren
8 Gamalost, Mylsa, raspberry juice Jarlsberg®, Norvegia®, mozza-
7. TINE Meieriet Sandnessjøen rella, pizza topping, butter,
Fresh milk, powdered milk, 19. TINE Meieriet Voss Brelett®, prim, butter oil, dried
butter, cream Norvegia®, Dravle, rental whey products
production
9 8. TINE Meieriet Sømna 32. TINE Meieriet Kristiansand
F U R T H E R I N F O R M AT I O N Norvegia®: Original, Fyldig and 20. TINE Meieriet Bergen Fresh and cultured milk, cream
12
14 11 NUMBER OF DAIRIES Lettost, Østavind®, gräddost Fresh and cultured milk, cream,
13
juice 33. TINE Meieriet Setesdal
15 10 9. TINE Meieriet Verdal Rømmegrøt, Kviteseidsmør,
16
17
24
21
22
30 Norvegia®: Original and
Økologisk, Jarlsberg®, gräddost,
butter, Bremykt®, cheddar, dried
whey products
21. TINE Meieriet Dovre
Dovre Ysteri: brie and
camembert, Snøhetta
Ryfylkegome. organic, lactose-
free, seasoned and portioned
butter
18 22. TINE Meieriet Frya 34. TINE Meieriet Haukeli

27 26 NUMBER OF DAIRIES WITH PRODUCTION OF
19 10. TINE Meieriet Tresfjord Fresh and cultured milk, yoghurt, Frozen Curd, chèvre
23
20 Ridder®, Port Salut, Kvit Geitost sour cream, cottage cheese,
Raudkittmodna Greek yoghurt, cream 35. TINE SA Headquarters Oslo
28
Liquid Products 11
35 11. TINE Meieriet Selbu 23. TINE Meieriet Brumunddal
34 Solid Products 10 Normanna®, Selbu Blå – all varie- Lactose-free products, long-life
29
25 ties, Selbu Norzola®, Fryd® Royal consumer products, flavoured
Special Products 9 Blue, Kybos, cubed marinated milk, juice, desserts, ingredients
30 31
33 Jarlsberg® and powdered milk products,
milk concentrated, YT® Protein
32 Central storage and terminals 4 12. TINE Meieriet Tunga
Fresh and cultured milk, cream, 24. TINE Meieriet Lom & Skjåk
Go’morgen®, Biola®, organic Brown cheese, caramel and
9 kefir, Cultura®, organic milk cheese spread products
TINE SA THIS I S T I N E
ANNUAL REPORT 2019
TINE – the brand supplier

THIS IS TINE
From the CEO
Key figures
The TINE map

TINE Group is a brand supplier of well-
TINE, the brand supplier known and loved brands such as Norvegia®,
Subsidiaries Tinemelk®, Go’morgen®, Sunniva® and
Rislunsj® to mention just a few.
R E S U LT S Most of them are dairy products made from Norwe-

gian milk, but there are also juice products, ice cream,
S U S TA I N A B I L I T Y ready-made meals, margarines and desserts in the
Norwegian range. As a cooperative, one of TINE’s most
important tasks is to develop tasty dairy products based
on Norwegian milk and by this, contribute in creating a
living Norway with dairy farmers all over the country.
During the last ten years, production of milk has de-

creased. TINE is therefore constantly looking for new uses
for raw materials and to adapt our range of products to the
consumers’ needs and wishes. Even though the consump-
tion of fresh milk has decreased, flavoured milk has shown
a very positive growth and TINE is constantly developing
new products in this segment.
During 2019, consumers have put Tinemelk® Vanilla, Tine-

melk® Coffee and Cacao and Tinemelk® Chocolate, in their
shopping baskets.
10
TINE SA
ANNUAL REPORT 2019
THIS IS TINE
From the CEO
Key figures
The TINE map
Subsidiaries
R E S U LT S
Norvegia® Lactose-free Go’morgen® Sunniva®
Cottage Cheese
VOTE D BR A N D O F T H E Y E A R N O RWAY ’S FI R ST E N JOY O N TH E GO IM P O RTA N T TO TIN E
The recipe for the popularity of Norvegia® is There is a great demand for lactose-free Go’morgen® is an important brand for Sunniva® is one of the strongest brands in
easy to understand. It is all about the good products and cottage cheese is a product TINE and in 2019, the portfolio was ex- the TINE Group and in 2019, it has con-
taste, traditional methodology and access which is high in the wish list of the Nor- panded to include two types of porridge. tinued its important work to actualize
to fresh milk from Norwegian dairy cows. wegian people. We has therefore expand- Go’morgen® delivers well on the consum- Sunniva® Juice. Sunniva® is dependent on
In October, Norvegia® was voted brand of ed our lactose-free selection and launched ers’ continued need for small, healthy nature and the bees to find the best, most
the year by the Grocery Supplier Associa- lactose-free cottage cheese to the delight meals that can be eaten on the go. flavoursome fruit so that people can have
tion. The reason was that Norvegia®, de- of our consumers. The whole of the lac- a tasteful juice of high quality. In collabo-
spite being in a category with increasing tose-free portfolio has also been re-branded. ration with the Environmental Agencies,
competition, has had a steady growth in the Sunniva® has this year, as last, stood behind
last ten years and has been an important a national voluntary exercise to encourage
contributor to the growth of this category. everyone to set up bee hives so that bees
have as many places as possible to live and
In 2019, Norvegia® launched cheese in dif- breed. This campaign was a great success in
ferent sized packages such as 1.3 kilos: and the trade and people over the whole of Nor-
in 2020, Norvegia® cheese spread is being way set up Sunniva® bee hives in gardens,
11 launched. forest groves and on balconies.
TINE SA THIS I S T I N E
ANNUAL REPORT 2019
Subsidiaries
THIS IS TINE
From the CEO D O ME STIC DA IRY O PE R ATIO NS

Key figures
OsteCompagniet AS
The TINE map
TINE, the brand supplier OsteCompagniet AS develops, markets and K E Y E VE N TS IN 2 0 1 9

sells speciality cheese products primarily from • 2019 was a good year for OsteCompagniet which Dovre, Selbu Blå, Chevre Haukeli ramsløk and
Subsidiaries the small-scale plants in TINE. OsteCompagniet achieved its highest turnover in the company’s his- Ridder Classic, as well as a bronze for Snøhetta
also has sales and marketing responsibility for tory. There was a particularly positive development
small-scale producers and, in addition, the com- for Selbu Blå, Snøfrisk® and Brie produced at Dovre K E Y F IGU R E S
R E S U LT S pany imports cheese which compliment TINE’s cheese factory
Key figures 2019 2018
cheese production. • Increased focus and resource allocation to the retail
Operating income MNOK 319 303
S U S TA I N A B I L I T Y channel has also resulted in good growth in this channel
Operating result MNOK 10 13
• OsteCompagniet also performed well this year
Number of employees 9 8
in the World Cheese Awards, “Oste-VM” and
brought home five medals. Silver for Brie Pepper from
Mimiro AS
Mimiro AS is a Norwegian technology company H OVE D P U N K TE R FO R 2 0 1 9
which collates agricultural data in a common plat- • The company is well-established and during the • Mimiro has, in 2019, developed a manage-
form so that current and future solutions for agri- course of 2019 has gone over into an operat- ment tool for plant production which will be
culture talk together and to a greater extent can ing phase. The administration consists mainly of launched in 2020 under the name EANA Skifte
be adapted to the farmers requirements. Mimiro sub-contracted resources from TINE and Felleskjø-
develops products and services based on optimi- pet Agri. From 1 July, the company was located in K E Y F IGU R E S
sation and analysis of the farmers data, provides new, rented premises in Ås centre
Key figures 2019 2018
solutions that are simple to use everyday on the • In the Summer of 2019, Mimiro launched its first
Operating income MNOK 23 0
farm and at the same time provides digital advice product EANA Ku, which is a further development
Operating result MNOK -50 -1
to the farmer. of Kukontrollen
12
TINE SA I N T E R NATIO NA L DA IRY O PE R ATIO NS
ANNUAL REPORT 2019
Norseland Inc.
THIS IS TINE
Norseland Inc. and its subsidiaries Alpine Dairy K E Y E VE N TS IN 2 0 1 9 K E Y F IGU R E S
LLC and Lotito Foods LLC produces, refines, • Norseland Inc., increased its shares in Lotito Foods
From the CEO
markets and distributes specialist cheeses from Holding LLC from 1/3 to 2/3 and the operating Key figures 2019 2018
Key figures TINE and other producers to the retail and ca- profit from this subsidiary is therefore consolidated Operating MNOK
income /MUSD 2 125 241 1 446 178
tering market in the USA. in the accounts. There is a positive development in
Operating MNOK
The TINE map the sales of Lotito Foods in the growing retail market result /MUSD 31 3 19 2
TINE, the brand supplier • There is a decrease in Jarlsberg® sales as a result Number of employees 260 79
of a change in strategy, with more focus on prof-
Subsidiaries itability than volume
R E S U LT S Norseland Ltd.
S U S TA I N A B I L I T Y Norseland Ltd. refines, markets and distributed K E Y E VE N TS IN 2 0 1 9 K E Y F IGU R E S
premium cheddar cheese and speciality cheeses • Reduction in sales, but improved profitability due
from TINE to the retail marked in the UK. to price and product mix Key figures 2019 2018
• Jarlsberg® has maintained its position in the market Operating MNOK
income /MGBP 554 49 568 52
Operating MNOK
result /MGBP 14 1 13 1
Wernersson Ost AB
Wernersson Ost AB and its subsidiaries Färskvar- K E Y E VE N TS IN 2 0 1 9 K E Y F IGU R E S
ugruppen AB and Wernersson Ost Danmark A/S • Increased operating profit but pressure on profit-
refine, market and distribute a broad and interna- ability which is partly the consequence of a weak Key figures 2019 2018
tional range of cheeses to the retail and catering Swedish Kroner throughout the year. Operating MNOK
income /MSEK 913 979 888 947
marked in the Nordic region. • A new Managing Director was appointed from 1
Operating MNOK
September. result /MSEK -9 -9 16 17
13
TINE SA OTHE R AC TIVITIE S
ANNUAL REPORT 2019
Fjordland AS
THIS IS TINE
Fjordland is made up of the companies Fjord- K E Y E VE N TS IN 2 0 1 9 K E Y F IGU R E S
land AS, Matvarehuset AS, Safari Næringsmidler • 2019 has again been a good year for Fjordland.
From the CEO
AS and Hallheimslien 12 AS. Fjordland AS is a With a significant level of activity, the company Key figures 2019 2018
Key figures brand company that develops, markets and sells has succeeded in maintain a solid position in a Operating income MNOK 1 832 1 806
fresh ready meals, ready to eat snacks, marga- demanding market Operating result MNOK 96 82
The TINE map rines, yoghurts and desserts for the Norwegian • Fjordland continues its focus on product develop- Number of employees 189 188
TINE, the brand supplier market. ment and marketing and will strengthen its market
in the future
Subsidiaries
R E S U LT S
Diplom-Is AS
Diplom-Is AS and its subsidiaries Laguna Pro- K E Y E VE N TS IN 2 0 1 9 K E Y F IGU R E S
dukter AS, Isdalen AS and Kulinaris AS are brand • In 2019, the ice cream category experienced in-
companies that produce and market ice cream, creased competition from both national and inter- Key figures 2019 2018
sweet snacks and frozen desserts. In 2019 Dip- national actors Operating income MNOK 1 112 1 204
lom-Is acquired the company Plug-In Service AS • A cold and wet summer resulted in reduced oper- Operating result MNOK -11 97
which develops services for cooling and freezer ating profit in the ice cream category compared to Number of employees 412 384
equipment. record results in the summer of 2018
• Acquisition of Plug-In Service AS which develops
services for cooling and freezer equipment
14
TINE SA
ANNUAL REPORT 2019
THIS IS TINE
R E S U LT S
From the Chair of the Board
Board of Directors’ report
Management
Financial statement 2019
Auditor’s report
TINE Milk Supplies
Statistics
Results
15
TINE SA FRO M T H E CH A I R O F T H E BOA R D
ANNUAL REPORT 2019
Making sure dairy farms are

running – today and tomorrow
THIS IS TINE
R E S U LT S
F
irst and foremost: my goal, the Board’s goal – yes improvement in both our culture and working practices.
TINE’s goal is to ensure sustainable Norwegian milk We have developed a plan for how we can grow and how
Management production across the country. we can increase our competitiveness in the years to come.
We can see challenges but we also see that we are in a
Financial statement 2019 This is what I am working towards; indeed, this is what we good position to resolve them and come out stronger on
Auditor’s report are all working for. Not just for today but for the future. In the other side.
fact, primarily for our future. We want to keep the light on
TINE Milk Supplies for the dairy cows for 10, 20 and 30 years. On Vestvågøy,
Hedmarken, in Gloppen, Lierne or Forsand. South, east, What we do in TINE is about developing
Statistics
west and in the north of the country.
Norwegian society by producing good,
In April 2019, I was offered the opportunity to be the Chair healthy and safe food in Norway
of the Board for TINE. Representing the owners and our
joint interests at a time when we know there are many M A R IT H A U GE N
F U R T H E R I N F O R M AT I O N challenges. But it was not a difficult decision. I believe in In order to do this, we must make brave decisions today. Chair of the Board
the dairy farmers. I believe in our employees in TINE and It’s now that we have muscles, room to manoeuvre, and
I believe in the longevity of our operations. I believe that time to do it. Do it in a good way; And we have to act
together we will turn around the negative trend we are based on where we are now and on circumstances’ we
seeing right now. I said yes to the Board because I wanted can do something about. I promise to fight for every litre
to be part of something that is much greater than myself. of Norwegian milk but part of that fight is to look at our
reality and make some decisions which will pay off in the
What we do in TINE is about developing Norwegian society long-term but are difficult right now.
by producing good, healthy and safe food in Norway which
lays the foundation for growth and development in many Large volumes will end this year with the inevitable end of
local communities across the country. It’s about us wanting export subsidies. This will be demanding for both the dairy
to make Norway thrive. At the same time, I am glad that farmer and for TINE. It is nevertheless important that we
16 we have used 2019 well and there is already a significant keep in mind that we cannot continue unprofitable exports
TINE SA
from Norway. This year, we therefore started a new dairy in
ANNUAL REPORT 2019
Ireland. It is an important piece of a larger puzzle. Through
our international subsidiaries we have laid the foundation
to create profitability in our international operations so that
the milk we sell in Norway does not bear the cost for un-
THIS IS TINE
profitable exports. It will be a difficult transition.
R E S U LT S One of the things we will always underpin at TINE is the

focus on quality, animal welfare and the environment. The
From the Chair of the Board farmer goes into the barn and takes care of the animals
every single day. That they are doing well is a matter of
course for us. We work with nature and the land. That is
Management our livelihood. We are therefore completely dependent on
looking after this resource for ourselves and future gen-
Financial statement 2019 erations. This not only applies to the farms but also the
Auditor’s report entire value chain right up to the consumers. If we can do
this, we also know that we deliver healthy, sustainable and
TINE Milk Supplies good milk of the highest quality to the Norwegian people.
Statistics
I hope that we all have the same goals and desires for the
milk producers and for TINE. It is not about us and them,
but about us all. This means that all proposals and deci-
sions are taken to ensure what I started with: to ensure a
sustainable Norwegian milk production across the coun-
F U R T H E R I N F O R M AT I O N try. Now and in the future. This is always our goal. It’s our
guiding light.
M A R IT H A U GE N
17 Chair of the Board
TINE SA BOAR D O F D I R EC TO R S’ R E P O RT
ANNUAL REPORT 2019
Key highlights
from 2019
THIS IS TINE
R E S U LT S
Management
Auditor’s report RES U LT G ROWT H C H A LLE N GE S N E W E STA B LIS H M E N TS USA

Operating profit for 2019 Increased sales of cheese, A steady increase in imports TINE established a new dairy Stronger position in USA
TINE Milk Supplies was NOK 1189 million, NOK flavoured milk, cream and and lower milk consumption farm in Bergen and also began through the previous acqu-
Statistics 348 million lower than the yoghurt but a decreased in creates challenges. � to produce cheddar in Verdal isition and stake in Lotito
previous year. � fresh milk and ice cream. � using Norwegian milk. � Foods. �
AN IMA L WE L FA R E R E P U TAT I O N PAC K AGIN G E X P O RT E M ISS IO N S

Great commitment to Voted Supplier of The Year by Cardboard for sour cream is TINE is preparing for the TINE has made a political
animal welfare from our a number of customers and tested and marks an important cancellation of export breakthrough to use larger
producers. � Norway’s most sustainable step towards 100 per cent subsidies. � tankers which will contribute
company. � renewable packaging by 2023. to lowering emissions. �
�
18 YOU CA N CL ICK ON TH E DIFFER ENT T EXT BOXES TO L EA R N MOR E A BOUT T H E SU B J EC T

ANNUAL REPORT 2019
Results 2019
Sales revenue ready-made goods
PER SEGMENT TINE GROUP / MILL . NOK
THIS IS TINE
R E S U LT S

Operating income for the TINE Group was NOK 23.8 billion, The 2019 financial statements were charged with a total
a growth of NOK 0.8 billion, which represents a 3.5 per cent of NOK 124 million in one-off effects. TINE is establishing
Management growth since 2018 (2.6 per cent growth adjusted for ex- a new head office in Kalbakken in Oslo and relocation will
change rate fluctuations). Some of this growth is a result of take place in the first half of 2020. It was in 2016, that the
Financial statement 2019 the previous acquisition of a stake in Lotito Foods in the USA, Board of Directors decided to relocate TINE’s head office
Auditor’s report which became a subsidiary of the TINE Group in 2019. After from the centre of Oslo to TINE Dairy Oslo, Kalbakken.
adjustment for exchange rate fluctuations and Lotito, the TINE The project consists of both upgrading and extraordinary
TINE Milk Supplies Group showed a growth in operating income of 0.8 per cent. maintenance. The maintenance and other related costs
amounted to NOK 86 million and were treated as a one-off Liquid dairy products
Statistics
In 2019, there was a value growth in the Norwegian dairy cost in 2019. Other one-off costs amounted to NOK 38 Solid dairy products
business but there was a negative volume development million. This consisted of restructuring costs in connection Juice, fruit drinks and water
compared with 2018. The ice cream sector had weak sales with strategy and structural changes, impairment of fixed Ready meals
S U S TA I N A B I L I T Y Ice cream and desserts
and result compared to the record year in 2018 and this assets and net gains from the sale of other operating as-
Other products
significantly reduced the operating profit of the TINE Group. sets. The accounts for 2018 were charged with a net NOK
F U R T H E R I N F O R M AT I O N Furthermore, operating profit was negatively affected by 23 million in one-off effects.
particularly high one-off costs and start up costs in the com-
pany Mimiro* and the company in Ireland, increased fuel TINE’s operations consist of Dairy Norway, Dairy Interna-
prices and increased maintenance costs. In addition, the tional and Other Operations.
high milk intake in the first half of 2019 contributed to in-
Operating profit per business area
creased costs. TINE Group’s operating profit ended at NOK TINE’s operations are represented throughout Norway. Most
1189 million, a reduction of NOK 348 million from 2018. of the international activities take place in the USA, Sweden
MILL. NOK 2019 2018
and the UK. In 2019, construction work on the new dairy in
Dairy Norway 1 106 1 324
TINE continuously works to adapt and improve our opera- Ireland was completed and the production of Jarlsberg® in
Dairy International 12 49
tions and organisation. Throughout 2019, NOK 310 million Ireland is scheduled to start as planned during 2020.
Other activities 71 165
was realised as a result of improvements. This positive impact
Group eliminiations -1 -1
was due to procurement, improvements to internal opera-
TINE Group 1 189 1 537
19 tions and processes and development within the organisation. *See page 12.
ANNUAL REPORT 2019
Sustainable value creation Sustainability goals

We will be the best at
THIS IS TINE
sustainability in the
R E S U LT S
Norwegian food industry
TINE’s ambition is to leave both agriculture, cooperation ities on the farm. TINE therefore engages in a number of GRE E NHOU SE GAS E MISSIONS
and Norway in a better place than when we took over. It is areas of research and development to secure dairy products TINE’s goal is for agriculture to cut 20 per
Management therefore in our DNA that TINE is to be the most sustainable a place in the future. cent of greenhouse gas emissions by 2030.
food producer in Norway. TINE processes milk for various
Financial statement 2019 dairy products and major changes in nature and the climate N O - O N E IS S O C LO S E A N D LO C A L A S TIN E PACK AGING
will have a big impact. Our focus is to contribute to the sus- TINE is close to the entire value chain. It provides good By 2023, TINE’s packaging will be made
Auditor’s report
tainable use of the earth’s resources. Work on sustainability safe food with input from Norwegian factors. We are one from renewable or recyclable raw materials.
TINE Milk Supplies should be a natural and integrated part of TINE whether it of the many small who contribute to vibrant communities
is to produce healthier products or reduce greenhouse gas where the cultural landscape is nurtured and cultivated, RE NE WABLE E NE RGY
Statistics By 2025, TINE will only use renewable energy
emissions throughout our value chain. an important job for our entire population. Our owners
produce milk all over the country. They manage and utilise and fuel. TINE will then become a business
that does not emit greenhouse gasses.
TINE’s goal is economic value creation where TINE con- important natural resources to produce food, resources
tributes positively to the environment and social surround- which otherwise would not be used – an important con-
ings. This is what we call sustainable value creation. Since tribution to Norwegian value creation. We are seeing an VALU E CHAIN
F U R T H E R I N F O R M AT I O N By 2030, TINE should have reduced our
2010, we have reported our work on sustainability in ac- increased interest in preserving our food traditions but at
own value chain loss by 50 per cent by
cordance with the Global Reporting Initiative’s Framework. the same time we are experiencing increased competition
utilizing our own raw materials optimally.
From 2018, TINE switched from GRI-4 to GRI Standards. from European dairy operations and Norwegian suppliers
Refer to TINE’s full Sustainability Report from page 109 of milk and dairy products on foreign raw materials. TINE
FOOD WASTE
of the Annual Report. as a cooperative and with our well-rooted history should
By 2030, through innovative packaging,
be well equipped to face this competition. TINE distributes
labelling and consumer dialogue, TINE will
NORWEGIAN AGRICULTURE IS BEING CHALLENGED milk and other fresh products directly from the dairy to
help reduce consumer food waste by 50
Climate and environmental considerations are increasingly shops, schools, kindergartens and other customers. TINE per cent.
included in dietary and nutrition recommendations. It is no will continue to do this because it ensures our consumers
longer just about the nutritional needs of the individual but the freshest products and the best quality at the lowest
D IE T
also about what is sustainable for our planet. Dairy prod- cost. TINE has dairies throughout the country. The shortest TINE aims to contribute to a healthy, varied
ucts are increasingly included in the argument. A significant milk route comes from TINE. and balanced diet for the Norwegian
20 amount of emissions associated with milk relates to activ- population.
TINE SA
GREE N H O U SE G A S E MI SSI O N S H AV E BE E N renewable or recyclable raw materials by 2023. Furthermore, antibiotic-resistant bacteria in humans. All milk delivered
ANNUAL REPORT 2019
REDU CE D BY 5 , 2 P E R CE N T I N 2 0 1 9 we will ensure that used packaging is collected and used for in tankers to TINE’s plant is checked for antibiotic content.
TINE aims to reduce Norway’s greenhouse gas emissions new material. In the autumn of 2019, TINE teamed together In 2019, there were 66 deliveries of milk with traces of
by reducing our own emissions. Through continuous im- with KIWI to test cardboard cartons for TINE Light sour cream antibiotics. This represents 0.07 per millilitre of TINE’s
provement, we shall maximise energy utilisation and pre- in all KIWI stores in the country. One important innovation deliveries. Any milk with traces of antibiotics is destroyed.
THIS IS TINE
vent pollution. TINE’s goal is to use only renewable energy that has provided important learning and experience where
and fuel in the company’s production and transport by the goal is to launch cardboard cartons for all cooking prod- TIN E W ILL CO N TR IB U TE TO B E TTE R P U B LIC
R E S U LT S 2025. From 2018, greenhouse gas emissions from sub- ucts which are currently using plastic containers. H E A LTH IN N O RWAY
sidiaries were included in the climate accounts without As a food producer, TINE is responsible for contributing
From the Chair of the Board the correction of historical figures. In 2019, TINE Group’s O U R MI L K P RO D U C E R S D E LIVE R GO O D Q U A LITY to improve public health in Norway. For many years, TINE
direct emission of greenhouse gasses was reduced by 5.2 Throughout 2019, 95.5 per cent of TINE’s milk producers has gradually reduced the use of sugar in several of our
per cent whilst direct emissions of greenhouse gasses from have been categorized as elite milk. Elite milk is the highest products. In addition, a number of sugar-free products
Management TINE SA were reduced by 4.9 per cent. TINE Group has quality milk a milk producer can have amongst its delivery have been launched, for example the Litago® range. The
reduced their emissions by 25 per cent since 2007. of raw materials. The assessment is based on objective and result is far less sugar for consumers. During 2019, we
Financial statement 2019 measurable criteria. Easy access to quality raw materials have calibrated our measuring equipment so that in the
Auditor’s report We continued our transitions to new cars with Euro VI is due to the long-term and targeted work for good animal future we can document the content of saturated and un-
engines and reduced NOx by 25 per cent in 2019. health and welfare throughout TINE’s advisory services and saturated fat in milk. This work will ensure that milk, in the
TINE Milk Supplies good work with the producers. The quality of goats’ milk future, will have an even better composition.
# KUKR A FT R E D U CE S E MI SSI O N S I N T R A N SP O RT has improved further in 2019. Over 93 per cent of the milk
Statistics
AN D FO O D P RO D U C T I O N is classified as elite milk, an increase of 1.6 per cent.
In 2017, TINE launched the concept #Kukraft, an environ-
mental program to use biogas from livestock manure as fuel. SA FE FO O D IS A R E S U LT O F GO O D
By using manure as a raw material in biogas production, WO R K AC RO SS TH E E N TIR E VA LU E C H A IN
a triple environmental effect is achieved – an emission re- The prerequisite for trust in TINE’s products is a value
F U R T H E R I N F O R M AT I O N duction of more than 100 per cent. The biogas is used for chain in which healthy and safe raw materials and pro-
fuel and replaces fossil fuel and energy. What is left after cesses are ensured and issues relating to food safety are
biogas production is returned to agriculture as bio fertilizer communicated openly. In 2019, TINE has had one recall
and replaces artificial fertilizers. It also means that emissions from the market due to a possible dangerous product. This
of methane and nitrous oxide from fertilizer stock and on related to a metal-filings found in cheese.
spreading on the soil are reduced. TINE works with vari-
ous actors to increase the use of livestock manure for the STRONG ANTIBIOTIC CONTROL PROMOTES GOOD
production of biogas. Furthermore, the focus is on using HEALTHY ANIMALS
biogas in TINE’s transport. TINE’s goal is that by 2025, only Norway’s cattle and goat health are world-class with no
renewable fuel will be used in their transport. serious infectious diseases. The frequency of the use of
antibiotics in milk production is an indication of animal
REN E WA BL E PACK AG I N G BY 2 0 2 3 health. The work to reduce the use of antibiotics in animals
21 Our ambition is that all packaging in TINE will be based on is also an important contribution to the work to prevent
ANNUAL REPORT 2019
THIS IS TINE
TINE’s goals TINE 2025
R E S U LT S
and strategy
Board of Directors’ report TINE’s mission is to sell the most Norwegian

milk from owners at the highest possible
Management
price and to ensure sustainable Norwegian
Financial statement 2019 milk production throughout the country.
Auditor’s report
TINE Milk Supplies To achieve this goal, the Board has worked closely with the
administration to develop the company’s new strategy, TINE
Statistics
2025, where the focus is on increased growth, strengthened
competitiveness, better and more long-term framework
agreements and a culture which permeates throughout TINE.
S IGN I FI CA N T CH A N G E I S A H E A D O F U S
F U R T H E R I N F O R M AT I O N Over the next few years, TINE is facing major challenges to
ensure the profitability of Norwegian milk production and
the future of our owners. The loss of export subsidies, tough
competition, challenging framework conditions and changes
in consumer behaviour require us to restructure. TINE aims
to create growth whilst at the same time streamline our
operations and improve framework conditions.
Lower production and payment in arrears will mean that

TINE’s dairy farmers will see a significant reduction in income
over the next few years. Without strong measures, both prof- H OV E R YO U R CU R SO R OV E R TH E M I L K FLOW E R TO R E A D M O R E A BO U T O U R FO U R
STR ATEG I C A R E A S. CL I CK TO G O D I R EC TLY TO TH E TO PI C .
itability and volume will disappear within a few years. This is
22 what our strategy needs to find the answers to.
TINE SA
ANNUAL REPORT 2019
THIS IS TINE
R E S U LT S
Growth
Board of Directors’ report TINE Group continues the long-term efforts

to create brands that our customers and
Management
consumers prefer. Through innovation and
product development, TINE will develop
Auditor’s report
products and solutions to meet their
TINE Milk Supplies needs.
Statistics
DOMESTIC DAIRY OPERATIONS
Domestic dairy operations in Norway includes TINE SA,
OsteCompagniet AS and Mimiro AS. Sales revenues from-
F U R T H E R I N F O R M AT I O N domestic dairy operations in 2019 was NOK 18.3 billion,
a growth of 1.5 per cent. Operating profit from domestic
dairy operations in Norway was NOK 1 106 million, a
reduction of NOK 218 million from 2018.
R E D U C E D VO LU M E A N D LE SS S EGM E N T S H A R E
The total volume in segments where TINE is present conti-
nues to have a negative development. In addition, TINE has
a more negative trend than that within the segment. In 2019,
the total segment saw a drop of 11 per cent volume, compa-
red to 2018. TINE’s drop was 2.21 per cent. In terms of total
value, the total segment increased by 1.41 per cent whilst
23 TINE saw growth of 0.71 per cent. This increase in value
TINE SA
110 000
ANNUAL REPORT 2019
THIS IS TINE TINE Relay race 25 years

NUMBER OF PARTICIPANTS IN 2019
R E S U LT S

comes from the following segments: solid white cheeses, The total segment remained stable and we increased our and Brie produced at the Dovre cheese factory which both
butter, crème fraiche and iced coffee where the first three volume share in 2019. TINE also had volume growth in contributed to growth.
Management are explained by high price growth and the growth in iced yoghurt of 1.31 per cent. This was in line with the volume
coffee is driven by volume. trend in the total yoghurt segment. TIN E R E LAY W ITH E N VIRO N M E N TA L GOA LS
Financial statement 2019 The TINE Relay and TINE Football School are still going
Auditor’s report CON T I N U E D D ECR E A SE I N FR E SH MI L K FL AVO U R E D M ILK D R IN K S IN C R E A S E A N D strong. In 2019, the TINE Relay celebrated 25 years with
The negative development in this segment is mainly due to N O RV EG I A ® LA U N C H E S H AVE B E E N A S U CC E SS 110 000 children participating. Focusing on the environment
TINE Milk Supplies fresh and soured milk where there is an impact on both value To counteract the negative trend in 2019, measures have and sustainability, TINE collaborated with the Environmental
and volume. The total fresh milk segment has seen a decline been implemented to increase sales of, amongst others, Agency to set environmental goals under TINE Relay. The
Statistics
in volume of 2.61 per cent, whilst TINE is down 5.21 per cent. flavoured milk drinks, cheese and sour cream. TINE launched football school was organised for the 22nd consecutive year
This results in a reduction in volume share in the segment a 1.75 litre skimmed milk to counteract the negative trend and had a special focus on healthy and varied food.
by 1.9 per cent, down to 70.71 per cent. In central regions, in the segment. In respect to flavoured milk drinks, activities
TINE’s segment share is below 50 per cent. For soured milk, have been carried out which resulted in the total segment for O U R N E W CO M M E RC IA L STR ATEGY S H O U LD
the segment has a total decline in volume of 5.21 per cent in flavoured milk drinks achieving volume growth; particularly for GIVE GROW TH
F U R T H E R I N F O R M AT I O N volume whilst TINE’s reduction is 5.11 per cent. This means Litago®, TINE chocolate milk and flavoured fresh milk. Within Increased focus on our core business and dairy-based
a flat trend for volume share in the segment. It should be the cheese segment, several variants of Norvegia® were products is starting to produce results in some cate-
mentioned that flavoured milk drinks have shown a positive introduced during the year. This has contributed to growth. gories, whilst the challenges remain with fresh milk.
development with 8.51 per cent volume increase for the total Increased customer orientation and shared value crea-
category and 9.51 per cent volume increase for TINE. T I N E ’S CH E E S E R EC E IVE S IN TE R N ATIO N A L tion with our customers is important in both grocery
R ECO G N I TIO N and kiosk, petrol and service stations. The focus on our
LOWE R SEG ME N T SH A R E FO R SO U R CR E A M , In the Cheese World Cup in Italy, TINE and OsteCompagniet dairy based core business is important when it comes to
IN CR E A SE D SEG ME N T SH A R E FO R CR E A M received a total of 7 medals. Jarlsberg® Special Reserve
The segment for sour cream and crème fraîche has a total five years from Elnesvågen ended up in the top category, 1
Source: Nielsen ScanTrack, NorgeTotaltDVH, Bakekomponenter,
Desserter Kjølte, Desserter Tørre/Våte, Desserttilbehør, Iste/Iskaffe,
volume growth of 1.51 per cent whilst TINE has a decrease Super Golds, whilst Selbu Blå recieved silver. Ekte Geitost,
Juice/Nektar/Lemonade, Matfett, Melk, Ost, Rømme/Fløte, Sport/
of 1.71 per cent. This means that TINE loses volume shares produced at Storsteinnes, was awarded a gold medal. Energidrikker, Sportsprodukter, Yoghurt, Value % Change YA,
in the segment. In the cream segment, TINE has a volume OsteCompagniet has had positive sales development in Volume % Change YA, 2019. Last available period week 52 2019
24 growth of 4.81 per cent, driven by the 7.5 dl of cream. 2019 compared to 2018; especially Selbu Blå, Snøfrisk® (Copyright © Nielsen.) Ref.no.01763352, Date: 04.02.2020
TINE SA
product development and the launch of new concepts and
ANNUAL REPORT 2019
categories.
GREAT CO N FI D E N CE FRO M O U R CU STO ME R S

In 2019, TINE was named supplier of the year at four of
THIS IS TINE
the COOP’s five chains as well as by REMA 1000. For the
first time, TINE is also on the podium, with third place, in
R E S U LT S the annual Re-Mark; a survey of our customers evaluation
of grocery suppliers. Norvegia® also won the brand prize
From the Chair of the Board during DLF’s autumn meeting. In January 2019, we received
the award as this year’s supplier to Narvesen and 7-Eleven.
Management In 2019, TINE Partner was again voted this year’s best
direct supplier of the year by the Student Society and
Financial statement 2019 voted this year’s food supplier at Thon Hotels. The award
Auditor’s report for Matgledebedrift 2019 went for the very first time to a
kindergarten. The winner was Drømmehagen kindergarten
TINE Milk Supplies at Frekhaug in Hordaland. It was gratifying that FUS kinder-
gartens also chose TINE as a supplier of food and bevera-
Statistics
ges, because they felt that TINE thinks about sustainability
at all levels in addition to providing healthy products of
good quality.
CLOS E R CO O P E R AT I O N WI T H K BS CU STO ME R S strategy period through to 2025, TINE will implement TIN E IS FO C U S IN G O N S KO LE LYST. N O
F U R T H E R I N F O R M AT I O N In the KBS channel we have focussed on profitable growth measures to ensure increased competitiveness and growth TINE continues to work to provide good food and bevera-
with our customers. After the record-breaking summer of both for our customers and for TINE. ges to our consumers through several channels including
2018, the wet summer of 2019 was a major cause of chal- schools. At SKOLELYST.NO, TINE offers good and healthy
lenging numbers, even with strong brand names such as I N CR E A SI N G IN TE R E ST IN N O RW EGIA N R AW food and drink options throughout the school day. Parents
TINE Iced Coffee, Litago®, Sunniva® Iced Tea and Isklar®. MAT E R I A L S can order products for their children with a great degree
Food is becoming an increasingly important part of sale There is a growing interest in Norwegian raw materials and of flexibility and, in addition to milk, the selection includes
in kiosks and petrol stations and TINE is working towards we are particularly seeing a growing trend in the produ- yoghurt, porridge, fruit drinks, smoothies and fruit pieces.
closer cooperation with our customers in this area. ction of ready-made Norwegian foods in the food industry
market in Norway. We have already begun preparing the MIMIRO WON THE AGRICULTURAL
POSITIVE SALES DEVELOPMENTS FOR TINE PARTNER launch of a Norwegian cheddar produced with Norwegian INNOVATION PRIZE IN 2019
TINE Partner serves a wide range of customers in the milk. In 2020, we will launch Norwegian cheddar in colla- Together with the joint venture Agri SA, TINE SA esta-
retail, food and consumer markets. There was a positive boration with Orkla, who will start to use Norwegian blished the company Mimiro AS in July 2018. This new
25 sales development in 2019 in most business areas. In our cheddar on its pizza. company, which was launched on 1 January 2019, will
TINE SA Brand Exports and sales International Dairy Sales
ANNUAL REPORT 2019
Brand exports Total sales*
FIGURES IN TONNES 2019 2018 2019 2018

USA 6 122 6 328 25 959 16 535
THIS IS TINE
Australia 1 271 1 023 2 322 2 464
Canada 0 1 426 2 108 1 815
R E S U LT S Great Britain 750 589 6 417 7 117
Sweden/Denmark 941 502 16 865 17 325
From the Chair of the Board Other markets 292 303 1 020 941
Total 9 376 10 171 54 692 46 198
*Brand exports are sales out of Norway. Total sales are sales to the consumer/end user of all brands
Management
Auditor’s report
TINE Milk Supplies use agricultural data to increase farmers’ productivity and of NOK 36 million from 2018. The main reason for the redu- in Ohio, USA as well as at Dairygold Ltd., In Ireland. Total
profitability. The 2019 accounts reflect that the company ction in operating profit was significantly weaker profitability international sales of Jarlsberg® decreased by 1.8 per cent
Statistics
is in its start-up phase. The company’s goal is to manage in Sweden, together with the establishment costs associated compared to 2018, due to increased focus on profitability.
the farmers’ data and to develop new and relevant agri- with activity in Ireland.
cultural management tools. The company has international TINE’s subsidiary in the USA, Norseland Inc. has, despite
ambitions. Mimiro won the Agriculture Innovation Award In 2019, International Dairy Products made up 15 per cent of strong competition, managed to maintain its position as
in 2019 for its contribution to improving the competitive- the Group’s sales revenue, compared to 13 per cent in 2018 the leading supplier of speciality cheeses in its category.
F U R T H E R I N F O R M AT I O N ness of the industry. and is based on sales of brands from TINE and other cheese Sales of Jarlsberg® are somewhat weakened in the USA as
producers. TINE has subsidiaries in Sweden, Denmark, the a result of a change in strategy with more focus on profi-
UK, USA and Ireland. Wernersson Ost AB distributes and tability than volume. In addition, to selling TINE’s brands,
I N T E R NATIO NA L DA IRY SA L E S sells goods in Sweden, Denmark and Finland. Norseland Norseland Inc., also sells brands on behalf of other manu-
Ltd. Is our British subsidiary, and Norseland Inc. operates facturers (partners).
In 2019, International Dairy Sales had sales revenue of NOK in the USA and Canada. In other markets, sales of TINE’s
3.6 billion, a growth of 24 per cent from 2018 (17 per cent speciality cheeses are through selected distributors. F U RTH E R ACQ U ITIO N S O F LOTITO IN TH E U S A
growth adjusted for exchange rate fluctuations). This growth STR E N GTH E N S O U R M A R K E T P O S ITIO N
was a result of Lotito becoming an integral part of Norseland D ECR E A SE D S A LE S O F JA R LS B E RG ® In 2019, TINE increased the shares in Lotito Foods Holding
Inc. Adjusted for Lotito, growth was 7 per cent. Adjusted for I N T E R N ATIO N A L LLC from 1/3 to 2/3. TINE has also committed to buy up
both Lotito and currency fluctuations, growth was 2.5 per cent. Jarlsberg® is currently TINE’s largest international brand and to 90 per cent by 2023 and has an option on the remaining
is sold in 16 countries including Norway. Jarlsberg® is produ- 10 per cent that can be exercised by 2024. The acquisition
26 Operating profit in 2019, was NOK 12 million, a reduction ced at our Norwegian plants, at our own Alpine Cheese Co., was made through Norseland Inc. who has just completed
2.9
TINE SA
its first year as the majority owner of Lotito Foods Holding porridge, and fresh ready-meals. The business is primarily
ANNUAL REPORT 2019
LLC in New Jersey. Norseland Inc. has collaborated with conducted through the wholly and partly owned subsidi-
Lotito Foods since 2007 on the shipping and packaging aries Diplom-Is AS and Fjordland AS.
of Jarlsberg®.
Sales revenue NOK billion Sales revenue in Other Activities was NOK 2.9 billion, a
THIS IS TINE FJORDLAND AND DIPLOM-IS Through its investment in Lotito Foods, Norseland Inc., reduction of NOK 73 million from 2018. Operating profit for
has gained a strengthened market position in the retail Other Activities was NOK 71 million, a reduction of NOK 94
R E S U LT S market. Furthermore, the collaboration has also strengt- million from 2018. There is a lower demand for ice cream in
hened innovation for Jarlsberg®. This has resulted in new Diplom-Is which explains the decline under Other Activities.
From the Chair of the Board product areas in supporting categories in the trade.
CO N TIN U E D S A LE S GROW TH IN F JO R D LA N D
STA BL E R E S U LTS FO R N O R S E LA N D IN TH E U K Fjordland and its subsidiaries increased sales revenue in
Management In 2019, Norseland Ltd. in the UK, delivered profit which 2019, and improved operating profit as a result of growth
was in line with 2018. Sales revenue decreased but and increased focus on cost. In the grocery market which is
Financial statement 2019 higher prices and an advantageous turn in the product characterized by fierce competition and declining growth,
Auditor’s report mix to higher value goods meant that the result remai- Fjordland has through good product launches, solid market
ned the same. Brands such as lchester®, Applewood® and activities and strong brands, still succeeded to generate
TINE Milk Supplies Mexicana® all held their position in the British market. growth in 2019, particularly within ready-meals, porridge
Jarlsberg® strengthened its position despite fierce compe- and Bremykt®. Fjordland also strengthened its investment
Statistics
tition in this category. Exports from Norseland Ltd., have in other sales channels in 2019, and saw a growth in the
been stable throughout the year. retail market and KBS through its own product portfolio
and those of its subsidiaries.
CH A L L E N G E S AT W E R N E R SS O N IN S W E D E N
Wernersson Ost AB in Sweden saw no growth in sales INCREASED COMPETITION AND A COLD SUMMER
F U R T H E R I N F O R M AT I O N revenue in 2019 and a deterioration in operating profit. This CAUSED A REDUCTION IN ICE CREAM SALES
was mainly due to unprofitable campaigns and high costs In 2019, Diplom-Is AS experienced increased competition
relating to inventory write-downs. In addition, Wernersson at the ice cream counter and had far lower sales than in
had challenges relating to the weakening Swedish Kroner its bumper year in 2018. Early summer was both cold and
which significantly impacted its margins. This was only wet and contributed to reduced sales compared to 2018.
partially offset by price increases. Sweden was also the A lower volume through the production line together with
largest international market for brown cheese. the logistics chain resulted in an increase in fixed costs
measured against sales revenue and resulted in a negative
operating result in 2019. Diplom-Is working to improve
OTHE R AC TIVITIES efficiency, improve customer collaboration, improve
operational stability, strengthen the brand and further
Other activities include production and sale of food produ- develop the ”Diplom-Is-Bilen”. The company expects to
27 cts such as ice cream and frozen desserts, margarines, see the results of this in the coming years.
TINE SA
ANNUAL REPORT 2019
THIS IS TINE
R E S U LT S
Competitive

advantage
Management
In order to strengthen competitiveness,
TINE works continuously with stream-
Auditor’s report lining operations and cost improvements
TINE Milk Supplies throughout our value chain.
Statistics
INDUSTRY AND STRUC TURE

In 2019, TINE continued to work on the implementation
of future production streams for brown cheese and cream
F U R T H E R I N F O R M AT I O N cheese. Brown cheese production has been moved from
TINE Dairy at Elnesvågen and TINE Dairy at Ørsta to TINE
Dairy at Byrkjelo and TINE Dairy, Lom & Skjåk. TINE Dairy
at Ørsta took over the production of cream cheese from
the TINE Dairy in Hardanger in the spring of 2019. The
equipment at the TINE Dairy in Hardanger was dismantled
and the plant in Øystese was purchased by local actors
and transferred in September. This provides the basis for
a more efficient production of cream cheese and brown
cheese. At the same time, this means change for some
employees.
28
TINE SA
DAIR I E S I N E L N E SVÅ G E N A N D STO R ST E I N N E S N E W I MP ROVE M E N T P RO GR A M TO IN C R E A S E organisational change, all transport is gathered under TINE
ANNUAL REPORT 2019
ARE BE I N G R E BU I LT CO MP E T I TIVE A D VA N TAGE Logistikk. In 2019, TINE had a delivery rate of all produ-
In September 2019, TINE’s Board decide to convert Several projects to increase competitiveness have been cts to customers of 97.2 per cent. At the same time, the
the TINE Dairy in Elnesvågen to a flexible plant that can initiated which will result in significant cost savings. The disposal of finished products due to shelf life has reduced
produce both 10kg blocks of cheese and rind cheese. The TINE structure has been evaluated in terms of milk intake, by 24 per cent compared to 2018. Consumers are given a
THIS IS TINE
plant is due to be built in the autumn of 2020. The expan- farming structure, transport and a number of other factors. better shelf-life, something which leads to less food waste.
sion of the TINE Dairy Storsteinnes with its new cheese The improvement program Styrk 4.0 will be implemented This is positive for both the environment and the economy.
R E S U LT S factory and warehouse are underway. This plant will be at ten plants to streamline operations and reduce costs;
of great importance to goats’ milk producers in Northern laboratory operations will also be reviewed as well as SALE OF DISTRIBUTION SERVICES IS DEVELOPED
From the Chair of the Board Norway. In 2019, TINE received an order from the USA maintenance at the facilities. These improvements will be In 2019, several improvement projects have been comple-
for the delivery of pure white goats’ cheese produced at realised by the end of 2022. ted by TINE Logistikk. Our goal is 5 per cent increase in
Storsteinnes. Exports will start in the spring of 2020. efficiency each year. The streamlining comes from two
Management INTERNATIONAL RECOGNITION FOR HEAT PUMPS types of initiatives: local initiatives where employees and
N EW DA I RY I N BE RG E N I S I N O P E R AT I O N TINE Production has continued to work on continuous managers work on continuous improvement and major
Financial statement 2019 The new TINE Bergen started up in the summer of 2019. improvement of waste and energy consumption. 2019 central projects starting with digitalisation. TINE offers
Auditor’s report The vision for the new TINE Bergen is that it will be the was a particularly rewarding year. Not only did TINE win nationwide distribution services to other actors with parti-
Nordic region’s most efficient, forward-thinking and profi- the 2019 Heat Pump Award from the Norwegian Heat cular focus on fresh food and assists around 100 farm
TINE Milk Supplies table plant for the production of milk, juice and cream as Pump Association for the many years it has focussed producers.
well as preparation for distribution to the customers. The on heat pumps, TINE also won the international award
Statistics
plant will supply Hordaland and Sogn and Fjordane with for Heat Pump City of the Year 2019 for our innovative
dairy products. The old plant at Minde is sold and will be energy system at our new dairy in Bergen. The new dairy EF F ICIENCY THROUGH INCREASED
transferred to its new owner in February 2020. in Bergen will be the first to have all its heat and cold deli- DIGITALISATION
vered by cooling machines and heat pumps in collabora-
DAIRY I N I R E L A N D I S R E A DY FO R tion. It will also be the first dairy in Norway without fossil The Technology Lab is a catalyst for knowledge and use of
F U R T H E R I N F O R M AT I O N TEST P RO D U C T I O N fuel or direct electric heating and energy consumption will new technology. Learning is the focus and the Technology
The construction project in Ireland is completed and ready be reduced by 40 per cent. Lab works actively to enable everyone who works at TINE
for test production. A complete operating organisation has to develop and increase competence. The Technology Lab
been established where all functions are staffed at the same In 2019, the TINE Dairy in Tana has commissioned a new considers opportunities that are available in the near future
time as the necessary production, quality and maintenance full purification plant for wastewater. The dairy’s waste and that will strengthen TINE in future. One important
systems have been implemented. The operators have been water used to go to the municipal wastewater treatment part of what the Technology Lab does are pilot projects.
on extensive training at the plants at Jæren, Elnesvågen plant. This is the first dairy to have a full purification plant. These are based on new technology that may have an
and Sømna, in addition to receiving local training on the impact on TINE, our customers or owners. The Technology
process equipment and have participated in the testing at Lab has also developed a competency program in TINE
the new plant. The production start which was originally LO GIST ICS where employees across the organisation can become
scheduled in the spring of 2020 has been postponed until subject matter specialists and immerse themselves in a
local authorities have approved the emissions permit. Pro- TINE Logistics includes tanker transport, distribution, technology area.
29 duction is unlikely to start until the summer of 2020. intermediate transport and warehousing. After the recent
TINE SA
ANNUAL REPORT 2019
Development of target price

KR / LITRE
THIS IS TINE 6.0
R E S U LT S
5.0 Framework
Board of Directors’ report 4.0 Improved and longer-term framework

agreements are a key focus area in our
Management
3.0 new strategy, TINE 2025. Good framework
Financial statement 2019 H1
08
H2
08
H1
09
H2
09
H1
10
H2
10
H1
11
H2
11
H1
12
H2
12
H1
13
H2
13
H1
14
H2
14
H1
15
H2
15
H1
16
H2
16
H1
17
H2
17
H1
18
H2
18
H1
19
H2
19 agreements are crucial to both TINE and
Auditor’s report
our owners.
TINE Milk Supplies
Statistics
D OW N S C A LIN G O F M ILK P RO D U C TIO N IS A B IG
C H A LLE N GE
In spring, the agricultural agreement allowed a moderate
increase in the target price for milk. One topic of discus-
sion ahead of this agreement was the question of pos-
F U R T H E R I N F O R M AT I O N sible changes to the regulations for renting milk quotas
and down-scaling of milk production to adjust the volume
after export subsidies expire. Export subsidies for cheese
will cease on 1 July 2020. The parties to the agricultural
settlement agreed that the down-scaling of milk produ-
ction should be carried out by adjusting the milk quotas
based on estimates and supplemented by extraordinary
purchase financed by tax on turnover. On October 16,
2019, an agreement was reached between the State and
the Norwegian Farmers Union which was aimed at the
extraordinary purchase of cow milk quotas correspon-
ding to 40 million litres during 2020.
30
TINE SA
ANNUAL REPORT 2019
THIS IS TINE
R E S U LT S

The State will contribute NOK 200 million to part-finance
the purchase. For 2020, the quota for cows’ milk was re-
Management duced by two percent to 0.96.
Financial statement 2019 AGRE E ME N T O N CL I MAT E ME A SU R E S

Auditor’s report In June, a letter of intention was agreed between the
Agriculture Agency and the Government on the reduction
TINE Milk Supplies of greenhouse gas emissions and increased absorption
of carbon from agriculture in the period 2021 to 2030.
Statistics
This agreement will form the framework for climate policy
development in agriculture.
THE R EG U L AT I O N S FO R MA R K E T- BA L A N CI N G
ARE R E V I E WE D
F U R T H E R I N F O R M AT I O N The review of the Turnover Council’s regulations for is in order to increase fees and grants in the scheme as do not expect this to have an impact on Norwegian dairy
market-balancing was finalised in the spring of 2019, and an extraordinary measure to ensure adequate liquidity. operations. Norway is also negotiating a free trade agre-
proposals for amendments were submitted for consulta- On October 16, the State and the Norwegian Farmers’ ement with China. The election of a new parliament in
tion in the autumn of 2019. In addition, the Government Association agreed on measures to scale down Norwegian the UK has provided important clarifications regarding the
has submitted the framework for the council’s exercise milk production. The agreement refers to the price equalisa- BREXIT process and the UK will resign from the EU based
of authority, with proposals for possible changes to the tion scheme. The agreement on this point states that funds on an agreement regulating trade policy conditions until a
consultation. The deadline for the hearing for both cases released as a result of the cessation of export subsidies shall new, more permanent solution is agreed. It is further noted
is 1 March 2020. be used to improve the competitiveness of Norwegian milk that the USA has imposed penalties on certain goods from
through changes in the price groups in the scheme. the EU as a result of the “Airbus Case”. Dairy products
MIL K P R I CE CO MP E N SAT I O N SCH E ME are on the list of products from the EU that are subject to
In the period 1 January to 30 June 2019, a guideline price I N T E R N ATIO N A L CO N D ITIO N S customs duties. This impacts our production in Ireland.
for milk was introduced which, in effect, is a reduced list In the area of trade politics, Norway has, through the EFTA,
31 price from the market regulator to the dairy industry. This entered into a free trade agreement with MERCOSUR. We
TINE SA
ANNUAL REPORT 2019
THIS IS TINE
R E S U LT S

CH E E SE I M P O RTS CO N TIN U E TO IN C R E A S E par with those transporting timber. New regulations are
From 1 January 2019, we saw the full impact of the Article expected to be submitted for consultation in the first half
Management 19 extension on the cheese quota with the EU. Total duty- of 2020. According to the NHO, this is the most signifi-
free imports from the EU have now increased from 7200 to cant change in freight transport in Norway in 40 years.
Financial statement 2019 8400 tonnes annually. In addition, there is the EFTA quota This means that TINE can use roads already approved for
Auditor’s report which is also duty-free. In 2019, trade statistics show that timber transport for transport of a 60 tonnes truck or a
16 295 tonnes of cheese were imported. In comparison, truck which is 24 meters long. In the long-term, these
TINE Milk Supplies cheese imports were 8719 tonnes in 2009. Imports of measures have the potential to reduce costs in the order
flavoured milks are also increasing. of NOK 30 to 50 million per year, a 10 per cent reduction
Statistics
in green house gas emissions when collecting milk and
CH A L L E N GIN G F R A M E WO R K AGR E E M E N T FO R about 30 fewer tankers on the road each day.
T H E G O O D S IN D U STRY
TINE’s transport conditions account for around 71 per cent TIN E E X P EC TS IN C R E A S E D ACC E SS TO B IO GA S
of TINE’s greenhouse gas emissions. Biodiesel is the only We feel, however, that there is still a long way to go until
F U R T H E R I N F O R M AT I O N fuel that currently allows heavy transport to reduce its good framework conditions and technology solutions for
environmental impact in the short-term. From June 2020, the transport of heavy goods are available. We expect
road tax of around NOK 4 per litre will be introduced on increased access to biogas. Biogas is exempt from road
biofuel. This means that biodiesel will most likely not be tax. Biogas based on manure (#Kukraft) thus strengthens
traded out with the turnover requirements for 2020 as the its competitiveness and appears to be the preferred choice
price per litre will increase correspondingly with the road for the green conversion of heavy transport. TINE has
tax. Biofuel will therefore be far mor expensive than fossil ordered a further 10 biogas lorries for delivery in 2020,
fuels. We must therefore not expect greenhouse gas emis- and is considering an increase in the investment in biogas
sions from TINE’s transport to change significantly in 2020. in 2021.
BIGGEST CHANGE IN GOODS TRANPORT IN 40 YEARS

Together with NHO, TINE has had a break through with the
32 Ministry of Transport to use longer and heavier tankers on
TINE SA
ANNUAL REPORT 2019
THIS IS TINE
R E S U LT S
Foundation
Board of Directors’ report In order to realise our new vision

“Together we make Norway thrive” and
Management
our strategy “TINE 2025”, several initiatives
have been introduced to create the right
Auditor’s report
foundation in TINE.
TINE Milk Supplies
The work encompasses all managers and employees and
Statistics
involves effective collaboration across the organisation.
An improved decision-making structure will contribute to
higher implementation capacity. Each employee must be
motivated by TINE’s goals and everyone must have a good
career path and opportunities. The development of compe-
F U R T H E R I N F O R M AT I O N tent and committed employees in a flexible organisation
must be supported by a good management culture.
HEALTH, SAF ETY AND ENVIROMENT
Healthy employees and a stable work force in a good

working environment contribute to increased competi-
tiveness and the quality that TINE needs to succeed to
become a leading actor in the industry. Work must be
organised so employees are not exposed to undue physi-
cal or mental strain and ensure that no one is injured or ill
33 as a result of their work.
TINE SA
Number of employees women/men Development of sick leave
ANNUAL REPORT 2019
TINE GROUP/ PER CENT
Employees Management
2019 Women Men Total Women Men Total

2019
TINE SA 1 476 2 700 4 176 74 124 198
THIS IS TINE Subsidiaries 512 720 1 232 24 46 70
TINE Group 1 988 3 420 5 408 98 170 268 2018
R E S U LT S
Sick leave, turnover and LTI’s** per million hours worked 2017
2019 Sick leave Turnover* LTI’s** per million hours worked
Board of Directors’ report TINE SA 5.7 % 5.3 % 4.5 2016
* Relocation/downsizing is not
Subsidiaries 4.4 % 9.8 % 14.2
Management included in the figures.
TINE Group 5.4 % 6.3 % 6.6 **LTI: Lost Time Injuries
2015
5.0 5.4 5.8 6.2
Auditor’s report STABL E SI CK L E AV E
Sick leave in TINE SA was 5.7 per cent in 2019. Compared registered in 2019 with absences (LTI’s per million hours
TINE Milk Supplies to the previous year this is somewhat lower (5.8 per cent). worked: 6.6) compared to 70 registered absences in 2018
The poor start to the year meant that TINE SA did not (LTI’s per million hours worked: 7.2). LTI’s* per million hours worked
Statistics
achieve the goal of 5.4 per cent. TINE is working syste- TINE GROUP
matically to improve this result by leadership training and A D D I T I O NA L H S E AC TIO N S
good cooperation with the Occupational Health Service HSE reporting has been tightened up and detailed tracking
S U S TA I N A B I L I T Y 2019
and NAV. Divisions with a high level of sick leave will be of underlying causes has been introduced. In addition,
followed up within their own organisation. In the TINE there is increased focus on sharing incidents and proactive
F U R T H E R I N F O R M AT I O N Group, overall sick leave is 5.4 per cent. learning and support throughout the organisation from a 2018
central control. A digital HSE course has been developed
RECO R D LOW N U MBE R O F LT I ’S which all employees and subcontractors must complete.
2017
In TINE SA, the number of LTI’s has decreased by 38 per The course will be implemented in 2020.
cent from the previous year. This equates to 34 LTI’s in 2019,
compared to 56 in 2018. This gives an LTI per million hours R EG I ST R ATIO N O F H S E E VE N TS IS A N 2016
worked of 4.5 in 2019, compared to 7.2 in 2018. The goal I MP O RTA NT TO O L
for 2019 was 4.5 and was achieved. In 2019, there were The registration and processing of undesirable incidents,
2015
five serious injuries to personnel throughout the company. inflow and improvement proposals is an important prerequ-
Two of these were head injuries, two were relating to falls isite and means for reducing work accidents through good 0.0 3.0 6.0 9.0
and one was a burn injury (hot water). In 2019, TINE SA improvement work. In 2019, a total of 9295 such events
had 99 injuries to persons without any LTI. This is 14 fewer were registered, compared to 8062 the previous year. Thus,
34 than 2018 (113). For the TINE Group, 64 incidents were TINE reached the target of 8000. *LTI: Lost Time Injuries
TINE SA ETHICS
ANNUAL REPORT 2019
TINE has a good reputation which means that the outside

world has great confidence in us. TINE is wholly depen-
dent on this trust in order to achieve our business goals.
THIS IS TINE
We must be open and honest and demonstrate that we
are acting in an ethical manner, both toward each other,
R E S U LT S our customers, consumers and partners and that we are
taking care of our animals and the environment.
TIN E IS R ATE D H IGH LY IN S E VE R A L
R E P U TATIO N S U RVE YS
Management TINE topped the reputation survey by the Marketing Company
Apeland (RepTrak) in 2019 for the first time in 15 years. We
Financial statement 2019 O RGA NISATIO N A ND PEO PL E D I V E R SI T Y IN TIN E scored the highest score ever and scored highly on good
Auditor’s report TINE practises equal pay and gender equality. Of TINE SA’s products and quality. In addition, people are concerned about
At the end of 2019, TINE Group had 5408 employees employees, the proportion of women was 35 per cent in nature and the farmers as owners. In the Ipsos reputation
TINE Milk Supplies (5355 in 2018) of which 4176 were employed by TINE SA 2019. At the end of the year, the proportion of women in survey, TINE came in second place, only to be beaten by the
(4346 in 2018). TINE’s annual employee survey indicated corporate management was 30 per cent. The proportion COOP. In the Sustainable Brand Index consumers rated TINE
Statistics
that in 2019, the good results from 2018 had either been of women on TINE’s Board, including employee represen- as Norway’s most sustainable company in 2019.
maintained or had slightly improved. tatives, was 43 per cent.
S U S TA I N A B I L I T Y In the Sustainable Brand Index, TINE

MOB I L I T Y A N D R E ST R U C T U R I N G CO O P E R ATIO N B E TW E E N M A N AGE M E N T
To ensure an improved implementation capacity and to A N D E MP LOYE E S was ranked by consumers as Norway’s
F U R T H E R I N F O R M AT I O N simplify and streamline the organisation, TINE has intro- TINE has a comprehensive and engaging dialogue with most sustainable company in 2019.
duced several organisational development programs in employees and employee organisations. The management
recent years. Departments and individuals both have in TINE meets with employee representatives, amongst
clearer responsibilities relating to competence requi- others, in the Group’s Collaborative Committee (KSU) and TR A IN IN G O N E TH IC A L D ILE M M A S
rements. The restructuring work in TINE is carried out other fora. Around 65 per cent of the employees in TINE TINE’s Code of Ethics defines the attitudes and behaviour
with respect for the individual employee and in line with SA are members of a Trade Union. TINE is bound by 5 main TINE expects from each and every employee with regard
employment law. An overall goal is to find new durable agreements, 11 agreements and in addition, special agre- to respect, integrity and loyalty. TINE’s Code of Ethics
solutions for employees who are affected, both inside and ements centrally and at their facilities. The dialogue with aims to support employees in making the correct choices
out with TINE. The framework for this work is regulated employees and the employees is well expressed through when faced with an ethical dilemma. The Management in
by separate guidelines for restructuring. TINE focuses on any necessary changes and adjustments as well as annual TINE is responsible for familiarising their employees with
assisting mobility to those who want it. wage negotiations. In 2019, TINE also conducted a wage the Code of Ethics as well as reflecting on and training in
settlement in line with the key guidelines from NHO, LO dealing with ethical dilemmas. Annual dilemma training is
35 and other employee organisations. conducted for all employees.
169
TINE SA CORPORATE GOVERNANCE AND TINE’S OWNER ORGANIZ ATION
ANNUAL REPORT 2019
MANAGEMENT
TINE is a cooperative, owned by our milk suppliers. At the
TINE’s Board attaches importance to the company being end of 2019, there were 9567 owners in TINE. This is a
Organised producer teams managed and guided according to good overall principles. reduction of 553 from the previous year. Milk was delivered
THIS IS TINE
TINE TINE shall maintain the trust of various stakeholders and from 7728 enterprises which is a reduction of 329 from the
ensure that the Board of Directors receives adequate and previous year. During the year, TINE held 12 Board Meetings.
R E S U LT S accurate information about the business. An important Representatives are called to the meetings when due.
part of corporate governance is to establish and maintain
From the Chair of the Board systems and procedures that ensure that law, standards
and the company’s own policies are adhered to. Over 600 branch meetings were conducted
with almost 4500 participants in total.
Management The Norwegian Corporate Governance Committee (NUES)
publishes the Norwegian Code of Practice for Corporate
Financial statement 2019 Governance consisting of principles and guidelines that The owners are organized in 169 producer teams. Active
Auditor’s report clarify responsibility and authority in larger organisations. producer teams are important for good corporate gover-
The recommendation is actually made for companies listed nance and high member satisfaction. In 2019, 42 per cent of
TINE Milk Supplies in Norway but the Group’s Board of Directors decided members attended the annual meetings. The producer teams
in 2010 that TINE should still follow the principles in this have an important role in facilitating corporate governance,
Statistics
recommendation in as far as they match TINE’s corporate professional and social fellowship and as an interest orga-
structure and ownership. nisation for the members. In order to ensure good contact
between key union representatives and the producer teams,
AUDIT COMMITTEE AND COMPENSATION each producer team has a contact person on the council
COMMITTEE (Owner Committee Contact). In addition, board members
F U R T H E R I N F O R M AT I O N In accordance with the recommendation from NUES, attend various producer team meetings throughout the year.
the Board has an Audit Committee and a Compensation
Committee. The Audit Committee is a preparatory and 1 7 3 M E E TIN GS A N D 6 0 0 B R A N C H M E E TIN GS
advisory committee for the overall Board of Directors in FO R B E TTE R A N IM A L W E LFA R E
their work of overseeing the company’s financial repor- Animal welfare has always been high on the agenda and the
ting and control systems. The Compensation Committee producer teams have conducted approximately 800 meetings
is a preparatory and advisory committee for the Board of on this topic. 4000 members attended 173 trade meetings
Directors regarding employment and terms of employment scattered all over the country. The branch meetings were
of TINE SA’s CEO and main principles for compensation smaller meetings with 5-10 participants where the agenda was
and succession planning for the central management of a posted discussion booklet. The aim of the branch meetings
TINE SA. A more detailed account of how TINE complies was to discuss animal welfare and share their own experiences
with the principles and guidelines in NUES is found on with good practical solutions. Over 600 branch meetings were
36 www.tine.no. conducted with almost 4500 participants in total.
TINE SA
GOO D CO N TAC T BE T WE E N T H E BOA R D A N D
ANNUAL REPORT 2019
S UPP L I E R S
In all ownership areas, training has been carried out for TINE’S OWNER ORGANIZATION
new union representatives. New Producer Team Leaders
have also been offered a central course this year, with
THIS IS TINE
particular emphasis on reviewing TINE business conditions LOCAL ELEC TION 4 OWNERSHIP
169 PRODUCER TEAMS
and the role of Producer Team Manager. In 2019, a joint COMMITTEE COMMITTEES
R E S U LT S meeting was held for all Producer Team Leaders. In addi-
tion, district-wide work committee meetings have been CENTRAL ELEC TION
From the Chair of the Board held. Communication between the Board and the Producer COMMITTEE ANNUAL GENERAL
ADVISORY GROUP
Team Leaders was strengthened in 2019 by the fact that MEETING TINE SA
Board of Directors’ report CONTROL COMMITTEE
several skype/telephone meetings were held between the
Management Chair and the Producer Team Leaders. In addition, the
Board also aims to participate in at least 50 per cent of the THE BOARD
Financial statement 2019 annual meetings. These are important arenas for compe-
Auditor’s report tence building, exchange of experience and information
about TINE. The main themes for discussion in 2019 have
TINE Milk Supplies been TINE’s strategy, the need for downscaling of volumes
P RO D U C E R T E A M S Producer teams are composed Members of the Control Committee are elected at the
in relation to expiry of export subsidies and animal welfare.
Statistics of TINE members in more defined areas and constitute Annual General Meeting for a period of three years.
TINE’s local organizational units.
C E N T R A L E L E C T I O N C O M M I T T E E TINE has a
ANNUAL GENERAL MEETING TINE SA The Annual Central Election Committee of eight members with three
S U S TA I N A B I L I T Y TINE is a cooperative, owned by our General Meeting is TINE’s highest authority and consists deputy members, elected in numerical order at the Annual
milk suppliers. At the end of 2019, there of 110 owner-selected members. In addition, are the General Meeting. The Central Election Committee presents
Board and Board Members. proposals to the Annual General Meeting on, among other
F U R T H E R I N F O R M AT I O N were 9567 owners of TINE. things, members of the TINE Board and Council.
T H E B OA R D The Board consists of 14 members, 10
of whom are elected at the Annual General Meeting. At A D V I S O RY G RO U P The Advisory Group is a stra-
the Annual General Meeting, three representatives are tegy forum and advisory body to the Board. The council
The member managers follow the producer teams in the elected in numerical order. consists of up to 24 owner-elected members, distributed
district. It must be emphasized that the producer team with an equal number from each ownership area, and
LO C A L E L EC T I O N CO M M I T T E E The elections at advisory members elected by the staff with 2/3 of the
meetings are an active academic and social meeting place
the Annual Production Meeting of the Producer Team are number of owner-elected advisory members. The Chair
for the members. made by a local election committee. Members and repre- and Deputy Chair of the Council are elected at the Annual
sentatives as well as the chair and deputy chair of the Meeting of TINE SA.
TINE conducted a member satisfaction survey in January nomination committee are elected at the Annual General
2019. Satisfaction is high and increased from 77 in 2018 to Meeting of the Producer Team. OWNERSHIP COMMITTEE Each ownership commit-
tee consists of owner-elected committee members and
78 in 2019. Systematic efforts are being made to improve CONTROL COMMITTEE supervises the activities of at least one corporate board member.
member satisfaction. TINE, in accordance with the instructions in force at any
37 given time, adopted at the Annual General Meeting.
TINE SA BOA R D O F D IR EC TO R S ’ R E P O RT
ANNUAL REPORT 2019
Financial conditions
and capital structure
THIS IS TINE
R E S U LT S
Board of Directors’ report The annual result for the TINE Group was The tax expense for TINE Group in 2019 was NOK 123 mil-
lion. The effective tax rate was 11.2 per cent in 2019. The
NOK 980 million, a reduction of NOK 368
Management corresponding figure for 2018 was 8 per cent.
million from 2018. Shares in minorities in
Financial statement 2019 2019 accounted for NOK 32 million, and INCREASE IN PROFIT FROM ASSOCIATED COMPANIES
Auditor’s report shares in majorities was NOK 948 million. The result from associated companies in 2019 was NOK 37
million, an increase from NOK 13 million to NOK 37 million
TINE Milk Supplies compared to 2018. The relatively large increase in profit is
FI N A N CI A L R E S U LTS A N D TA X mainly due to a one-off effect relating to further acquisi-
Statistics
Net finance costs in TINE Group were NOK 86 million in tions in Lotito Foods Holding LLC. Skala AS continued the
2019, an increase of NOK 13 million from 2018. Finance positive trend with an improvement from a positive profit
costs in 2018 were abnormally low due to an extraordinary share of NOK 1 million in 2018 to NOK 4 million in 2019.
gain on the sale of shares. Fjordkjøkken AS results were unchanged from 2018 with a
positive profit of NOK 5 million, whilst TUN Media AS had
F U R T H E R I N F O R M AT I O N Net interest expenses increased from NOK 96 million in a slight increase compared to 2018.
2018 to NOK 106 million in 2019. This was mainly due to
the fact that net interest-bearing debt increased from the H E D GIN G AGR E E M E N TS
previous year. Interest rates were somewhat higher in 2019, TINE is exposed to foreign currency fluctuations, mainly
but a lower average margin led to a lower average interest through purchases in euros (EUR) and sales in US dollars
rate overall compared with 2018. (USD). The Norwegian Kroner weakened further in 2019.
The trade-weighted Kroner exchange rate (I-44) has on av-
In 2019, TINE Group had a net currency loss of NOK 1 mil- erage depreciated by 2.9 per cent in 2019 compared to
lion, against a corresponding gain in 2018. Other financial 2018, due to a strong weakening in the second half of the
expenses in 2019, amounted to a cost of NOK 16 million, year. The Norwegian Kroner was on average 2.5 per cent
against income of NOK 10 million in 2018. The income in weaker against the Euro and 8.1 per cent weaker against
2018 was mainly due to gains from sale of the shares in USD in 2019 when compared to 2018. The first mentioned
38 Landkreditt Forsikring AS, former Landbruksforsiking AS. has, in isolation, a negative impact for TINE, whilst the last
TINE SA
mentioned is positive. This exposure is, however, partly se- Net cash flow for investing activities was NOK 2426 million,
ANNUAL REPORT 2019
cured by use of hedging agreements. The hedging portfolio an increase of NOK 618 million from 2018. This is mainly
18 657
led to a realized loss of NOK 18 million for EUR and USD explained by the completion of structural investments in
in 2019 compared with a gain of NOK 15 million in 2018. Bergen and Mogeely in Ireland, as well as a new head office
Hedge accounting of foreign exchange contracts was also in Kalbakken. In addition, TINE has increased the stake in
THIS IS TINE
introduced in 2016. See note 19. Lotito Foods Holding LLC.
Total assets (NOK million)
R E S U LT S TINE GROUP
BAL A N CE Net cash flow from financial activities was NOK 500 mil-
The Balance Sheet as at 31 December 2019 for TINE Group lion in 2019, compared to NOK 434 million in 2018. The
From the Chair of the Board was NOK 18.7 billion, an increase of NOK 0.6 billion from the movement is mainly due to an increase in long-term inter-
corresponding period in 2018. The investment level increased est-bearing debt in 2018. Dividend paid to owners in 2019
significantly in 2018 and continued in 2019. Higher invest- amounted to NOK 829 million Kroner, an increase of NOK
Management ments than depreciation resulted in an increase in fixed as- 12 million compared to 2018.
sets of NOK one billion. The TINE Group had at 31.12.2019,
Financial statement 2019 bank deposits and money market securities totalling NOK 654
Auditor’s report million, a reduction of NOK 726 million compared to 2018. Higher investment than depreciation
Bank deposits were particularly high at the end of 2018 due
has resulted in an increase in fixed assets
TINE Milk Supplies to new financing of planned investments in 2019.
of NOK one billion.
Statistics
N ET I N T E R E ST- BE A R I N G D E BT
Net interest-bearing debt for TINE Group at December 31,
2019 was NOK 4002 million, an increase of NOK 924 mil- E ST I MAT E S A N D CO N TIN U E D O P E R ATIO N S
lion since the end of 2018. Interest-bearing debt increased The estimates in the consolidated and company accounts for
by NOK 198 million, while bank deposits and money market 2019, are based on expectations of future earnings and the
F U R T H E R I N F O R M AT I O N securities, as mentioned, were reduced by NOK 726 million business structure in place at the time of preparation of the
compared to the year before. The equity ratio in the group accounts. Changes in these expectations could mean that the
was 47.8 per cent at the end of 2019. value of estimates and evaluations used must be adjusted.
After the end of the financial year, no events have occurred
CAS H FLOW that are of significance for the assessment of TINE SA or TINE
Net cash flow for TINE Group from operating activities con- Group beyond what appears in the Annual Report and ac-
tributed NOK 2194 million, a reduction of NOK 92 million companying notes. The Board of Directors of TINE confirms
from 2018. Profit before tax showed a reduction of NOK that continued operations are assumed as the basis of the
362 million. In 2019, working capital increased by NOK 77 annual accounts and that the conditions to do so are present.
million. Inventories increased by NOK 15 million, accounts
receivable by NOK 8 million, while debt to milk producers FI N A N CI A L R IS K IN 2 0 1 9 A N D IN TH E F U TU R E
was reduced by NOK 146 million. Increased trade debt by TINE’s financial risk is related to changes in interest rates,
39 NOK 92 million partly offset this tied-up capital. exchange rates, energy prices and the credit market.
5.16 0.43 5.59
TINE SA
ANNUAL REPORT 2019
Milk price from TINE Milk Supplier Dividend from TINE SA Total milk price
THIS IS TINE
KR /LITRE KR /LITRE KR /LITRE
R E S U LT S

The objective is to limit financial risk and thus contribute F LU C TU ATIO N S IN E XC H A N GE R ATE S A N D
to the stability and predictability in TINE’s results over E N E RGY P R IC E S A F F EC T TIN E
Management time. Financial guidelines have been prepared for TINE that As mentioned earlier, TINE is exposed to fluctuations in ex-
provide guidance on how to handle this type of risk. TINE change rates, mainly EUR and USD but also SEK, DKK, GBP,
Financial statement 2019 SA takes care of this task for the whole Group. CAD and CHF. Through its international operations, TINE
Auditor’s report has net payments in USD, whilst imports of various input
T H E G RO U P ’S D E BT S EC U R E D factors and purchases of machinery and equipment are net
TINE Milk Supplies In order to limit exposure to interest rate fluctuations, payments in EUR. A weaker Kroner contributes to increased
some of the Group’s debt is hedged through the use of costs related to the input factors, machinery and equipment
Statistics
various interest rate hedging agreements in accordance being mainly purchased in EUR. At the same time, a weaker
with adopted financial guidelines. The level of hedging has Kroner contributes positively to the value of exported goods
been stable over the past year. Market rates continued to and international operations. TINE SA enters in to hedging
increase in 2019, from a historically low level at the end agreements, mainly in the form of FX forwards and options,
of 2017. In future, the market expects fairly stable interest to limit the Group’s currency risk. TINE also has assets in
F U R T H E R I N F O R M AT I O N rates which is illustrated by a fairly flat interest curve. We SEK, USD, GBP and EUR. These values are fully hedged us-
do not expect the European Central Bank to reduce its ing currency derivatives or deductibles.
investment in the bonds market which would have been
a driver for increased credit spreads. Financial costs are TINE is exposed to changes in energy prices. This follows
therefore likely to remain at the same level in the coming year. both energy-intensive production and, not least, extensive
distribution. In 2019, energy prices were overall slightly
In TINE’s accounts there is a receivable posted for pension higher than in 2018. The price of electricity was higher
funds through the pension fund MP Pension. The assets in while the price of oil and gas on average was lower in
the pension fund are invested in shares, bonds and prop- 2019. TINE partially hedges the price of electricity ahead
erty. TINE’s accounts are, therefore, also exposed to the of time, up to a maximum of 50 per cent of expected con-
risk of fluctuations in these classes of asset. sumption. Total energy costs in the future will largely be
driven by the composition and consumption of various
40 energy sources as well as larger movements in the market.
TINE SA
GOO D L I Q U I D I T Y
ANNUAL REPORT 2019
TINE finances ongoing liquidity requirements in the certifi-
cates market and other short-term loans. A long-term loan
facility has been established with reputable banks to reduce
refinancing risk. The loan limit is NOK 1.2 billion. The facili-
THIS IS TINE
ty matures in 2022 and covers the maturities in short-term
financing within a year. Liquidity in TINE is considered good.
R E S U LT S
LOW LO SS O N R ECE I VA BL E S
From the Chair of the Board TINE’s customers are wholesalers and individual custom-
ers covering all customer segments. Their ability to pay is
considered good, which is visible through low bad debts
Management on receivables over many years. TINE works actively to
monitor credit limits on all our customers. In addition,
Financial statement 2019 credit checks are carried out on all new customers. TINE
Auditor’s report has not found it necessary to take out credit insurance
against losses on bad debts. Overall, TINE’s financial risk
TINE Milk Supplies is considered to be moderate.
Statistics
AL LO CAT I O N O F P RO FI T FO R 2 0 1 9
TINE’s Board has adopted a dividend policy where the aim
is that between 50 and 65 per cent of the Group’s annual
profit is set aside for payment to the owners. The annual al- Allocation of profit
location is affected by the level of investment in the coming
F U R T H E R I N F O R M AT I O N MILL. NOK 2019 2018
year, but the aim of at least 45 per cent equity takes priority
Dividends to owners 608 829
over payment of dividend.
Allocation to dividend 0 -42
In 2019, 64 per cent of the Group’s annual profit is set aside Allocation to other share capital 364 449
for dividend to the owners. This equates to a payment of Total allocations 972 1 237
43 øre per litre of milk received and an equity ratio for the
Group of 47.8 per cent at the end of 2019.
Milk price
TINE SA is the parent company in the TINE Group. TINE SA KR/LITRE 2019 2018 2017 2016 2015
delivered an annual profit of NOK 972 million. Total assets Milk price from
TINE Milk Supplies 5.16 5.16 5.05 5.03 5.02
at the end of 2019 were NOK 17 516 million and the equity
Dividend from TINE SA 0.43 0.57 0.57 0.66 0.59
ratio was 47.4 per cent.
Total milk price 5.59 5.73 5.62 5.69 5.61
41
TINE SA
The cash flow for TINE SA generally follows the same trend N E W SA L E S C H A N N E LS A N D framework conditions in the years to come. The Letter of
ANNUAL REPORT 2019
as TINE Group. Reference is made to the TINE Group’s cash T ECH N O LO GIC A L C H A N GE S Intent between the Agricultural Agency and the Govern-
flow on page 39, and the Cash Flow Statement on page 54. Norwegian consumers are gradually changing their behav- ment on reduced greenhouse emissions and an increased
iour. We see this both in terms of consumer development absorption of carbon from agriculture in the period 2021-
in certain segments, and in the fact that grocery shop- 2030, will form the framework for climate policy devel-
THIS IS TINE
F U T U R E PRO SPEC TS ping has increased. New sales channels create new chal- opment in agriculture. TINE and our suppliers work with
lenges, but also new opportunities. Technological chang- sustainability and animal welfare to make Norwegian milk
R E S U LT S TINE’s operations are mainly based on the Norwegian mar- es throughout the value chain will help TINE master the attractive as a raw material.
ket. Developments in the Norwegian economy are therefore challenges and exploit opportunities.
From the Chair of the Board of great importance. In the National Budget for 2020, the IN TE R N ATIO N A L CO N D ITIO N S
Government assumes falling unemployment, rising wage N E W G ROW TH A R E A S FO R N O RW EGIA N M ILK Tensions and uncertainty still dominate the international
growth and increased growth in private consumption. The Norway is obliged to cease all subsidies on the export of situation. This is reflected in trade disruptions and con-
Management Norwegian Krone is still weak. A strengthening of the Nor- agricultural products from 2021. The change will mean that flicts. There are still ambiguities surrounding Britain’s exit
wegian Kroner may strengthen import competition. the need for milk in Norway will fall in 2020 and 2021. from the EU. TINE has operations in the UK and manufac-
Financial statement 2019 TINE is actively working to find new growth areas that can turing in Ireland. We assume that acceptable trade policy
Auditor’s report CLOS E R CO O O P E R AT I O N WI T H CU STO ME R S increase the demand for milk and therefore compensate solutions will be found between the EU and the UK. We
AN D CO N T I N U E D ST RO N G BR A N D S for some of the loss of export volume. This work is a high also assume that there will be a solution between the UK
TINE Milk Supplies The grocery sector consists of three purchasing groups that priority. To succeed in such an ambitious project, various and Norway, either bilaterally or through EFTA.
continue their efforts to differentiate different store concepts. conditions must be in place to create growth for Norwe-
Statistics
Suppliers are expected to participate in this development. gian milk. This includes increasing the competitiveness of TINE also has operations in North America. We assume
The chains and groups’ own brands will also become a bigger Norwegian milk to ensure all actors in dairy operations that any changes in international trade agreements will not
competitor to traditional brands than before. TINE’s ambition are successful. have a negative impact on our business. Our ambitions in
is to combat this development by strengthening our own international markets will be continued by our foreign sub-
brands and to be able to respond more quickly to consumer A N I MA L W E LFA R E A N D S U STA IN A B ILITY sidiaries and our focus on selected international markets.
F U R T H E R I N F O R M AT I O N needs. We have made significant organisational efforts and Climate and environmental issues have been high on the
strengthened our competence to succeed with this. agenda and will have a significant impact on agricultural
OSLO, 12. FEBRUARY 2020
ANDERS JOHANSEN ASKILD EGGEBØ CECILIE BJØRLO SOLVEIG B. RØNNING ROLF ØYVIND THUNE NINA K. SÆTER
ELISABETH I. HOKSTAD HELGE ARNE ESPELAND TOR ARNE JOHANSEN JEFFREY THOMAS OTTAR RÅD ELIN JOHANNE AARVIK
MARIT HAUGEN NILS A. DOLMSETH GUNNAR HOVLAND

42 Chair of the Board Deputy Chair Chief Executive Officer
TINE SA MANAG E ME N T
ANNUAL REPORT 2019
Board of
Directors
THIS IS TINE
R E S U LT S
From the Chair of the Board At 01.01.2020

Marit Haugen Nils A. Dolmseth
Board of Directors’ report Chair of the Board Deputy Chair Anders Johansen Helge Arne Espeland
Management
Auditor’s report
TINE Milk Supplies
Statistics
Askild Eggebø Cecilie Bjørlo Nina K. Sæter Elisabeth I. Hokstad Rolf Øyvind Thune Solveig B. Rønning
Gunnar Hovland Odd-Einar Hjortnæs

43 Tor Arne Johansen Elin Johanne Aarvik Jeffrey Thomas Ottar Råd Chief Executive Officer Chair of Advisory Group
ANNUAL REPORT 2019
Corporate Management At 01.01.2020

THIS IS TINE
R E S U LT S
Management
Auditor’s report
TINE Milk Supplies
Statistics
Gunnar Hovland Jørn Spakrud Lise Falkfjell Per Ivar Berg Elisabeth Tapper
Chief Executive Officer Group Director CFO Group Director HR and HSE Group Director Production Group Director Long-term
Innovation and Digitalisation
EXPERIENCE Has held several man- EXPERIENCE Various positions with- EXPERIENCE 18 years’ experience in EXPERIENCE Over 25 years as a
agement positions in TINE from 1996- in economy and finance, such as TINE and has held roles such as act- manager for both Norwegian and in- EXPERIENCE 16 years’ experience
F U R T H E R I N F O R M AT I O N 2008. CEO of Trondheim Kraft 2008- Yara International ASA, Norsk Hydro ing CEO for Sunniva Drikker AS and ternational industrial production for within marketing and innovation work
2011 and after a merger with Fjordkraft ASA and Deloitte. Director for Group Development, companies such as Norske Skogin- with Orkla and L´Oréal. Has been
in 2010, also Vice CEO in Fjordkraft. in addition to Project Manager with dustrier SA, Norske Skog Parenco Marketing Director for the Pierre Rob-
CEO of BN Bank ASA from 2011. EDUCATION MBA and State responsibility for several strategic BV in The Netherlands and Skala AS. ert Group and Chief Digital Officer in
Authorised Auditor from Norges projects. Orkla Health. Furthermore, played a
EDUCATION Degree in Agriculture Handelshøyskole. EDUCATION Civil Engineer from central role in Orklas acquisition of
from Norwegian Agricultural College EDUCATION Graduate in Psychol- the Institute for Chemical Process at the Finnish Nanso Group and worked
(now NMBU), MBA from NHH, Ex- OTHER Chair of the Board for TINE’s ogy (cand. polit.) from NTNU and a NTNU in Trondheim. one year in London at Your.MD, one
ecutive Management Program from Pension Fund, MP Pensjon, and in the Masters in Economics, Administration of the world’s leading start-up envi-
Insead and Artificial Intelligence: Impli- subsidiary Fjordland AS, as well as a and Management from ESCP/EAP and ronments within health technology.
cations on business Strategy from MIT Board Member in Skala AS. Handelshøyskolen BI.
Management Sloan School. EDUCATION Masters in Industrial
OTHER Chair of the Board in Economics and Technology Manage-
OTHER Board Member, NHO Food Diplom-Is AS and Board Member in ment (MBA) from NTNU and HEC
and Drinks. MP Pensjon. Lausanne.
44
TINE SA CORP O R AT E MA N AG E ME N T CO N T.
ANNUAL REPORT 2019
THIS IS TINE
R E S U LT S
Management
Auditor’s report
TINE Milk Supplies
Statistics
Richard Lawrence Aniela Gjøs Terje Døsrønningen Vegard Gillebo Johnny Ødegård
Group Director Market and Group Director Logistics Group Director TINE Partner Group Director Sales Groceries Group Director Consulting,
International and KBS Members’ Services and
S U S TA I N A B I L I T Y Communications
EXPERIENCE Has been involved EXPERIENCE Worked with food and
EXPERIENCE 20 years global Food in logistics as a subject specialist food production as a Cook and Head EXPERIENCE 15 years’ experience
F U R T H E R I N F O R M AT I O N & Drinks FMCG Marketing experi- throughout her working life, working Chef. Døsrønningen joined TINE in with Coca-Cola European Partners EXPERIENCE Worked in industry
ence across companies including for Ontime Logistics AS, Ringnes AS 1997 and has held various roles in Norway and has held roles in KAM politics for companies such as
Unilever, Heineken and Mondelez. and in Posten Norge AS. FoU, Fjordland AS and Salg such as in DV and KBS. Channel Director in Norske Felleskjøp SA and Norsk
Most recently leading Mondelez Product Developer, KAM, Sales Man- KBS and Director in DV and KBS. In Bonde og Småbrukarlag.
Biscuits Business Unit in South East EDUCATION Civil Engineer from ager and Sales Director. addition, he has held important roles
Asia. Silesian University of Technology, in several change management pro- EDUCATION Norway’s Agricultural
Economics from BI and post-gradu- EDUCATION Cook, Cost Economist jects during his time with Coca-Cola College (now NMBU), specialising in
EDUCATION BA Hons, University of ate at Stanford University and European Partners Norway. Agricultural Economics.
Durham, England Insead. OTHER Chair of the Board of Oste-
Compagniet AS. EDUCATION M.Sc. in Business Ad- OTHER Board Member in Mimiro AS.
ministration and Economics (MBA)
From the Business School at Umeå
University and University of Seville.
45
ANNUAL REPORT 2019
Organisation chart At 01.01.2020

THIS IS TINE
R E S U LT S
Staff
Line Function
Board of Directors’ report GU N N A R H OVLA N D
Chief Executive Officer
Management
Auditor’s report JO H N N Y Ø D EGÅ R D

TINE Consulting, Members’ Services
TINE Milk Supplies J Ø R N SPA K R U D and Communications
Finance, Corporate Governance, Procurement and
Statistics
TINE Milk Supplier
LIS E FA LK F JE LL
HR and HSE
F U R T H E R I N F O R M AT I O N E L I SA BE T H TA P P E R R IC H A R D LAW R E N C E
Long-term Innovation and Digitalisation Market and International Business
T E R J E D Ø SRØ N N I N G E N P E R IVA R B E RG
TINE Partner Production and Readiness
V EG A R D G I L L E BO A N IE LA G JØ S
Sale of Groceries and KBS Logistics
46
TINE SA RES U LT S
ANNUAL REPORT 2019

THIS IS TINE
The table below shows some key elements of income, balance sheet, cash flow and notes for the TINE Group for the period from 2015 to 2019.
R E S U LT S
TINE GROUP Amounts in MNOK
From the Chair of the Board 2019 2018 2017 2016 2015 2019 2018 2017 2016 2015
From income statement:
Board of Directors’ report Equity 8 920 8 433 7 828 7 289 6 649
Revenues and other operating
Long-term interest bearing liablilities 4 456 4 402 3 249 3 604 2 858
Management income 23 812 23 001 22 525 22 583 22 204
Cost of materials and changes in Other long-term liabilities 1 092 1 094 1 053 1 028 943
Financial statement 2019 inventory 13 434 12 927 12 586 12 605 12 486 Trade and other payables 1 819 1 873 1 674 1 693 1 784
Personel expenses 1) 4 313 4 058 4 027 3 710 3 887 Short-term interest bearing liablities 201 57 44 41 619
Auditor’s report
Depreciation, amortisation and Other short-term liabilities 2 169 2 244 2 239 2 375 2 264
impairment 1 223 1 103 1 057 989 950
TINE Milk Supplies Total liabilities and equity 18 657 18 103 16 087 16 029 15 117
Other operating expenses 3 654 3 375 3 317 3 317 3 203
Statistics Total operating expenses 22 623 21 464 20 988 20 622 20 526
Net cash flow:
Operating profit 1 189 1 537 1 537 1 962 1 678
From operating activities 2 194 2 285 2 170 2 187 1 780
Financial income and expenses -86 -72 -123 -99 -99
S U S TA I N A B I L I T Y To investment activities -2 426 -1 807 -1 185 -1 260 -988
Profit before tax 1 103 1 465 1 414 1 862 1 579
To / from financing activities -501 434 -1 320 -682 -821
Tax expense 123 117 110 229 155
F U R T H E R I N F O R M AT I O N Net change in bank deposits, cash
Net profit for the year 980 1 348 1 304 1 634 1 424 and money market securities -733 911 -335 245 -30
From balance sheet: Note information:

Intangible assets 628 217 143 163 131 Average number of emplyees
calculated in full-time equivalents 5 347 5 279 5 319 5 275 5 272
Tangible fixed assets 9 929 8 909 8 219 8 053 7 927
Allocated payment from TINE SA to
Non-current financial assets 2 919 2 998 2 935 2 842 2 362
the milk producers in MNOK 608 829 817 963 870
Inventories 2 594 2 579 2 263 2 118 2 058
Short-term receivables 1 933 2 019 2 062 2 052 2 080
Bank deposits, cash and money 1) 2016 is included in an amortization plan of amendment effect on MNOK 245 for the TINE Group.
market securities 654 1 380 466 801 559
Total assets 18 657 18 103 16 087 16 029 15 117

47
Income statement
TINE SA
ANNUAL REPORT 2019
TINE GROUP Amounts in NOK 1000

THIS IS TINE
Note 2019 2018 Note 2019 2018
REVENUES AND OTHER OPERATING INCOME FINANCIAL INCOME AND EXPENSES

R E S U LT S
Sales revenues convenience products 1, 2 21 997 157 21 183 682 Result of investments in joint ventures and associated
companies 14 37 466 12 507
From the Chair of the Board Sales revenues raw materials 1 383 529 1 380 476
Net interest income and expenses 19 -106 196 -96 233
Other operating income 3 431 463 436 881
Board of Directors’ report Net realised and unrealised currency gain and loss 19 -1 471 1 456
Total revenues and other operating income 23 812 149 23 001 039
Net other financial income and expenses 20 -15 561 9 794
Management
OPERATING EXPENSES Total financial income and expenses -85 762 -72 476
Financial statement 2019 Cost of materials and changes in inventory 6 13 433 548 12 927 405
Profit before tax 1 103 140 1 465 015
Personnel expenses 7, 8, 25 4 312 908 4 058 101
Auditor’s report Tax expense 11 123 345 116 724
Depreciation and amortisation 12, 13 1 208 426 1 062 026
TINE Milk Supplies Impairment property, plant and equipment and intangible
Net profit for the year 979 795 1 348 291
assets 12, 13 14 141 41 086
Statistics
Other operating expenses 9, 10 3 654 224 3 374 930
Minority share of profits 17 32 173 32 457
Total operating expenses 22 623 247 21 463 548
Majority share of profits 17 947 622 1 315 834
S U S TA I N A B I L I T Y Operating profit 1 188 902 1 537 491
Contd. on next page
48
TINE SA Income statement contd.
ANNUAL REPORT 2019
TINE SA Amounts in NOK 1000
Note 2019 2018 Note 2019 2018
THIS IS TINE REVENUES AND OTHER OPERATING INCOME FINANCIAL INCOME AND EXPENSES
Sales revenues convenience products 1, 2 16 785 480 16 528 530 Income from investments in subsidiaries 14 32 144 78 934
R E S U LT S Sales revenues raw materials 1 383 529 1 380 476 Result of investments in joint ventures and associated
companies 14 4 460 5 584
Other operating income 3 649 959 665 697
From the Chair of the Board Net interest income and expenses 19 -94 833 -84 808
Total revenues and other operating income 18 818 968 18 574 703
Net realised and unrealised currency gain and loss 19 15 425 -15 408
Board of Directors’ report OPERATING EXPENSES Net other financial income and expenses 20 -10 820 13 386
Management Cost of materials and changes in inventory 6 10 460 783 10 297 882 Total financial income and expenses -53 624 -2 312
Personnel expenses 7, 8, 25 3 328 727 3 276 147
Financial statement 2019 Profit before tax 1 082 488 1 318 908
Depreciation and amortisation 12, 13 995 036 919 632
Tax expense 11 110 205 82 321
Auditor’s report Impairment property, plant and equipment and intangible
assets 12, 13 14 114 36 159
TINE Milk Supplies Other operating expenses 9, 10 2 884 196 2 723 663 Net profit for the year 972 283 1 236 587
Total operating expenses 17 682 856 17 253 483

Statistics Allocations:
Operating profit 1 136 112 1 321 220 Payments to milk producers 17 -607 936 -829 415
Allocated from subsequent payment fund 17 – 42 000
Allocated to other equity 17 -364 346 -449 170
Total allocations -972 283 -1 236 587
Net group contributions to subsidiaries 14 455 3 218
49
Balance sheet
TINE SA
ANNUAL REPORT 2019
THIS IS TINE Note 2019 2018 Note 2019 2018

ASSETS CURRENT ASSETS
R E S U LT S NON-CURRENT ASSETS Inventories 15 2 594 189 2 578 787

Intangible assets
Short-term receivables
Deferred tax asset 11 27 715 10 713
Trade receivables 16 1 771 344 1 763 042
Board of Directors’ report Goodwill 12 211 314 40 616
Other short-term receivables 21 161 570 256 159
Other intangible assets 12 388 947 166 121
Management Total short-term receivables 1 932 914 2 019 201
Total intangible assets 627 976 217 450
Bank deposits, cash and money market securities 22 654 186 1 380 383
Tangible fixed assets Total current assets 5 181 289 5 978 371
Auditor’s report Land, buildings and other real property 12,13 4 534 413 4 443 046 Total assets 18 656 822 18 102 699
Machines, fixtures and fittings and means of transport 13 5 394 174 4 465 484
TINE Milk Supplies
Total tangible fixed assets 9 928 587 8 908 530 Contd. on next page
Statistics
Non-current financial assets
Investments in joint ventures and associated companies 14 107 105 238 589
S U S TA I N A B I L I T Y Other shares and ownership interests 1 434 4 410
Pension plan assets 8 2 766 915 2 728 963
F U R T H E R I N F O R M AT I O N Other long-term receivables 43 516 26 386
Total non-current financial assets 2 918 970 2 998 348
Total non-current assets 13 475 533 12 124 328
50
TINE SA Balance sheet contd.
ANNUAL REPORT 2019
Note 2019 2018 Note 2019 2018

LIABILITIES AND EQUITY SHORT-TERM LIABILITIES
THIS IS TINE
EQUITY Trade and other payables
Paid-in equity Short-term liabilities to milk producers 687 911 833 569
R E S U LT S
Cooperative share capital 17 5 403 5 674 Trade and other payables 16 1 131 467 1 039 441
From the Chair of the Board Total paid-in equity 5 403 5 674 Total trade and other payables 1 819 378 1 873 010
Board of Directors’ report Retained earnings Other short-term liabilities

Subsequent payment fund 17 340 000 340 000 Short-term interest-bearing liabilities 24 200 788 56 731
Management
Other equity 17 8 149 070 7 829 609 Allocated to subsequent payment to milk producers 607 936 829 415
Financial statement 2019 Total retained earnings 8 489 070 8 169 609 Taxes payable 11 122 974 125 323
Minorities share of equity 17 425 825 257 367 Public duties payable 201 509 202 815
Auditor’s report
Total equity 8 920 298 8 432 650 Other short-term liabilities 1 236 486 1 086 587
TINE Milk Supplies Total other short-term liabilities 2 369 693 2 300 871
LONG-TERM LIABILITIES
Total short-term liabilities 4 189 071 4 173 881
Statistics Provisions
Total liabilities and equity 18 656 822 18 102 699
Pension liabilities 8 255 263 230 521
Long-term financial liabilities 130 094 162 899
S U S TA I N A B I L I T Y Contd. on next page
Deferred tax liabilities 11 706 275 700 533
Total provisions 1 091 632 1 093 953
Other long-term liabilities
Long-term interest-bearing liabilities 1 800 821 1 797 215
Bond issues 2 655 000 2 605 000
Total other long-term liabilities 23 4 455 821 4 402 215
Total long-term liabilities 5 547 453 5 496 168
51
ANNUAL REPORT 2019
Note 2019 2018 Note 2019 2018

ASSETS CURRENT ASSETS
THIS IS TINE
NON-CURRENT ASSETS Inventories 15 1 804 837 1 987 377
Intangible assets
R E S U LT S Short-term receivables
Goodwill 12 – 4 200
Trade receivables 16 1 300 714 1 271 310
From the Chair of the Board Other intangible assets 12 12 749 14 013
Accounts receivable from group companies 745 823 438 664
Total intangible assets 12 749 18 213
Other short-term receivables 21 75 574 170 203
Tangible fixed assets Total short-term receivables 2 122 111 1 880 177
Management
Land, buildings and other real property 12,13 3 843 787 3 875 336 Bank deposits, cash and money market securities 22 594 063 976 856
Financial statement 2019 Machines, fixtures and fittings and means of transport 13 4 343 826 3 983 192 Total current assets 4 521 011 4 844 410
Total tangible fixed assets 8 187 613 7 858 528 Total assets 17 515 900 17 589 279
Auditor’s report
Non-current financial assets
TINE Milk Supplies Contd. on next page
Investments in subsidiaries 14 2 181 842 2 287 656
Statistics Investments in joint ventures and associated companies 14 22 942 22 942
Other shares and ownership interests 1 360 4 335
Pension plan assets 8 2 584 152 2 548 762
Other long-term receivables 4 231 4 433
Total non-current financial assets 4 794 527 4 868 128
Total non-current assets 12 994 889 12 744 869
52
ANNUAL REPORT 2019
Note 2019 2018 Note 2019 2018

LIABILITIES AND EQUITY SHORT-TERM LIABILITIES
THIS IS TINE
EQUITY Trade and other payables
Paid-in equity Short-term liabilities to milk producers 687 911 833 569
R E S U LT S
Cooperative share capital 17 5 403 5 674 Trade and other payables to group companies 458 792 696 815
From the Chair of the Board Total paid-in equity 5 403 5 674 Trade and other payables 16 743 633 740 094
Total trade and other payables 1 890 336 2 270 478
Board of Directors’ report Retained earnings
Subsequent payment fund 17 340 000 340 000 Other short-term liabilities
Management
Other equity 17 7 965 266 7 620 207 Allocated to subsequent payment to milk producers 607 936 829 415
Financial statement 2019 Total retained earnings 8 305 266 7 960 207 Taxes payable 11 107 067 101 670
Total equity 8 310 669 7 965 881 Public duties payable 174 964 174 117
Auditor’s report
Other short-term liabilities to group companies 18 532 5 287
LONG-TERM LIABILITIES
TINE Milk Supplies Other short-term liabilities 1 024 464 891 661
Provisions
Total other short-term liabilities 1 932 963 2 002 150
Statistics Pension liabilities 8 193 198 174 986
Total short-term liabilities 3 823 299 4 272 628
Long-term financial liabilities 100 155 143 128
Total liabilities and equity 17 515 900 17 589 279
Deferred tax liabilities 11 653 527 632 706
Total provisions 946 880 950 820
F U R T H E R I N F O R M AT I O N Other long-term liabilities

Long-term interest-bearing liabilities 1 780 052 1 794 950
Bond issues 2 655 000 2 605 000
Total other long-term liabilities 23 4 435 052 4 399 950
Total long-term liabilities 5 381 932 5 350 770
OSLO, 12. FEBRUARY 2020
ANDERS JOHANSEN ASKILD EGGEBØ CECILIE BJØRLO SOLVEIG B. RØNNING TOR ARNE JOHANSEN JEFFREY THOMAS OTTAR RÅD ELIN JOHANNE AARVIK
ROLF ØYVIND THUNE NINA K. SÆTER ELISABETH I. HOKSTAD HELGE ARNE ESPELAND MARIT HAUGEN NILS A. DOLMSETH GUNNAR HOVLAND
53 Chair of the Board Deputy Chair Chief Executive Officer
Cash Flow
TINE SA
ANNUAL REPORT 2019

THIS IS TINE 2019 2018 2019 2018
Cash flows from operating activities Cash flows to / from financing activities
R E S U LT S
Profit before tax 1 103 141 1 465 016 New long-term borrowing 551 076 1 540 045
From the Chair of the Board Taxes paid for the period -149 438 -102 981 Repayment of long-term borrowing -503 568 -429 992
Profit (-) and loss on sale of fixed assets -12 140 -27 832 Payments from minorities 160 705 151 200
Depreciation, amortisation and impairments 1 222 566 1 103 111 Disbursed to minorities -23 293 -22 767
Management Profit (-) and loss on sales of financial fixed assets 5 975 -16 108 Net change in bank overdraft 144 056 12 618
Unrealised change in value of financial items -53 108 30 522 Net payments and disbursements of cooperative share capital -271 -210
Difference between pension charged as an expense and payments/ Disbursed subsequent payment and credit to milk producers -829 415 -817 253
disbursements in pension plans -13 211 -28 714
Auditor’s report Net cash flow to/ from financing activities -500 710 433 641
Difference between recognised and received dividend from joint
ventures and associated companies -33 006 -6 924 Net change in bank deposits, cash and money market securities -733 041 911 487
TINE Milk Supplies
Effect of changes in foreign currency rates and unrealised exchange gains -15 792 -13 137 Bank deposits, cash and money market securities at 01.01 1 380 383 466 442
Statistics Currency effect on bank deposits, cash and money market securities -707 2 454
Change in inventories 117 342 -316 206
Change in trade receivables and other short-term receivables 129 689 42 622 Access to bank deposits on purchase of business 7 551 –
S U S TA I N A B I L I T Y Change in accounts payable -196 959 198 948

Bank deposits, cash and money market securities at 31.12 654 186 1 380 383
Change in other short-term liabilities 88 466 -43 002
Net cash flow from operating activities 2 193 525 2 285 315 Contd. on next page
Cash flows to investment activities
Payments from the sale of tangible fixed assets 103 981 46 650
Disbursements from purchase of tangible fixed assets -2 518 336 -1 864 968
Change in long-term receivables and liabilities -6 916 -7 721
Payments from the sale of financial current assets 167 465 21 420
Payments by purchase of business -172 049 -2 850
Net cash flow to investment activities -2 425 856 -1 807 469
54
TINE SA Cash Flow contd.
ANNUAL REPORT 2019
2019 2018 2019 2018
THIS IS TINE Cash flows from operating activities Cash flows to / from financing activities
Profit before tax 1 082 487 1 318 906 New long-term borrowing 50 000 1 553 690
R E S U LT S Taxes paid for the period -93 451 -75 083 Repayment of long-term borrowing -1 732 -424 791
Profit (-) and loss on sale of fixed assets -10 117 -26 150 Net payments and disbursements of cooperative share capital -271 -210
From the Chair of the Board Depreciation, amortisation and impairments 1 009 150 955 791 Change of net group contributions 11 434 -38 600
Profit (-) and loss on sales of financial fixed assets 10 789 -16 108 Disbursed subsequent payment and credit to milk producers -829 415 -817 253
Unrealised change in value of financial items -66 282 50 903 Net cash flow to/ from financing activities -769 984 272 836
Management Group contributions received form subsidiaries -23 702 -32 297 Net change in bank deposits, cash and money market securities -382 793 565 310
Difference between pension charged as an expense and payments/ Bank deposits, cash and money market securities at 01.01 976 856 411 546
disbursements in pension plans -17 179 -39 747
Auditor’s report Change in inventories 182 540 -244 111 Bank deposits, cash and money market securities at 31.12 594 063 976 856
Change in trade receivables and other short-term receivables 65 226 68 127

TINE Milk Supplies
Change in accounts payable -142 121 175 830
Statistics Change in other short-term liabilities 133 097 -41 222

Change in intercompany balances from operational activities -543 370 278 001
Net cash flow from operating activities 1 587 067 2 372 840
Cash flows to investment activities
Payments from the sale of tangible fixed assets 100 774 43 018
Disbursements from purchase of tangible fixed assets -1 423 426 -1 347 395
Change in long-term receivables and liabilities 248 -2 422
Payments from the sale of financial current assets 98 826 21 420
Payments received from the sale of financial current assets – -827 284
Net cash inflow on intercompany long-term receivables 23 702 32 297
Net cash flow to investment activities -1 199 876 -2 080 366
55
Accounting Principles
TINE SA
ANNUAL REPORT 2019
ACCO U N T I N G P R I N CI P L E S gain or loss is not recognised in the consolidated financi- et items are translated in to Norwegian kroner using the
THIS IS TINE
The annual accounts have been prepared in accordance al statements. exchange rate at the balance sheet date. Income posts
with the Accounting Act and generally accepted accoun- are translated to Norwegian kroner using the average
R E S U LT S ting practices in Norway. A Joint Venture is where TINE has joint control with one or exchange rate for the financial year. Any translation dif-
more owners and where the share is of a long-term stra- ference occurring due to the company’s incoming equity
From the Chair of the Board CON SO L I DAT I O N tegic nature. Joint control is normally in place where the and annual profit being translated at a rate other than
The consolidated financial statements present the over Group has a 50% ownership interest. that used for outgoing equity, is included in the equity for
all financial position, the result of the year’s operations the Group.
Management and cash flow for the parent company, TINE SA, and sub- Associated companies are companies where the Group
sidiaries. Subsidiaries include those companies control- has significant influence but not control and where the O P E R ATIN G IN CO M E A N D OTH E R R E VE N U E
Financial statement 2019 led directly or indirectly either by legal or actual control. share is of a long-term strategic nature. Significant influ- Operating revenue is measured at fair value of the transa-
Auditor’s report Controlling interest exists where a direct or indirect ow- ence exists where the Group has a 20% to 50% stake. ction, net of Value Added Tax, any returns, discounts or
ners has more than 50% of the voting capital. Consistent other public taxes due. Revenue from the sale of goods
TINE Milk Supplies accounting principles are applied to all companies in the Joint ventures and associated companies are included is recognized in the income statement when the products
Group. All transactions between companies in the Group, in the consolidated financial statements using the equ- have been delivered to the customer and there are no
Statistics
any balances and unrealised group profit are eliminated ity method. Costs exceeding the acquired share of book further obligations that would result in the customer not
in the consolidated financial statements. equity are recognized in the balance sheet as added va- accepting delivery. Delivery is not deemed to be made
lue and depreciated in line with the underlying conditions until the products have been shipped to the agreed loca-
Ownership interests in subsidiaries are incorporated in and anticipated economic life. The Group’s profit is the tion when the risk of loss or reduction in value is trans-
the consolidated financial statements according to the share of profit after tax in its associated and joint venture ferred to the customer. Individual evaluations based on
F U R T H E R I N F O R M AT I O N acquisition method. The difference between the cost of entities less any amortization of additional value as well agreements are used to estimate and post provisions for
ownership and the book value of net assets at the time of as any gains and losses on the realisation of assets. In the quantum discounts and goods returned at the point of
acquisition is analysed and posted to the individual balan- income statement, a proportion of the profit is posted in sale. Services are recognised as income at the point of
ce sheet items according to fair value. Costs that exceed the financial result. In the balance sheet, ownership in- execution.
the fair value of net identifiable assets are capitalized as terests in joint ventures and associated companies are
goodwill and amortized in the income statement in line classified as financial fixed assets. A share of loss is not O P E R ATIN G E X P E N S E S
with any underlying conditions and anticipated economic recognized if this results in the value of the investment Expenses are recognised in the income statement in the
life. In respect of acquisitions, the nominal tax rate is ap- being negative, unless the Group has made a commit- same period as related income.
plied to excess value excluding goodwill. ment or given a guarantee for that company.
Minority shares are included in the Group’s equity. A When including investments in subsidiaries, joint ventu-
change in ownership in the shares in subsidiaries is tre- res and associated companies, where the annual acco-
56 ated as a capital transaction in the Group and therefore unts are prepared in foreign currency, the balance she- Contd. on next page
TINE SA Accounting Principles contd.
ANNUAL REPORT 2019
MAIN R U L E S FO R CL A SSI FI CAT I O N O F A SSE T S ce sheet value and any remaining manufacturing costs. lease obligations are included in the balance sheet post
AN D L I A BI L I T I E S for other long-term debt at the current value of the lea-
Assets intended for permanent ownership or use are Research and product development costs se payments. Fixed assets are depreciated according to
THIS IS TINE
classified as fixed assets. Receivables are considered as Expenses relating to the company’s own research and plan and liability is reduced by the rent paid after dedu-
being repaid within one year, together with other assets development are posted as they are incurred. ction of the calculated interest due.
R E S U LT S in the goods chain are classified as current assets. The
classification of short and long-term debt is posted using FI X E D A SS E TS Lease agreements where a significant amount of the risk
From the Chair of the Board similar criteria. Current assets are valued at the lower of Fixed Assets and return associated with ownership remains with the
cost and fair value. Fixed assets are valued at cost less Investment in production facilities and other tangible fixed lessor are classified as operating leases. Rental amounts
accumulated depreciation and write-downs. Long and assets are measured at cost less accumulated depreciation relating to operating leases are expenses on a straight-
Management short-term debt is assessed at face value. and write-downs. The interest relating to the construction line basis over the lease period.
period for significant tangible fixed assets under constru-
Financial statement 2019 IN TA N G I BL E A SSE T S ction is recognised in the balance sheet in the cost price. Shares and ownership in subsidiaries, joint ventures
Auditor’s report Goodwill The cost of fixed assets with a limited economic life is de- and associated companies
Goodwill is the difference between the acquisition cost preciated on a straight-line basis over the economic life of Investments in subsidiaries, joint ventures and associated
TINE Milk Supplies of a business and the fair value of the Group’s share of the asset. Costs relating to normal maintenance and re- companies are assessed in the company accounts using
the net identifiable assets in the business at the time of pairs are posted when incurred. The costs of major impro- the cost method. Investments are valued at cost less any
Statistics
acquisition. Goodwill on the acquisition of subsidiaries is vements and upgrades that significantly increase the use- write-offs. Write-down to fair value is carried out if the
classified as intangible assets. Goodwill on the acquisiti- ful life of the fixed asset, are capitalized and depreciated in impairment is not temporary. Impairment is reversed to
on of a share in a joint venture or associated company is line with the life time of the fixed asset. If the recoverable the extent that the basis for impairment is no longer pre-
included in the posted value of the investment. Goodwill amount of the fixed asset is lower than the balance sheet sent. Dividends and group contributions received from
is tested for impairment and recognised in the balance value and the impairment is not temporary, then the fixed subsidiaries which represent a change in ownership are
F U R T H E R I N F O R M AT I O N sheet at acquisition cost less accumulated depreciation asset is written-down to the recoverable amount. The re- posted under other financial income. Group contribu-
and write-downs. The amortization period for goodwill is coverable amount is the higher of net sales value and va- tions from subsidiaries are posted in the same year as
five years unless a longer period is justified. lue in use. Value in use is the current value of future cash the subsidiary allocates the amount. Dividend income is
flow generated by the asset. posted when the dividend is declared.
Other Intangible Assets
Expenses for other intangible assets are recognised in the Lease Agreements Other shares and ownership classified as fixed assets
balance sheet to the extent that a future economic benefit Lease agreements are classified as either financial or Investment in fixed assets and other assets where the
relating to the development of an identifiable intangible operating leases after a thorough evaluation of each in- company has no significant influence are posted in the
asset can be reliably identified and measured. Otherwise, dividual agreement. Lease agreements relating to assets balance sheet at cost. Investments are written down to
this type of expense is posted as it is incurred. Intangible that are leased on certain terms where TINE SA mainly fair value for any impairment that is not considered to be
assets with a limited economic life are posted according holds the financial risk and ownership control are clas- temporary.
to plan. Intangible assets are written down to fair value if sified as financial leases. Tangible fixed assets under fi-
57 the recoverable amount is less than the sum of the balan- nancial lease agreements are capitalized and associated Contd. on next page
ANNUAL REPORT 2019
Dividends from companies which represent a reduction folio, are valued at fair value at the balance sheet date. mework proposed by the Board, profit can be allocated
in ownership are posted under other financial income Other short- term investments are valued at the lower of as dividend and dividend paid on the basis of milk delive-
when the dividend is declared. the average acquisition cost and fair value at the balance red throughout the year. In the Annual General Meeting,
THIS IS TINE
sheet date. a resolution is passed on the distribution of dividend.
Long-term receivables Dividend is paid to those members who were members
R E S U LT S Long-term receivables are stated at face value after de- Bank deposits, cash and securities when the resolution was passed and based on the supply
duction for expected losses. Provision for loss is made The accounting line for bank deposits, cash and securiti- of milk during the previous calendar year.
From the Chair of the Board after individual assessment. Interest income is posted es, includes cash, bank deposits and other means of pay-
when earned. ment that have a maturity of less than three months from D E BT
the date of acquisition. Long-term debt
Management CURR E N T A SSE T S Long-term debt is recognised in the balance sheet as a nomi-
Stock EQ U I T Y nal sum. Start-up costs are posted at the point of start- up.
Financial statement 2019 Stocks of goods are valued at the lower value of cost Share Capital
Auditor’s report using the ”first in - first out” principle and fair value. The The share capital in TINE SA is the total number of shares Unsecured Liabilities
acquisition cost for self-manufactured goods and goods held by the members of TINE SA. Each member has a sha- Unsecured liabilities are accounted for if there is a pro-
TINE Milk Supplies in production includes direct materials, direct wages and re. The face value of the share is NOK 500. Membership in bability that they will be settled. Best estimate is used to
indirect manufacturing costs (based on normal producti- TINE SA is open to milk producers who have a milk quota. calculate any settlement value.
Statistics
on). The acquisition cost is adjusted for equalisation fees
and grants. The acquisition cost for raw materials and Provisional Dividend Provision for Re-structuring
commodities is the net purchase price. The fair value is Provisional dividend is regulated by § 27 of the Law on When a decision is made to restructure, an allocation is
the sales price less any necessary costs for completion, Cooperative Enterprises. Dividend is determined at the made for any anticipated expenses relating to the imple-
sales and distribution. Annual General Meeting and allocated accordingly. The mentation of this measure. The provision is based on the
F U R T H E R I N F O R M AT I O N limit is the profit for the year after tax. Distribution is best estimate and reassessed at the end of each period.
Purchase of essential spare parts is posted under stock in made on the basis of milk supply during the calendar Expenses incurred during the restructuring are recogni-
the balance sheet. Any parts are posted on withdrawal. year. It cannot exceed what is in line with good and pru- zed continuously against this provision.
dent business practices.
Receivables P E N S IO N S C H E M E - B E N E F IT S C H E M E
Trade receivables and other receivables are stated at face In the accounts, dividend is treated as an allocation of TINE has pension schemes that entitle the employees to
value after deduction of expected losses. Provisions for profit [equity transaction] where the proposed dividend agreed future pension benefits. This liability is expensed
losses are made on the basis of individual assessment of is posted as a debt in the corresponding financial year. over the period of pensionable service and in accordance
each of the receivables. The tax effect of payment of dividend is included in the to the plan’s formula for calculating benefit. The method of
company’s tax expense in the income statement. allocation corresponds to the plan’s formula for calculating
Equity Funds and shares listed on the Stock Exchange allocation unless the allocation is made during the end of
Market-based financial instruments including mutual Dividend Fund the pensionable service. Linear earning will then be used.
58 funds and listed shares which are part of a trading port- At the recommendation of the Board, and within the fra- Contd. on next page
ANNUAL REPORT 2019
Pension liabilities are calculated on the basis of assump- There are liabilities within the new Trade Union Agree- al-based scheme to a risk-based scheme means that the
tions made about the number of accrued years, disco- ment with the AFP which is a defined benefit multi-enter- company no longer has to make provision for pension
unt rate, the future return on the pension fund, future prise scheme but this is booked as a defined contribution liabilities relating to disability pension. This has resulted
THIS IS TINE
regulation of salaries and pensions and the base rate for scheme as it is currently not measurable and allocable in a reduction in pension liability and is recognised in the
National Insurance calculations together with actuarial between the participating companies. actuarial calculations as a change to the plan. The redu-
R E S U LT S assumptions about mortality, voluntary retirement and ction was recognised in the 2016 accounts.
disability pension. Pension assets are valued at fair value. Net pension cost, which is gross pension cost less esti-
From the Chair of the Board Net pension liabilities includes the gross pension liabi- mated return on pension assets, adjusted for distributed TA X E S
lity less the fair value of the pension fund. Net pension effect of estimated deviations and changes in pension Tax costs consist of tax payable on taxable income and
liabilities on under-funded schemes are capitalised as a plans, are classified as ordinary operating expenses and assets and any changes to deferred tax. The tax burden
Management long-term financial liability, while net pension funds on presented together with salaries and other benefits un- is compared to the company’s result before tax. Taxes re-
over-funded schemes are capitalised as financial fixed as- der personnel costs in the income statement. Employee lating to equity transactions are recognised against equ-
Financial statement 2019 sets if it is likely that this over-funding can be utilised. contributions are included under net pension costs. ity. Deferred tax is calculated on the basis of tempora-
Auditor’s report The employers contribution is included in the book value ry differences between accounting and tax values at the
of under-funded schemes. P E N SI O N S C H E M E S - D E P O S IT S C H E M E S end of the financial year, as well as any tax loss to carry
TINE Milk Supplies The pension scheme is a contribution-based pension plan forward. The nominal rate for tax is used in this calculati-
Changes to liabilities due to changes to the pension plan into which TINE pays an annual pension contribution for on. Positive and negative differences that reverse in the
Statistics
are expensed immediately if the changes to the plan are each member. The pension contribution is paid to a trus- same period are offset. Deferred tax and deferred tax as-
unconditional at the time of change. Any changes to the tee and TINE has no liabilities to this scheme once the sets are shown as a net value in the balance sheet. In the
plan that are contingent on future employment are amor- contribution has been paid. It is therefore difficult to de- Group, deferred tax is posted as net of the tax position
tized on a straight-line basis over the period until the be- termine the size of the future pension contribution. Con- for associated companies that are part of the same tax
nefit is unconditional. Changes in liabilities and pension tributions are accrued according to the comparison prin- group. Deferred tax assets arise if there are temporary
F U R T H E R I N F O R M AT I O N assets due to changes to, and deviations from, calculated ciple. The year’s contribution to the defined contribution differences that give rise to tax deductions in the future.
assumptions are distributed over the estimated average plan is expenses as a personnel cost when incurred. For Deferred tax assets are recognised in the balance sheet if
period of pensionable service for the proportion of the defined contribution plans, any liabilities or assets are it is likely that the can be utilised in future years.
deviation that exceeds 10 % of the higher or gross pen- not capitalised.
sion obligations and gross pension funds, respectively. CURRENCY
D I SA BI L I TY P E N S IO N Transactions in foreign currency are translated using the
As it participates in defined benefit multi-enterprise sche- The National Insurance benefits for the disabled have exchange rate at the time of the transaction. Any mone-
mes, the enterprise posts its share of defined benefit changed as part of the pension reform. The change in na- tary items in foreign currency that are not included in
pension liabilities, pension funds and related costs under tional insurance means that the disability pension offered the hedging agreements are valued at the daily exchange
the pension scheme. When there is insufficient informati- by TINE SA to its employees was also amended from 1 rate. Realised and unrealised gains and losses on curren-
on to post a multi-enterprise scheme as a defined bene- January 2017. The new disability scheme is a risk scheme cy are presented net in the income statement as a finan-
fit scheme. The scheme is posted as if it were a defined where the members have full disability coverage regard- cial item.
59 contribution plan. less of their length of service. The change from an accru- Contd. on next page
ANNUAL REPORT 2019
FIN A N CI A L D E R I VAT I V E S A N D SECU R I T I E S When hedging future cash flows, the derivatives are Depreciation
The accounting treatment of financial derivatives follows posted at fair value. Both unrealised and realised gains or Depreciation of tangible fixed assets and intangible fixed
the intention behind entering these agreements. Deriva- losses on derivatives after tax is posted directly to equity assets is based on their estimated useful life. Any chan-
THIS IS TINE
tives are classified as financial fixed assets or long-term until the hedged cash flow affects the income statement. ges to market conditions and future investment decisions
financial liabilities if the remaining maturity is longer than will affect existing production capacity and expected use-
R E S U LT S one year. Hedging of net investment in foreign currency is done ful life. This may provide the basis for changed deprecia-
at group level. The hedging agreements are recognised tion profiles which will impact future results.
From the Chair of the Board Interest Rate Derivatives at fair value as for cash flow hedging. Unrealised gains
TINE uses interest rate hedging agreements to hedge and losses on hedging agreements are posted directly as Impairment
against large fluctuations in interest rates. The recogniti- equity until the foreign enterprise is sold or the hedging TINE has significant investments in property, plant and
Management on of gains and losses depends on whether the interest agreement is cancelled. equipment, intangible assets including goodwill, subsi-
rate derivative is designated as a hedging agreement and diaries, joint ventures and associated companies. The-
Financial statement 2019 if applicable, the type of hedging. Interest rate derivati- In line with adopted financial guidelines for 2019, TINE se fixed assets are tested for impairment when there are
Auditor’s report ves that are not hedging agreements are valued in accor- secures a share of the company’s and the group’s indicators of possible impairment. Such indicators may
dance with the lowest value principle and unrealised los- purchases and sales in foreign currency through the use include changes in market prices, contract structures,
TINE Milk Supplies ses are expensed as finance costs. of financial instruments. These transactions are treated as adverse events or other operating conditions. When cal-
accounting hedging agreements in the annual accounts. culating the recoverable amount, a number of estima-
Statistics
Currency Derivatives tes have to be made regarding future cash flows where
To secure against currency rate fluctuations, TINE has en- U SE O F E STIM ATE S A N D IN FO R M ATIO N O N price, volume of sales and life span are the most impor-
tered currency derivatives in line with adopted financial SI G N I FI CA N T E STIM ATE S tant factors.
guidelines. Accounting for gains and losses depends on The accounting principles described mean that the mana-
whether the currency derivative is designated as a hed- gement of TINE has used estimates and assumptions that Pensions
F U R T H E R I N F O R M AT I O N ging agreement and gives any type of hedging. Currency affect items in the income statement and balance sheet. Calculation of the fair value of pension liabilities is based
derivatives which are not hedging agreements are mea- These estimates are based on experience and an assess- on several economic and demographic assumptions and
sured at fair value and changes in the value are recogni- ment of underlying factors. Future events and changes in estimates. Any changes in the assumptions will affect the
sed in the income statement as financial income or finan- framework conditions may cause estimates and assump- value of the calculated liability. Refer to note 8 for a more
cial expense. tions to change. Changes in accounting estimates are detailed outline of the assumptions and the basis of the
posted in the income statement in the period the estima- pension assets.
Hedge Agreements tes are changed, unless deferred income is recognised
The accounting treatment of financial derivatives used as by good accounting practices. Assessments, estimates
hedging agreements is recognized in accordance with the and assumptions that have a material effect on the finan-
principles for hedging for hedging types such as cash flow cial statements are summarised below.
hedging or hedging of net investment in foreign enterpri-
ses. In the case of value hedging of recognised assets or
60 liabilities, the derivative is recognised at fair value. Contd. on next page
ANNUAL REPORT 2019
Fair value of financial instruments Provisions P R E S E N TATIO N C U R R E N C Y

The principles for estimating fair value are based on mar- For certain profit and loss items in the accounts, pro- All amounts are in TNOK unless otherwise stated. The
ket prices and various valuation methods. The fair va- visions are made for anticipated future costs based on functional currency of the parent company TINE SA and
THIS IS TINE
lue of fixed exchange contracts is determined using the the estimates and information available at the time the the group’s presentation currency is NOK.
exchange rate at the balance sheet date. The fair value accounts are presented. These provisions may differ
R E S U LT S of currency swaps is calculated at the current value of from actual future costs. Provisions include, for exam- M O D IF IC ATIO N O F ACCO U N TIN G P R IN C IP LE S
future cash flows. The fair value of options is determined ple, losses on customers, uncertainty over the provision A N D CO M PA R ATIVE F IGU R E S
From the Chair of the Board using option pricing models. The fair value of interest rate of goods, provisions for restructuring, restructuring and Comparative figures have been prepared using the same
derivatives is calculated at the current value of estimated contingent losses that are likely and quantifiable, includi- principles as for the figures in the current accounting pe-
future cash flow based on a tracked market interest rate ng disputes and litigation. riod.
Management curve. For all the above mentioned derivatives, fair value
is confirmed by the financial institution with which the SEG ME N T S No significant reclassifications or changes in principle
Financial statement 2019 company has entered an agreement. Operating segments are reported in the same way as in- have been carried out in 2019.
Auditor’s report ternal reporting to the company’s key decision-maker.
Deferred Tax Assets The company’s key decision-maker is responsible for N E W ACCO U N TIN G STA N DA R D S
TINE Milk Supplies Deferred tax assets are only posted in the balance sheet allocating resources and assessing earnings in the ope- No new accounting standards have been adopted in
to the extent that it is likely there will be a future tax rating segments which is defined as corporate manage- 2019 that are of consequence to TINE.
Statistics
overpayment which is large enough to take advantage of ment.
the tax benefit, either by the company posting a recent
profit or by identifying assets with additional value. CA SH FLOW STATE M E N T
The cash flow statement is prepared according to the in-
direct method.
61
Notes
TINE SA
ANNUAL REPORT 2019
IN CO ME STAT E ME N T F IN A N C IA L IN FO R M ATIO N
THIS IS TINE NOTE 1 Segment information 63 NOTE 19 Financial risk and hedging agreements 83
NOTE 2 Sales income on finished goods divided in to geographic area 64 NOTE 20 Net other financial income and costs 86
R E S U LT S
NOTE 3 Other operating income 64 NOTE 21 Guarantees 86
NOTE 4 Public grants 64 NOTE 22 Bank deposits, cash and shares 87
From the Chair of the Board NOTE 5 Significant larger transactions 65 NOTE 23 Other long-term debt 87
NOTE 6 Goods consumption and changes in stock 65 NOTE 24 Short-term interest-bearing debt 88
Board of Directors’ report NOTE 7 Personnel costs and number of man years 65
NOTE 8 Pensions and pension liabilities 66 OTH E R IN FO R M ATIO N
Management
NOTE 9 Auditors Fees 69 NOTE 25 Related parties and key personnel 89
Financial statement 2019 NOTE 10 Other operating costs 70 NOTE 26 Unrealised lease obligations 91
NOTE 11 Taxes 71 NOTE 27 Transactions with associated parties 91
Auditor’s report NOTE 28 Mortgages 92
BALA N CE SH E E T NOTE 29 Environmental Conditions 92
TINE Milk Supplies
NOTE 12 Intangible assets and goodwill 74 NOTE 30 Balance with the Directorate of Agriculture - market regulation
Statistics NOTE 13 Property, plant and equipment 76 and price equalisation 93
NOTE 14 Subsidiaries, joint ventures and associated companies 78
NOTE 15 Stock 80
S U S TA I N A B I L I T Y NOTE 16 Balances with joint ventures and associated companies 80
NOTE 17 Equity 81
F U R T H E R I N F O R M AT I O N NOTE 18 Posted provisions for liabilities 82
62
Income Statement
TINE SA
ANNUAL REPORT 2019
The Group’s activities are divided in to three operating segments. The segments are based on product and geography, and corresponds to the classification used in the Group’s internal
THIS IS TINE performance measurement and resource allocation. The dairy industries are divided between Norwegian and international operations.
NOTE 1 Segment information Amounts in NOK 1000

R E S U LT S 2019 2018
Other Other
From the Chair of the Board Dairy Other activities and Dairy Other activities and
SALES INCOME/ RESULT Dairy Norway International industry eliminations Total Dairy Norway International industry eliminations Total
Board of Directors’ report Liquid dairy products 8 071 216 – 153 392 – 8 224 608 8 041 068 – 165 849 – 8 206 917
Management Firm dairy products 6 165 918 3 531 863 447 313 – 10 145 094 6 014 866 2 844 855 431 741 – 9 291 462
Juice, fruit drinks and water 870 786 – – – 870 786 927 425 – – – 927 425
Ready goods 26 067 – 1 176 304 – 1 202 371 15 034 – 1 148 594 – 1 163 627
Auditor’s report Ice cream and desserts 358 556 – 1 114 268 – 1 472 824 339 073 – 1 217 768 – 1 556 842
Other products 81 475 – – – 81 475 37 408 – – – 37 408
TINE Milk Supplies
Sales income ready goods external 15 574 017 3 531 863 2 891 277 – 21 997 157 15 374 875 2 844 855 2 963 952 – 21 183 682
Statistics Sales income ready goods external 15 574 017 3 531 863 2 891 277 – 21 997 157 15 374 875 2 844 855 2 963 952 – 21 183 682
Sales income ready goods internal 1 360 511 25 923 – -1 386 434 – 1 286 499 22 285 – -1 308 785 –
Sales income ready goods total 16 934 528 3 557 786 2 891 277 -1 386 434 21 997 157 16 661 374 2 867 141 2 963 952 -1 308 785 21 183 682
Sales income raw materials 1 383 529 – – – 1 383 529 1 380 476 – – – 1 380 476
Other income 624 886 17 228 62 400 -273 052 431 463 627 614 21 394 55 114 -267 239 436 882
Total operating income 18 942 943 3 575 014 2 953 677 -1 659 485 23 812 149 18 669 463 2 888 534 3 019 066 -1 576 023 23 001 039
Write down and depreciation -1 037 060 -79 722 -105 785 – -1 222 567 -951 592 -45 122 -106 398 – -1 103 112
Other operating costs -16 799 531 -3 482 854 -2 777 236 1 658 942 -21 400 680 -16 393 542 -2 794 545 -2 747 736 1 575 387 -20 360 436
Operating result 1 106 351 12 438 70 656 -544 1 188 902 1 324 329 48 867 164 931 -636 1 537 491
BALANCE
Equity 17 133 299 2 222 835 1 393 348 -2 092 660 18 656 822 17 568 707 1 789 332 1 266 591 -2 521 930 18 102 699
Debt, non-interest bearing 4 030 078 942 464 579 548 -472 176 5 079 915 4 814 364 814 992 577 567 -995 819 5 211 103
Investments 1 589 858 990 479 144 881 – 2 725 218 1 428 895 225 022 209 917 – 1 863 834
Description of segments: The segment Dairy Norway mainly consists of TINE SA, Mimiro AS and OsteCompagniet AS. Dairy International consists of the sub groups Wernersson
Ost AB (Sverige), Norseland Inc. (USA), Norseland Ltd. (UK) and TINE Holding Ireland Ltd. Other enterprises consist of sub groups Diplom-Is AS and Fjordland AS, as well as TINE SA’s
63 subsidiaries, (see note 14). TINE Holding AB is included in Other Activities and Eliminations.
TINE SA
NOTE 2 Sales income on finished goods divided into geographic area Amounts in NOK 1000
ANNUAL REPORT 2019
TINE GROUP TINE SA
2019 2018 Geographic area 2019 2018
18 079 978 17 949 942 Norway 15 865 820 15 678 151
THIS IS TINE 1 665 935 1 586 865 Rest of Europe 427 000 311 420
1 100 1 338 Africa – –
R E S U LT S 2 123 532 1 514 076 America 387 728 439 201
1 429 1 623 Asia 758 797
125 183 129 837 Oceania 104 174 98 960
Board of Directors’ report 21 997 157 21 183 682 Total sales income on finished goods 16 785 480 16 528 530
Refer to the statement in the Board of Directors’ report.

Management
Auditor’s report NOTE 3 Other operating income Amounts in NOK 1000
TINE GROUP TINE SA

TINE Milk Supplies
2019 2018 Income groups 2019 2018
Statistics 86 316 79 497 Transport income 115 988 108 536
329 092 327 314 Other income 519 964 529 147
16 055 30 070 Gain on sale of fixed assets 14 007 28 014
431 463 436 881 Total other operating income 649 959 665 697
Other income consist of any requirements from the Directorate of Agriculture for market regulation, sale of services
and other income.
NOTE 4 Public grants Amounts in NOK 1000
Tax relief and other state and municipal grants have been received in accordance with the table below:
TINE GROUP TINE SA

2019 2018 Income Type 2019 2018
6 447 9 013 Tax relief 2 160 4 500
16 415 21 832 Other state and municipal grants 16 415 21 832
22 862 30 845 Total public grants 18 575 26 332
64
TINE SA NOTE 5 Significant larger transactions Amounts in NOK 1000
ANNUAL REPORT 2019
TINE GROUP TINE SA
2019 2018 Income statement 2019 2018
74 148 8 450 Maintenance of Kalbakken 74 148 8 450
THIS IS TINE Balance

721 297 504 392 Investment in larger new facilities 289 125 290 607
165 249 – Acquisition of Lotito Foods Holding LLC – –
R E S U LT S
– – Investment in subsidiaries 98 926 –
From the Chair of the Board TINE SA established a new head office in Kalbakken in In January 2019, Norseland Inc., acquired a 1/3 share in
Oslo. The project consisted of both renovation and extra- Lotito Foods Holding LLC. After this acquisition, they now
ordinary maintenance. The cost of maintenance is treated own a 2/3 ownership interest in the company.
Management as a one-off cost in 2019. On 30 August 2019, TINE SA transferred the business to
Investment in larger new plants in 2019 related to the TINE Bedriftsstyring (TBS) and associated solutions to its
construction of new dairy plants in Bergen and Ireland. subsidiary Mimiro AS. The transaction is continuous in
Auditor’s report TINE SA as the transaction is between a company in the
same group.
TINE Milk Supplies
Statistics NOTE 6 Goods consumption and changes in stock levels Amounts in NOK 1000
TINE GROUP TINE SA

2019 2018 Type of cost 2019 2018
13 268 608 13 140 377 Consumption of raw materials and purchased goods 10 310 575 10 490 642
164 940 -212 972 Changes in stock levels in work and finished goods 150 208 -192 760
F U R T H E R I N F O R M AT I O N 13 433 548 12 927 405 Total goods consumption and changes in stock 10 460 783 10 297 882
NOTE 7 Personnel costs and number of man years Amounts in NOK 1000
TINE GROUP TINE SA
2019 2018 Type of cost 2019 2018
3 561 375 3 351 163 Wages, holiday pay and cost of temporary staff 2 786 701 2 742 114
454 005 437 957 National Insurance 366 447 360 832
73 260 59 720 Pensions cost including national insurance, ref. note 8 43 159 37 256
224 268 209 261 Other personnel costs 132 420 135 945
4 312 908 4 058 101 Total personnel costs 3 328 727 3 276 147
5 347 5 279 Average number of employees counted in man years 4 025 4 196
65
TINE SA
NOTE 8 Pensions and pension liabilities
ANNUAL REPORT 2019
TINE SA and its Norwegian subsidiaries has a group pen- The occupational pension is in addition to national insu- sability pensions to members and widows(er) pension to
sion scheme with MP Pensjon in accordance with the rance and is independent of national insurance benefits. spouses or registered partners, cohabitants and children.
Company Pensions Act. The plan satisfies the regulations The Group’s subsidiaries have established pension arran- MP Pensjon’s funds are kept separate from the compa-
THIS IS TINE for compulsory occupational pensions (OTP). The group gements in accordance with local laws. ny’s funds. MP Pensjon is under the supervision of the
pension scheme is defined benefit and the scheme is Financial Services Authority and has a license to operate
R E S U LT S accounted for as a defined benefit scheme. The benefits MP Pensjon is a self-owned foundation that includes em- as a pension fund. The pension scheme in MP Pensjon
are mainly dependent on the number of years of pensio- ployees of TINE SA and its Norwegian Subsidiaries. The provides the following benefits at full pensionable ser-
From the Chair of the Board nable service and salary level at pension age. purpose of MP Pensjon is to provide retirement and di- vice (30 years or more):

Pension Basis for calculation Pension benefit
Management Old Age pension Up to 6 G 16 % of final salary.

From 6 G to 12 G 44 % of final salary.
Dependents pension spouse/cohabitant Calculated retirement pension 55 % of estimated old age pension.
Auditor’s report
Dependents pension child Final Salary 50 % of calculated old age pension for youngest child and 25% for other children under 21 years. Total child pension is divided equally between the children.
TINE Milk Supplies 3 % of salary up to 12G. Additional 25% of G, limited to 6% of salary. Additional 66% of salary between 6G and 12G. Saved rights from private
Disability pension Current salary and public occupational pensions are deducted from the calculation.
Statistics
In addition to the group pension scheme, TINE SA and its TINE SA and most of its Norwegian subsidiaries are in the ement area in the LO-NHO have a real financial obligati-
Norwegian subsidiaries have an operating pension scheme LO-NHO agreement area. Based on this, the employees on as a result of the agreement on AFP. However, there
for employees with salaries in excess of 12 G. The pensi- in the companies have the opportunity to apply for AFP is insufficient information to recognise the liability in the
on benefit in this scheme constitutes 66 % of salaries in from age 62. The current AFP scheme is a defined bene- annual accounts. This means that no obligation for the
F U R T H E R I N F O R M AT I O N excess of 12 G and comes in to effect from age 67. fit multi-enterprise scheme. The companies in the agre- current AFP scheme is recognised in the balance sheet.
For the TINE Group and TINE SA the various plans have the following number of persons at 31.12.2019
TINE GROUP TINE SA
Employees Pensioners Employees Pensioners
4 880 3 949 Defined benefit scheme in MP Pensjon 4 357 3 633
74 23 Uninsured schemes 1) 59 23
791 – Deposits – –
6 166 – AFP 5 224 –
1) Uninsured schemes that mainly applies to operating pensions for employees with salaries above 12 G and gifted pensions for employees
66 who have previously fallen out with the group pension scheme with MP Pensjon. Note 8 contd.
TINE SA
NOTE 8 contd.
ANNUAL REPORT 2019
TINE GROUP TINE SA

2019 2018 Pension costs 2019 2018
384 383 364 471 Current value of annual accrued pension 336 257 318 386
THIS IS TINE
358 460 290 183 Interest charges on pension liability 330 594 267 839
-686 249 -554 626 Net return on pension assets -627 209 -507 509
R E S U LT S
-25 462 -86 465 Posted deviation on estimated profit -17 630 -72 793
From the Chair of the Board -3 237 5 247 Posted plan changes -3 237 5 247
-54 691 -54 246 Employee contributions -48 903 -48 734
10 427 12 001 Accrued Employers National Insurance 7 076 10 109
Management Other pensions costs (including AFP premium and defined-

89 629 83 155 contribution schemes) 66 211 64 711
Financial statement 2019 73 260 59 720 Net pension costs 43 159 37 256
Auditor’s report
Reconciliation of the pension schemes financial status at 31.12 to posted balance sheet amount:
TINE Milk Supplies TINE GROUP TINE SA
Statistics 31.12.2019 31.12.2018 Pension liabilities and assets 31.12.2019 31.12.2018

-13 955 292 -13 265 741 Accrued pension liabilities -12 992 635 -12 371 790
18 693 642 17 713 518 Pension funds (at market value) 17 340 749 16 410 366
S U S TA I N A B I L I T Y Net pension assets excluding national insurance and estimated-
4 738 350 4 447 777 deviations 4 348 114 4 038 576
-1 969 235 -1 717 831 Unrealised effect of estimated deviation -1 763 962 -1 489 814
-2 200 -983 Employers National Insurance – –
2 766 915 2 728 963 Net pension assets for over-funded scheme 2 584 152 2 548 762
-300 968 -278 192 Accrued pension liabilities -178 610 -174 580
95 298 80 638 Pension assets (at market value) – –
Net pension liabilities excluding national insurance and
-205 670 -197 554 estimated deviation -178 610 -174 580
-20 035 -4 467 Unrealised impact of estimated deviation 10 596 24 209
-29 558 -28 500 Employers National Insurance -25 184 -24 615
-255 263 -230 521 Net pension liability for under-funded scheme -193 198 -174 986
67 Note 8 contd.
TINE SA
NOTE 8 contd.
ANNUAL REPORT 2019
The following assumptions are used in Norway for TINE Group and TINE SA:
Economic assumptions 31.12.2019 31.12.2018

Discounted interest rate 2.30 % 2.60 %
THIS IS TINE
Anticipated salary adjustment 3.00 % 3.25 %
Anticipated adjustment of base social security amount (G) 2.50 % 2.75 %
R E S U LT S
Anticipated pension adjustment 2.50 % 2.75 %
From the Chair of the Board Anticipated return on pension funds 1) 4.00 % 4.30 %
Demographic assumptions
Applied mortality table K2013 K2013
Management Applied disability tariff Enhanced KU Enhanced KU
Voluntary retirement (all ages) Average 3-5 % per year Average 3-5 % per year
1) When calculating this year’s pension cost, an expected return on pension assets is based on historical and anticipated return from MP Pensjon.
Auditor’s report
TINE Milk Supplies
Statistics The economic and demographic assumptions used for calculating and accounting for pensions, is based on expectations of
actual membership, the terms and conditions of MP Pensjon and TINE’s assumptions on future economic development.
S U S TA I N A B I L I T Y TINE GROUP TINE SA
2019 2018 Actual return on combined pension assets 2019 2018

14.13 % 1.45 % Actual return on pension assets in the Group pension Scheme 14.13 % 1.45 %
Pension assets in the group scheme in MP Pensjon comprise

31.12.2019 31.12.2018 of the following: 31.12.2019 31.12.2018
47.10 % 45.90 % Shares 47.10 % 45.90 %
43.50 % 46.70 % Bonds 43.50 % 46.70 %
4.30 % 3.46 % Property 4.30 % 3.46 %
5.10 % 3.94 % Other assets 5.10 % 3.94 %
Note 8 contd.
68
TINE SA NOTE 8 contd.
ANNUAL REPORT 2019
Sensitivity analysis for changes in assumptions
Measurement of defined benefit scheme liabilities and pension costs is based on several economic and demographic as-
sumptions. The table below indicates the estimated sensitivity for the mot significant financial conditions in the TINE Group.
THIS IS TINE Sensitivity is defined as the impact on pension costs and gross pension liabilities relating to the group pension scheme in MP
Pensjon as a result of a reasonable increase or reduction in one of the assumptions applied.
R E S U LT S
Discounted Anticipated Anticipated
Interest Rate salary regulation pension regulation
0.5 % -0.5 % 0.5 % -0.5 % 0.5 % -0.5 %
Board of Directors’ report Changes in (MNOK)
Management Capitalised accrued pension liabilities -1 333 1 551 386 -356 578 -531
Expected current value of annual inform for the year -59 72 32 -28 22 -20
The most important demographic assumption is the mortality. A one-year increase in life expectancy will result in an increase
Auditor’s report in gross pension liabilities of MNOK 625 at 31.12.2019.
TINE Milk Supplies The analysis specified above was carried out by an actuary and based on conditions at 31.12.2019. The calculations are ba-
sed on the assumption that all other assumptions remain unchanged. Keeping the other assumptions unchanged represents a
Statistics
limitation to the analysis, as there may be a correlation between some of the changes.
NOTE 9 Auditors Fees Amounts in NOK 1000
TINE GROUP TINE SA TINE GROUP

2019 2018 Fee for elected auditor – Ernst & Young AS 2019 2018 Fee for other auditors 2019 2018
3 490 3 656 Statutory audit services 1 665 1 630 Statutory audit services 1 725 1 505
1 160 772 Fee for attestation services 1 160 767 Fee for tax advice 815 498
443 261 Fee for tax advice 146 12 Fee for other services 251 313
455 291 Fee for other services 379 177
5 548 4 980 Total fee to elected auditor – Ernst & Young AS 3 350 2 586 Total fees to other auditors 2 791 2 315
The table shows the fees charged by the auditor, excluding value added tax. Fees for attestation services mainly relate to The fees to other auditors relates to the companies
attestation services required by the Directorate of Agriculture and the attestation of a report on corporate social respon- Norseland Inc., Alpine Dairy LLC, Lotito Foods Holding
sibility. The fee for other services mainly relates to the cost of acquisition of a company. LLC and Plug-in Service AS.
69
TINE SA
NOTE 10 Other operating costs Amounts in NOK 1000
ANNUAL REPORT 2019
TINE GROUP TINE SA
2019 2018 Type of cost 2019 2018
THIS IS TINE 1 363 664 1 166 705 Indirect costs related to production and operations 1 147 144 989 001
1 125 913 1 074 569 Transport costs 1 016 108 981 352
-457 517 -465 093 Freight revenue (freight and distribution surcharge) 1) -457 517 -465 093
R E S U LT S
1 593 750 1 575 959 Sales, marketing and other operating expenses 1 154 873 1 198 451
From the Chair of the Board 14 075 13 902 Property tax 12 302 12 288
9 886 1 109 Loss on sale of tangible fixed assets 8 300 992
4 453 7 779 Loss on receivables and contracts 2 986 6 672
Management 3 654 224 3 374 930 Total other operating costs 2 884 196 2 723 663

1) Reimbursement from the price equalisation scheme for transport costs of raw milk for transport from the milk producer to the delivery
point, refer to the chapter on TINE Milk Supplies.
Auditor’s report
TINE Milk Supplies
Statistics
70
TINE SA
NOTE 11 Taxes Amounts in NOK 1000
ANNUAL REPORT 2019
TINE GROUP TINE SA
2019 2018 Reconciliation from nominal to actual tax rate 2019 2018
1 103 141 1 465 016 Result before tax 1 082 487 1 318 907
THIS IS TINE
242 691 336 954 Expected income tax after nominal tax rate in Norway 238 147 303 349
Tax effect of the following items

R E S U LT S
7 699 7 550 Non-deductible costs 6 425 5 464
From the Chair of the Board -4 916 -13 173 Non-taxable income -8 383 -13 711
4 108 -286 Tax rate differences abroad – –
-133 746 -190 765 Payments to milk producers -133 747 -190 765
Management 7 289 4 328 Amortization of goodwill – –
-3 313 -6 787 Changes in depreciation of deferred tax assets – –
-1 719 -927 Income from joint ventures and associated companies – –
Auditor’s report -1 059 – Impairment of financial assets – –
-292 -29 985 Amended tax rate – -30 658
TINE Milk Supplies
8 779 9 294 Wealth tax 8 779 9 294
Statistics -466 -292 Tax for previous years -439 -652
-1 710 813 Other posts -577 –
123 345 116 724 Total tax costs 110 205 82 321
11.2 % 8.0 % Effective tax rate 10.2 % 6.2 %
TINE GROUP TINE SA
2019 2018 Deferred tax effect on items posted to equity 2019 2018
-9 464 10 918 Hedging of future cash flows -9 464 10 918
2 616 -2 717 Hedging of net investment in foreign subsidiaries – –
-6 848 8 201 Deferred tax effect on items posted to equity -9 464 10 918
Note 11 contd.
71
ANNUAL REPORT 2019
TINE GROUP / NORWAY TINE GROUP / ABROAD
2019 2018 Distribution of tax costs in Norway and abroad 2019 2018
116 900 113 400 Tax costs 6 445 3 324
THIS IS TINE
TINE GROUP TINE SA
R E S U LT S 31.12.2019 31.12.2018 Payable taxes in the balance sheet 31.12.2019 31.12.2018

114 195 116 029 Income tax 102 365 93 337
From the Chair of the Board – – Tax effect of Group contribution -4 077 -961
8 779 9 294 Wealth tax 8 779 9 294
122 974 125 323 Payable tax in the balance sheet 107 067 101 670
Management
TINE GROUP
Financial statement 2019 31.12.2019 31.12.2018
Auditor’s report Specification of tax effect of temporary differences and loss

Receivables Liabilities to carry forward Receivables Liabilities
TINE Milk Supplies – 211 098 Tangible fixed assets – 156 205
– 38 400 Goodwill on acquisition – 15 880
Statistics
3 907 – Long-term liabilities / receivables 4 547 –
21 617 – Financial derivatives 31 081 –
S U S TA I N A B I L I T Y – 616 672 Pension assets – 600 372

– 30 246 Stock – 32 310
29 286 – Short-term receivables 1 579 –
80 422 – Short-term liabilities 33 806 –
64 979 – Pension liabilities 50 715 –
– 7 672 Profit and Loss Account – 9 561
62 518 – Deficit to carry forward 45 821 –
262 729 904 088 Total before offsetting 167 549 814 328
-197 813 -197 813 Offset tax benefit / tax liability -113 795 -113 795
64 916 706 275 Deferred tax benefit / tax liability 53 754 700 533
-37 201 – Deferred tax asset not recognised in the balance sheet -43 041 –
27 715 706 275 Net deferred tax benefit / tax liability in balance sheet 10 713 700 533
72 Note 11 contd.
TINE SA
NOTE 11 contd.
ANNUAL REPORT 2019
Deferred tax assets are recognised based on future inco- no time limitations. TNOK 37 201 of the tax effect of loss
me and are expected to be utilised. Most of the tax be- carried forward to 31.12.2019 relates to TINE’s Swedish
nefits are related to activities carried out by partly ow- operations. The corresponding figure at 31.12.2018 was
THIS IS TINE ned subsidiaries in Norway. The transferable deficit has TNOK 44 461.

R E S U LT S
31.12.2019 31.12.2018
From the Chair of the Board Specification of tax effect of temporary differences and loss
Receivables Liabilties to carry forward Receivables Liabilties
Board of Directors’ report – 163 455 Tangible fixed assets – 125 955
21 617 – Financial derivatives 31 081 –
Management
– 568 519 Pension assets – 560 728
Financial statement 2019 – 29 696 Stock – 29 924
Auditor’s report 641 – Short-term receivables 627 –

49 203 – Short-term liabilities 20 946 –
TINE Milk Supplies 42 504 – Pension liabilities 38 497 –
Statistics – 5 822 Profit and Loss Account – 7 250

113 965 767 492 Total before offsetting 91 151 723 857
-113 965 -113 965 Deferred tax assets not recognised in balance sheet -91 151 -91 151
S U S TA I N A B I L I T Y – – Net effect of direct balance sheet posts – –
– 653 527 Deferred tax asset / tax liability in the balance sheet – 632 706
TINE GROUP TINE SA
2019 2018 Specification of tax costs 2019 2018
-11 185 -15 237 Change in deferred tax -2 884 -15 157
114 195 116 990 Payable income tax 102 365 93 337
8 779 9 294 Payable wealth tax 8 779 9 294
11 556 5 677 Other effects 1 945 -5 153
123 345 116 724 Total tax costs 110 205 82 321
73
Balance Sheet
TINE SA
ANNUAL REPORT 2019
NOTE 12 Intangible assets and goodwill Amounts in NOK 1000

THIS IS TINE
TINE GROUP Patents Trade marks Customers Other rights Goodwill Total 2019 Total 2018
R E S U LT S Acquisition cost 01.01 7 145 43 707 18 500 160 897 98 318 328 567 474 715
Increase (+) in the year 1) 95 194 7 920 – 163 433 205 384 471 931 97 459
From the Chair of the Board Decrease (-) in the year – -424 – – -5 923 -6 347 -232 997
Currency effects -141 1 264 – 266 116 1 505 -10 601
Acquisition cost 31.12 102 198 52 467 18 500 324 596 297 895 795 655 328 567
Management Accumulated write-downs
& depreciation 31.12 -4 741 -22 665 -6 058 -75 349 -86 581 -195 394 -121 831
Book value 31.12 97 457 29 802 12 442 249 247 211 314 600 261 206 737
Auditor’s report Annual depreciation -4 752 -3 231 -1 850 -34 391 -34 566 -78 790 -25 808
Annual write-downs – – – – – – –
TINE Milk Supplies
Economic life time 20 years-forever 10-20 years 10 years 5-10 years 5-10 years
Statistics Depreciation plan Linear Linear Linear Linear Linear
1) The assets mainly relate to the transfer of business from Felleskjøpet SA to TINE’s subsidiary Mimiro Holding AS, and that Lotito Foods Holding LLC became a
new subsidiary in 2019, refer to note 14 for further information.
Goodwill is associated with: 31.12.2019 31.12.2018
F U R T H E R I N F O R M AT I O N Fjordland Group 11 187 17 550

Diplom-Is Group 13 714 12 286
Norseland Inc. Group 113 063 10 780
Mimiro AS 73 350 –
Total goodwill 211 314 40 616
Note 12 contd.
74
ANNUAL REPORT 2019
TINE SA Other rights Goodwill Total 2019 Total 2018

Acquisition cost 01.01 15 779 21 000 36 779 29 951
Increase (+) in the year 344 – 344 6 829
THIS IS TINE
Decrease (-) in the year – – – –
Acquisition cost 31.12 16 124 21 000 37 124 36 779
R E S U LT S
Accumulated write-down & depreciation 31.12 -3 375 -21 000 -24 375 -18 565
From the Chair of the Board Book value 31.12 12 749 – 12 749 18 213
Annual write-downs -1 609 -4 200 -5 809 -5 667
Annual depreciation – – – –
Management Economic lifetime 5 years 5 years

Depreciation plan Linear Linear
Goodwill in TINE SA relates to the operations of Sunniva Drikker AS. Refer to note 14.
Auditor’s report
The requirement for impairment on goodwill and other intangible assets has been assessed. Indications of impairment
TINE Milk Supplies are calculated by taking the recoverable amount based on the discounting of future cash flows. Cash flows are based
on budget and other available information at the time of evaluation. No indication of impairment has been identified for
Statistics
2019.
S U S TA I N A B I L I T Y TINE GROUP TINE SA
2019 2018 Posted research and product development 2019 2018

F U R T H E R I N F O R M AT I O N 15 068 16 345 Research 15 068 16 345
90 305 100 280 Product development 83 321 92 558
105 373 116 625 Total posted research and product development 98 389 108 903
Significant ongoing research and development work is linked to our focus on the dairy sector, specifically within health
and well-being.
75
TINE SA NOTE 13 Tangible Fixed Assets Amounts in NOK 1000
ANNUAL REPORT 2019
Buildings/
TINE GROUP Plots/dwellings/cabins building fixtures Machines/inventory Transport Total 2019 Total 2018
Acquisition cost 01.01 317 565 7 392 978 10 856 277 998 736 19 565 557 18 011 101
Increase (+) in the year 29 905 339 794 1 704 671 178 917 2 253 286 1 766 375
THIS IS TINE
Decrease (-) in the year -429 -12 350 -307 615 -83 316 -403 710 -236 889
Currency effects 375 -177 6 803 14 7 015 24 970
R E S U LT S
Acquisition cost 31.12 347 415 7 720 245 12 260 136 1 094 351 21 422 148 19 565 557
Accumulated write-down & depreciation 31.12 -27 542 -3 505 705 -7 341 408 -618 906 -11 493 561 -10 657 027
Book value 31.12 319 873 4 214 540 4 918 728 475 445 9 928 587 8 908 530
Board of Directors’ report Annual write-down -5 817 -266 060 -740 052 -117 708 -1 129 636 -1 036 219
Management Annual depreciation – -16 295 2 155 – -14 141 -41 086
Economic depreciation period 10 years-forever 20-30 years 3-15 years 5-10 years
Depreciation plan Linear Linear Linear Linear
Auditor’s report Accounting gain (+) / loss (-) sold operating assets -1 017 -80 -4 220 17 677 12 360 28 701
TINE Milk Supplies

Buildings/
Statistics TINE SA Plots/dwellings/cabins building fixtures Machines/inventory Transport Total 2019 Total 2018
Increase (+) in the year 29 629 187 985 1 061 268 143 739 1 422 621 1 340 566
Decrease (-) in the year -429 -12 350 -305 541 -68 016 -386 336 -188 917
Accumulated write-down & depreciation 31.12 -24 964 -3 266 427 -6 477 706 -517 724 -10 286 821 -9 579 619
Book value 31.12 287 531 3 556 255 3 937 546 406 279 8 187 613 7 858 528
Annual write-down -5 382 -246 416 -639 669 -97 760 -989 227 -913 965
Annual depreciation – -16 295 2 181 – -14 114 -36 159
Economic depreciation period 10 years-forever 20–30 years 3–15 years 5–10 years
Depreciation plan Linear Linear Linear Linear
Accounting gain (+) / loss (-) sold operating assets -1 017 -80 -4 390 16 067 10 580 26 149
Note 13 contd.
76
ANNUAL REPORT 2019
Buildings and building inventory consists of own producti- ase in value are assessed for impairment. Write-down of
on premises, warehouses and administrative buildings for the recoverable amount of tangible fixed assets has been
use in the company’s dairy operations and for ice-cream done as a result of decisions on future closures of plants
THIS IS TINE
production. Rents to external lessees are insignificant. and restructuring of operations and projects that have be-
Tangible fixed assets where there is an indication of decre- come less profitable than anticipated.
R E S U LT S
The table below shows the book value of buildings, technical installations and machines under construction. Plant under
construction is recorded under tangible fixed asserts, but not depreciated until they are put into use.
Board of Directors’ report Amounts in NOK 1000
Management TINE GROUP TINE SA

2019 2018 Premises under construction 2019 2018
352 280 874 879 Buildings 54 462 642 330
Auditor’s report 35 653 19 195 Technical installations 35 152 19 195

922 639 490 853 Machines 532 571 467 741
TINE Milk Supplies
1 310 572 1 384 927 Total premises under construction 622 185 1 129 266
Statistics
Refer to investment in larger new premises in note 5.
77
TINE SA NOTE 14 Subsidiaries, joint-ventures and associated companies Amounts in NOK 1000
ANNUAL REPORT 2019
Book value Book value
Time of Parent Company TINE SA Sub division/subsidiary Share of equity in the in TINE SA in TINE SA
Subsidiaries Business premises Acquisition Ownership/voting share Ownership/voting share company 31.12.2019 31.12.2019 31.12.2018
Bunes Fryselager AS 1) Porsgrunn 1975 19 % 40 % 9 485 95 95
THIS IS TINE Diplom-Is AS Nittedal 1991 100 % 383 008 476 158 471 394
Norsk Iskrem AS Nittedal 1989 100 %
Laguna Produkter AS Holmestrand 2016 100 %
R E S U LT S Isdalen AS Oslo 2016 100 %
Kulinaris AS Trollåsen 2017 51 %
From the Chair of the Board Plug-in Service AS Hagan 2019 100 %
Fjordland AS Oslo 1985 51 % 101 061 18 333 18 333
Matvarehuset AS Bergen 2014 100 %
Management Safari Næringsmidler AS Bergen 2016 65 %
Hallheimslien 12 AS Bergen 2018 100 %
Financial statement 2019 Kulkraft AS Oslo 2018 100 % 250 261 254
LL Voss Handverksmerieri AS Oslo 1994 100 % 347 424 417
Auditor’s report Maritex AS 2) Oslo 2001 100 % – – 8 624
Heimatt AS Oslo 2002 100 % 1 261 1 171 4 314
TINE Milk Supplies
Mimiro Holding AS Ås 2018 60 % 340 826 127 974 226 800
Statistics Mimiro AS Ås 2018 100 %
Norseland Holdings Ltd. Ilchester, UK 2004 100 % 133 469 119 999 119 999
Norseland Ltd. Ilchester, UK 2008 100 %
S U S TA I N A B I L I T Y Phonefood Ltd. Ilchester, UK 2008 100 %
Ridgebrick Ltd. Ilchester, UK 2013 100 %
Norseland Inc. Stamford, USA 1978 100 % 432 848 193 517 193 517
F U R T H E R I N F O R M AT I O N Alpine Dairy LLC Winesburg, USA 2012 100 %
Lotito Foods Holding LLC Edison, USA 2019 67 %
Næringsmiddelproduksjon AS Oslo 2001 100 % 1 000 1 103 1 103
OsteCompagniet AS Oslo 2001 100 % 18 297 3 053 3 053
Sunniva Drikker AS Oslo 2002 100 % 18 809 12 427 12 427
TINE Holding AB Ulricehamn, Sverige 2007 100 % 767 189 751 395 751 395
Wernersson Glass AB Ulricehamn, Sverige 2003/04/06 100 %
Wernersson Ost AB Ulricehamn, Sverige 2007 100 %
Wernersson Ost Danmark AS Roskilde, Danmark 2007/08/11 100 %
TINE Holding Ireland Ltd. Dublin, Irland 2016 100 % 447 641 475 930 475 930
TINE Ireland Ltd. Dublin, Irland 2016 100 %
Total 2 655 493 2 181 842 2 287 656
78 1) The TINE Group’s ownership in Bunes Fryselager AS is 59 % (TINE SA 19 % and Diplom-Is AS 40 %). 2) Refer to comments under company changes. Note 14 contd.
TINE SA
NOTE 14 contd.
ANNUAL REPORT 2019
JOINT-VENTURES (JV) AND ASSOCIATED COMPANIES (AS) TINE GROUP TINE SA
Value in Value in
Time of Ownership/ Number of Share of Profit Share of equity Share of Profit Share of equity Balance sheet Balance sheet
Office location Acquisition voting share shares/units 2019 31.12.2019 2018 31.12.2018 31.12.2019 31.12.2018
THIS IS TINE
Fjordkjøkken AS Varhaug 1996 23.46 % 6 100 5 155 33 317 5 136 31 212 9 700 9 700
Skala AS Oslo 1948 50.00 % 12 500 4 125 44 472 646 40 348 984 984
R E S U LT S TUN Media AS Oslo 2000 25.50 % 23 523 807 2 647 23 713 2 143 21 066 10 212 10 212
Lotito Foods Holding LLC 1) Edison, USA 2016 25 688 – 2 892 138 801 – –
Other FKV and TS -149 5 603 1 690 7 162 2 046 2 046
Board of Directors’ report Total FKV and TS 37 466 107 105 12 507 238 589 22 942 22 942
Management 1) A gain of 25.7 MNOK has been posted for the first-time investment in Lotito Foods Holding LLC.
Financial statement 2019 INCOME FROM INVESTMENTS IN SUBSIDIARIES Amounts in NOK 1000
TINE SA
Auditor’s report
Financial income type 2019 2018
TINE Milk Supplies Group contribution 8 442 46 637
Dividend 23 702 32 297
Statistics
Total income from investments in subsidiaries 32 144 78 934
COMPANY CHANGES
Business Merger:
Maritex AS was merged into TINE SA with accounting effect from 1 January 2019.
New Businesses:
Norseland Inc. increased its share in Lotito Foods Holding LLC from 1/3 to 2/3 in January 2019 and is a subsidiary of
Norseland Inc. In March 2019, Diplom-Is AS acquired all the shares in the company Plug-in Service
Business Acquisition:
Mimiro AS was founded in 2018 by TINE SA and Felleskjøpet SA with shares of 60 % and 40 % respectively. The aim of
the company is to develop digital solutions for more efficient and environmentally-friendly food production. In 2019,
TINE SA elected to transfer the business TINE Bedriftsstyring (TBS) and related solutions to its subsidiary Mimiro AS.
79
TINE SA
NOTE 15 Stock Amounts in NOK 1000
ANNUAL REPORT 2019
TINE GROUP TINE SA
31.12.2019 31.12.2018 Specification 31.12.2019 31.12.2018
489 113 315 811 Raw materials 276 510 268 464
THIS IS TINE 201 929 236 779 Goods under construction 133 539 178 509
1 317 268 1 447 360 Self-produced finished goods 1 220 085 1 325 324
R E S U LT S 585 879 578 837 Merchandise 174 703 215 080

2 594 189 2 578 787 Total stock 1 804 837 1 987 377
31.12.2019 31.12.2018 Estimated value 31.12.2019 31.12.2018
2 406 956 2 336 914 Estimated at acquisition cost 1 685 322 1 822 063
Management 187 233 241 873 Estimated at fair value 119 515 165 314
2 594 189 2 578 787 Total stock 1 804 837 1 987 377
Auditor’s report Spare parts are included under merchandise. In 2019, this amounts to MNOK 216.3 for TINE Group and MNOK 205.7
for TINE SA. The Group’s stock is written-down in total by MNOK 30.8 at 31.12.2019. The comparable figure for 2018
TINE Milk Supplies
was MNOK 53.8. The write-downs relate to obsolete goods and depreciation as a result of changed market conditions
Statistics for mainly powdered milk and cheese.
NOTE 16 Balances with joint-ventures and associated companies Amounts in NOK 1000
F U R T H E R I N F O R M AT I O N TINE GROUP TINE SA
31.12.2019 31.12.2018 Balances with joint-ventures and associated companies 31.12.2019 31.12.2018
Short-term receivables from joint-ventures and associated
2 825 2 331 companies 2 825 2 308
48 800 37 663 Short-term debt to joint-ventures and associated companies 48 800 37 663
80
TINE SA NOTE 17 Equity Amounts in NOK 1000
ANNUAL REPORT 2019
TINE GROUP 31.12.2019 31.12.2018
Post-payment Minority Post-payment

Share capital fund Other equity share Total equity Share capital fund Other equity Minority share Total equity
5 674 340 000 7 829 609 257 367 8 432 650 Equity 01.01 5 884 382 000 7 347 136 93 039 7 828 059
THIS IS TINE
Change in equity in the year
– – 947 622 32 173 979 795 Annual result: share of majority and minority – – 1 315 834 32 457 1 348 291
R E S U LT S
– – -607 936 – -607 936 Post-payment to milk producers – – -829 415 – -829 415
From the Chair of the Board – – – – – Transferred from post-payment fund – -42 000 42 000 – –
-271 – – – -271 Net in and out payments of share capital -210 – – – -210
– – -19 561 – -19 561 Hedging of future cash flows – – -30 066 – -30 066
Management Hedging of net investment in foreign

– – 10 276 – 10 276 subsidiaries – – -15 693 – -15 693
Financial statement 2019 – – 1 128 159 577 160 705 Change in minorities – – -3 438 154 638 151 200
– – – -23 292 -23 292 Minority share of paid dividend – – – -22 767 -22 767
Auditor’s report
– – -14 243 – -14 243 Translation difference – – 16 648 – 16 648
TINE Milk Supplies – – 2 175 – 2 175 Minor items – – -13 397 – -13 397
5 403 340 000 8 149 070 425 825 8 920 298 Equity 31.12 5 674 340 000 7 829 609 257 367 8 432 650
Statistics
S U S TA I N A B I L I T Y Minorities represent external ownership in subsidiaries. TINE GROUP

Minorities share of equity is distributed as follows: 31.12.2019 31.12.2018
F U R T H E R I N F O R M AT I O N Fjordland Group 113 883 95 301
Diplom-Is Group 4 619 4 643
Norseland Inc. Group 164 402 –
Mimiro AS 136 330 151 066
Bunes Fryselager AS 6 591 6 357
Total minority share of equity 425 825 257 367
81 Note 17 contd.
ANNUAL REPORT 2019

31.12.2019 31.12.2018
Post-payment Post-payment
THIS IS TINE Equity fund Other equity Total equity Equity fund Other equity Total equity
5 674 340 000 7 620 207 7 965 881 Equity 01.01 5 884 382 000 7 201 103 7 588 987
R E S U LT S Change of equity in the year

– – 972 283 972 283 Annual Result – – 1 236 587 1 236 587
From the Chair of the Board – – -607 936 -607 936 Post-payment to milk producers – – -829 415 -829 415
– – – – Transfer from post-payment fund – -42 000 42 000 –
-271 – – -271 Net in and out payment of share capital -210 – – -210
Management – – -19 561 -19 561 Hedging of future cash flows – – -30 066 -30 066
– – 273 273 Minor items – – – –
Financial statement 2019 5 403 340 000 7 965 266 8 310 669 Equity 31.12 5 674 340 000 7 620 207 7 965 881
Auditor’s report Post-payment to milk producers

The basis for post-payment is the annual result after tax and is determined at the Annual General Meeting. Payment is based on the delivery of milk during the calendar year. This pay-
TINE Milk Supplies
ment cannot be more than is prudent and good business practice.
Statistics
S U S TA I N A B I L I T Y NOTE 18 Posted provision for liabilities Amounts in NOK 1000
The following provision for liabilities are posted as debt:

TINE GROUP TINE SA
31.12.2019 31.12.2018 31.12.2019 31.12.2018
102 849 97 606 Costs relating to restructuring 99 349 97 606
Provision for costs relating to restructuring and severance pay in TINE SA and Diplom-Is AS. Provisions are posted as
other short-term debt in the balance sheet.
82
Financial information
TINE SA
ANNUAL REPORT 2019
NOTE 19 Financial risk and hedging agreements Amounts in NOK 1000

THIS IS TINE
TINE SA has a holistic approach to the Group financial CU R R E N C Y R IS K To reduce the risk associated with foreign currency trading
R E S U LT S risks. The overall objective of TINE’s financial guidelines TINE SA has currency risk related to transaction risk which transactions, TINE SA has entered into forward exchange
is to contribute to a stable result. TINE SA uses interest is mainly related to the sale of goods and purchase of in- contracts and currency options for the currencies USD
From the Chair of the Board rate derivatives as part of the management of the Group’s put factors, as well as investments in and dividends from and EUR where TINE SA has the greatest exposure. Cur-
currency and interest rate exposure. Interest rate deriva- subsidiaries outside Norway. Balance risk is related to ow- rency derivatives are assessed in accordance with § 5-9
Board of Directors’ report tives, forward exchange contracts and currency options nership in foreign subsidiaries in Sweden, Denmark, the of the Accounting Act for fair value in the balance sheet.
are entered into to achieve the desired interest rate stru- United Kingdom, Ireland and the USA with functional cur- Unrealised changes in fair value are posted under equity.
Management
cture on the loan portfolio and to secure cash flows in rency different from NOK. The TINE Group uses current hedging of its net investment
Financial statement 2019 foreign currency. in foreign subsidiaries.
Auditor’s report
TINE GROUP TINE SA
TINE Milk Supplies 31.12.2019 31.12.2018 Market value of currency derivatives 31.12.2019 31.12.2018
-69 272 -76 073 Currency derivatives that are measured at fair value in the balance sheet -69 272 -76 073
Statistics
-69 272 -76 073 Total markets value of currency derivatives 1) -69 272 -76 073
In 2019, changes in unrealised value of currency derivatives in TINE SA amount to MNOK 7. Hedging accounting of currency derivatives is used. Value changes on currency derivati-
ves that relate to the hedging of investments in foreign subsidiaries is posted to equity in the TINE Group accounts. Currency hedging relating to the securing of cash flows is posted
against equity in TINE SA.
TINE GROUP TINE SA
2019 2018 Realised and unrealised gain and loss on currency 2019 2018
-2 118 -2 442 Realised gain and loss on currency 1 158 27 514
647 3 898 Unrealised gain and loss on currency 14 267 -42 922
-1 471 1 456 Net realised and unrealised gain and loss on currency 2) 15 425 -15 408
1) The total posted value of currency derivatives is classified as long-term debt.

2) Unrealised currency effects relating to cash flow hedging are posted as hedged. Realised currency effects related to cash flow hedging are included in operating profit. Gain and loss related to currency hedging of net
investment in foreign subsidiaries are recognised in the income statement in TINE SA, but reversed in the TINE Group.
Note 19 contd.
83
ANNUAL REPORT 2019
TINE SA has hedged most of its net investments in TINE Hol- INT E RE ST RI SK
ding AB, Wernersson Ost AB, Norseland Ltd., TINE Ireland The most significant interest risk exposure for TINE SA is have a maturity of up to 10 years. The degree of hedging
Holding Ltd. and Norseland Inc. Currency loans and currency linked to its loan portfolio. TINE’s financial guidelines for varies but is normally limited to 50 % of expected future
THIS IS TINE derivatives are used as hedging agreements. The change in managing interest rate risk ensure that the Group has the net interest-bearing debt.
value of the hedging agreements are posted as equity in the most cost-effective financing possible as well as a certain
TINE Group. At 31.12.2019, the accumulated value of hed- stability and predictability in financial costs. To reduce the
R E S U LT S
ging of net investments was MNOK -108 after tax compared risk associated with future interest payments, as a result
to MNOK -118 at 31.12.2018. The amount is included in the of fluctuations in market rates, TINE SA opted to enter in-
balance sheet under other equity in the TINE Group. terest hedging agreements. Currently, interest rate hedges
TINE GROUP TINE SA
Management
2019 2018 Interest income and costs 2019 2018
Financial statement 2019 -2 190 – Interest income from entities in the same Group 11 123 12 264
Auditor’s report 17 316 17 363 External income on interest 15 393 15 907

-121 322 -113 596 External interest cost -121 349 -112 979
TINE Milk Supplies
-106 196 -96 233 Net interest income and -cost -94 833 -84 808
Statistics
TINE GROUP TINE SA
31.12.2019 31.12.2018 Market value on interest derivatives excluding accrued interest 31.12.2019 31.12.2018
S U S TA I N A B I L I T Y -46 399 -98 679 Total interest derivatives where value changes are posted to equity -46 399 -98 679
-46 399 -98 679 Total market value of interest derivatives excluding accrued interest 1) -46 399 -98 679
1) The total carrying value of interest rate derivatives is included in the balance sheet’s long-term financial liabilities
Interest rate derivatives relate to cash flow hedging of The realised interest rate derivatives were included in changes in cash flow hedging of interest payments was
future interest payments and changes in value are posted cash flow hedging of future interest payments. The re- MNOK -170 after tax compared with MNOK -156 at
to equity. In 2019, four interest rate derivatives were realisation amount is included in other equity and is re- 31.12.2018. This amount is included in the balance sheet
alised with a market value of MNOK -96, while in 2018 cognised in the income statement in line with interest item other equity for both TINE Group and TINE SA.
an interest rate derivative with a market value of MNOK payments which the derivatives originally secured. At
21 was realised. 31.12.2019, accumulated unrealised and realised value
Note 19 contd.
84
ANNUAL REPORT 2019
IN TE R E ST SE N SI T I V I T Y A N A LY SI S
The analysis illustrates the interest risk associated with expected to impact the result for the coming financial active in 2019. In addition, fixed-rate bonds amount to
the Group’s interest-bearing debt at 31.12.2019. It is year (amounts in MNOK). The Group has entered seve- MNOK 855. Non-interest-rate swaps are not included in
THIS IS TINE shown here how an interest rate change of 2 per cent is ral interest derivatives. Four interest rate swaps will be the analysis. The nominal tax rate of 22% has been used.
Amounts in NOK 1000

R E S U LT S
TINE GROUP TINE SA
Net Effect on result Net Effect on result
interest-bearing debt after tax interest-bearing debt after tax
Board of Directors’ report 4 002 -29 Net effect of positive change in interest (+2 %) 3 841 -26
4 002 29 Net effect of negative change in interest (-2 %) 3 841 26
Management
Financial statement 2019 CR ED I T R I S K outstanding credit which the milk producers have in the CO M M O D ITY R IS K
Credit risk is the risk that a party will inflict a financial Operating Credit Agreement for agriculture. Historically, Prices on the world market for the most important bulk
Auditor’s report
loss on another party by failing to meet its obligations. there have been low payments in this scheme. Third-par- products took a somewhat different development in 2019.
TINE Milk Supplies TINE Group mitigates third-party risk when selling goods ty risk for financial derivatives and the placement of sur-
through the operating guarantee scheme for milk produ- plus liquidity is reduced by selecting third-parties with Butter continued to fall in price throughout 2019 but the
Statistics cers by placing surplus liquidity and by entering financial high credit ratings as well as diversification. prognosis for 2020 is that the price seems to have sta-
derivatives. bilised and can therefore see an increase in demand at
LIQUIDITY RISK a more competitive price. In addition, there is growing
TINE Group has established procedures for credit as- Liquidity risk is the risk that the TINE Group will not be demand for bakery and chocolate products in the market
sessment of customers and credit limits are determined able to service its financial liabilities as they mature. The that uses butter.
F U R T H E R I N F O R M AT I O N in accordance with the company’s credit policy. These TINE Group manages its liquidity risk by having sufficient
guidelines include a requirement for a settlement form liquidity reserves and credit facilities on agreed credit Cheddar and Gouda experienced a rise in price throug-
which is given as security for payment of the goods deli- lines with banks and by continuously monitoring future hout 2019 and continued the trend from 2018. There
vered. Customers of TINE are wholesalers and individu- cash flows related to financial assets and liabilities in the has been a general increase in the demand for cheese in
al customers within multiple customer segments. Their balance sheet. Liquidity in the TINE group is considered 2019, and but whether this trend will continue in 2020 is
ability to pay is considered good and losses on receiva- as good. On 31.12.2019, the TINE Group has available somewhat uncertain.
bles are historically low in the TINE Group. Changed pro- limits within loan facilities that will be able to meet short-
spects for Norwegian macro-economics has meant that term refinancing needs and available limits indicate that First and foremost, the increase appeared to stagnate in
the follow-up of vulnerable customer groups has been liquidity risk can be considered very low. the second half of 2019 combined with future increased
strengthened in the TINE Group. production and potential trade policy changes that could
Refer to note 23 for a more detailed description of the affect this market.
TINE SA has also entered an operating guarantee scheme credit facilities and financing situation.
85 where TINE SA guarantees a maximum of 50 % of the Note 19 contd.
ANNUAL REPORT 2019
Throughout 2019, WMP (Whole Milk Powder) has seen rers that can provide greater access to SMP through a proximately the same as 2019 and in Oceania, an expec-
a rise in price and it does not appear this will change change in production. This in turn can affect the price of ted decline is reported. The weather’s impact on supply
in 2020. SMP (Skimmed Milk Powder) has also risen butter as we can gain more access to cream through in- of feed together with greater uncertainty in the market
THIS IS TINE sharply in price throughout 2019 and is approaching the creased production of SMP. are the most likely factors to affect the figures in 2020.
price levels of 2011-2013. But SMP can be affected by To summarise, it appears that the raw material price of
the development of the cheese market, where a lower The US is said it will see a slight increase in weighted milk has stabilised throughout 2019 and this will conti-
R E S U LT S
demand can change the focus of the larger manufactu- milk volumes in 2020. In the EU, it is estimated to be ap- nue into 2020.
Board of Directors’ report NOTE 20 Net other financial income and costs Amounts in NOK 1000
TINE GROUP TINE SA

Management
2019 2018 2019 2018
Financial statement 2019 – – Write-down on investments in subsidiaries -4 814 –
Auditor’s report -5 975 – Write-down on investments in other companies -5 975 –

7 449 3 968 Value change in market-based financial derivatives 7 449 3 968
TINE Milk Supplies 506 16 233 Other financial income 487 16 204
Statistics -17 541 -10 407 Other financial costs -7 967 -6 786
-15 561 9 794 Net other financial income and costs -10 820 13 386
Other financial income in 2018 includes sale of shares in Landkreditt AS (previously Landbruksforsikring AS) for a value of MNOK 16.1.
NOTE 21 Guarantees
GUARANTEES:
Bank guarantees Guarantees provided by TINE
TINE Group has a guarantee framework of MNOK 250 at TINE SA is jointly and severally responsible to Handels- Operating Credit Scheme for agriculture. Refer to note
its disposal with Handelsbanken Norge. Guarantee liability banken Norge for guarantees provided on behalf of sub- 19, the section on credit risk.
mainly covers tax deduction guarantees for TINE SA and sidiaries. At 31.12.2019, this commitment amounted to
its subsidiaries as well as transport license guarantees for MNOK 200. TINE SA covers a maximum of 50 % of the
TINE SA. current operating credit the milk producers have in the
86
TINE SA
NOTE 22 Bank deposits, cash and shares Amounts in NOK 1000
ANNUAL REPORT 2019
TINE GROUP TINE SA
31.12.2019 31.12.2018 Bank deposits, cash and shares 31.12.2019 31.12.2018

64 276 507 713 Bank deposits and cash 493 029 475 184
THIS IS TINE
488 875 370 998 Bank deposits corporate bank account – –
101 035 501 672 Fixed income fund 101 034 501 672
R E S U LT S 654 186 1 380 383 Total bank deposits, cash and shares 594 063 976 856
of which:
From the Chair of the Board 2 830 2 970 Tied bank deposits – –
Management NOTE 23 Other long-term debt Amounts in NOK 1000
Financial statement 2019 The table below shows other long-term debt:
TINE GROUP TINE SA
Auditor’s report
31.12.2019 31.12.2018 Type of loan 31.12.2019 31.12.2018
TINE Milk Supplies 2 655 2 605 Bond loan 2 655 2 605

1 364 1 369 Other long-term interest-bearing debt 1 364 1 369
Statistics
379 372 Multi-currency deductibles 379 372
41 37 Other loans 20 35
S U S TA I N A B I L I T Y 17 19 Leasing 17 19
4 456 4 402 Total other long-term debt 4 435 4 400
The table below shows contractual obligations and installments per loan type for the year:
TINE GROUP TINE SA
Due date & in- 2024 Due date & in- 2024
stallment in 2020 2021 2022 2023 & later Type of loan stallment in 2020 2021 2022 2023 & later
– 450 500 450 1 255 Bond loan – 450 500 450 1 255
– 487 63 63 751 Other long-term interest-bearing debt – 487 63 63 751
– – 379 – – Multi-currency deductibles – – 379 – –
29 7 3 2 – Other loans 20 – – – –
2 2 2 2 9 Leasing 2 2 2 2 9
31 946 947 517 2 015 Total installments for contractual obligations 22 939 944 515 2 015
87 Note 23 contd.
ANNUAL REPORT 2019
In 2019, the average interest rate for long-term interest have a negative pledge clause and are pari passu to other as a back-stop for short-term financing. At 31.12.2019,
bearing debt was 1.9 %. This figure included interest rate interest-bearing loans. MNOK 379 was drawn on the loan agreement, relating
swaps. The corresponding average interest rate for 2018 to hedging of net investment in foreign subsidiaries. See
THIS IS TINE was 2.0 %. Market interest rates were around 0.5 % hig- Other long-term interest-bearing debt note 19 for further details.
her in 2019 than in 2018. Interest rate swaps and new TINE SA’s other long-term interest-bearing debt at
R E S U LT S
loans in Euro at the end of 2018 ensured that the ave- 31.12.2019 amounts to MNOK 1 364 and consists of two Loan terms
rage margin premium was reduced with resultant lower loans from KfW IPEX-Bank and one from Nordic Invest- The agreements limit the possibility of raising new loans
From the Chair of the Board average interest rates overall. ment Bank. with collateral without the approval of the lenders. Im-
portant loan terms and conditions are the requirement
Board of Directors’ report Bond loans Multi-currency overdraft for the TINE Group’s equity ratio to be at least 40 %,
TINE SA has seven bond loans listed on ABM (Alternative TINE SA has an agreement with four banks for a long- restriction of access to use financial leasing and the sale
Management
Bond Market) with a total outstanding of MNOK 2 655 at term multi-currency revolving credit facility (RCF) of of assets that constitute a significant part of the business
Financial statement 2019 31.12.2019. For all bond loans, TINE SA has entered into MNOK 1 200. The facility was entered into in June 2015 must be approved by the lender. TINE SA satisfies all loan
a loan agreement with Norsk Tillitsmann ASA.The loans and matures in June 2022. The facility is primarily used conditions.
Auditor’s report
TINE Milk Supplies
Statistics NOTE 24 Short-term interest-bearing debt Amounts in NOK 1000
TINE GROUP TINE SA

31.12.2019 31.12.2018 Short-term interest-bearing debt 31.12.2019 31.12.2018
200 788 56 731 Cash credit, out with corporate account – –
200 788 56 731 Total short-term interest-bearing debt – –
771 322 973 597 Unused amount of overdraft facility 700 000 900 000
TINE SA has a group account agreement with Danske Bank A/S with a total cash credit for the entire group of MNOK
700. The exception is Norseland Inc. with its subsidiaries. This company has a separate bank agreement and overdraft
facility with DNB ASA of MUSD 15. Furthermore, Norseland Inc.’s subsidiary Lotito Foods Holding LLC has an overdraft
facility of MUSD 5 and a RCF of MUSD 11, both from American banks. The latter subsidiary is only included in the figu-
res for 2019 as it was an associated company in 2018.
88
Other information
TINE SA
ANNUAL REPORT 2019
NOTE 25 Related parties and key personnel Amounts in NOK

THIS IS TINE
The Board, council, control committee and Group management are defined as related parties and key personnel in TINE.
R E S U LT S The Board Board Fees TINE SA 1) Other remuneration

Marit Haugen (Chair of the Board) 2) 483 325 379 257
Trond Reierstad (Chair of the Board) 3) 139 700 319 362
Board of Directors’ report Nils Asle Dolmseth (Vice Chair of the Board) 286 750 154 180
Anders Johansen 203 275 204 577
Management
Rolf Øyvind Thune 203 275 119 045
Financial statement 2019 Cecilie Bjørlo 203 275 160 480
Askild Eggebø 203 275 117 869
Auditor’s report
Helge Arne Espeland 203 275 142 825
TINE Milk Supplies Elisabeth Irgens Hokstad 203 275 120 023
Statistics Solveig Bratteng Rønning 203 275 164 543

Nina Kolltveit Sæter 2) 323 000 74 407
Elin Johanne Aarvik (elected) 203 275 –
S U S TA I N A B I L I T Y Tor Arne Johansen (elected) 203 275 –
Ottar Råd (elected) 203 275 –
F U R T H E R I N F O R M AT I O N Jeffrey Elliot Thomas (elected) 203 275 –
Deputies
Asgeir Pollestad 2) 109 975 165 606
Anne Saltrø Polden 3) 31 750 26 911
Randi Einersen (elected employee) 59 800 –
Knut Ivan Haukeland (elected employee) 80 900 –
Dag Rune Herting (elected employee) 80 900 –
1) Inclusive of fee from internal ownership committee. No board remuneration has been paid by subsidiaries of TINE SA.
2) Started 11.04.2019.
3) Ended 11.04.2019.
89 Note 25 contd.
ANNUAL REPORT 2019
Annual General Meeting & Council Meeting Fee TINE SA Other remuneration
Odd Einar Hjortnæs (spokesperson) 1) 147 325 72 874
Jarle Bogen (spokesperson) 2) 43 100 81 087
THIS IS TINE Einar Åbergsjord (deputy spokesperson) 1) 70 600 115 646
Kontrollkomite
R E S U LT S
Per Amb (Manager) 75 150 28 636
From the Chair of the Board Sigrun Bakken Lerhol (Deputy Manager) 53 650 61 369
Petter Arne Ekroll 53 650 27 092
Management Total wage Board Fee from

Group Management expenses subsidiaries Pension costs Other remuneration
Financial statement 2019 Employees in TINE SA
Gunnar Hovland (Chief Executive Officer) 3) 4 001 140 – 1 867 084 138 313
Auditor’s report
Johnny Ødegård 1 578 278 – 642 237 137 172
TINE Milk Supplies Lise Falkfjell 1 671 479 86 000 555 754 137 846
Jørn Spakrud 2 290 400 86 000 1 117 801 133 519
Statistics
Lars Galtung 4) 1 513 400 – 569 396 124 808
Per Ivar Berg 2 190 929 – 1 034 237 173 219
S U S TA I N A B I L I T Y Aniela Gjøs 2 115 434 – 1 034 101 121 774
Kathrine Mo 5) 2 484 475 37 500 1 095 759 154 246
F U R T H E R I N F O R M AT I O N Atle Kjøl Jacobsen 6) 1 626 766 209 400 801 686 25 482
Terje Døsrønningen 1 805 219 – 551 678 199 740
Vegard Gillebo 2 164 460 – 1 416 904 241 332
Richard Lawrence 7) 2 218 892 – 525 365 276 975
Elisabeth Tapper 8) 166 666 – 116 016 11 442
1) Started 11.04.2019. 2) Ended 11.04.2019. 3) Started 01.01.2019. 4) Ended 30.09.2019. 5) Ended 31.10.2019.
6) Moved to new position in TINE SA 30.06.2019. 7) Started 11.07.2019. 8) Started 01.12.2019.

Neither the Chair of the Board, other board members, pensioners where this year’s pension accruali is used. 12G. The pension benefit under this scheme constitutes
the CEO or other group management receive bonuses, None of the key executives have a loan or guarantee 66 % of salary in excess of 12G and comes into effect at
options or have agreements on profit sharing. There is from TINE. Gunnar Hovland is a member of the occupati- the age of 67 years. Other members of Group Manage-
90 a payout that is used in the notes with the exception on onal pension scheme for employees with salaries above ment are included in the same operating scheme.
TINE SA NOTE 26 Unrealised lease obligations Amounts in NOK 1000
ANNUAL REPORT 2019
TINE SA and its subsidiaries in the TINE Group have leases and lease agreements relating to the rental of office premises,
warehouses, stores, freezing facilities, production machines, transport, computer and office machines and freezers.
The table below states the annual lease amount and the term of the leases:
THIS IS TINE
TINE GROUP TINE SA
R E S U LT S Duration of
2019 2018 Lease Agreements the Lease 2019 2018
From the Chair of the Board 107 898 92 824 Office premises 3-10 years 75 333 60 223
11 651 10 721 Storage and freezer facilities 1-10 years – –
19 921 22 027 Production machines 3-7 years 16 483 17 525
Management 10 912 10 403 Transport 2-5 years 1 301 1 515
12 326 12 616 Data and office machines 3 years 11 590 12 289
544 203 Freezers 4-5 years – –
Auditor’s report 163 252 148 794 Total unrealised lease obligations 104 707 91 552
TINE Milk Supplies
Statistics
NOTE 27 Transactions with associated parties Amounts in NOK 1000
TINE SA
Transactions with subsidiaries 2019 2018
Sale of goods and services 2 388 975 2 329 304
Purchase of goods and services 2 465 378 2 502 881
Transactions with joint-ventures and associated companies
Sale of goods and services 21 727 21 556
Purchase of goods and services 669 122 660 656
We define associated parties as our owners, key em- transactions relating to post-payment and purchase of
ployees, all subsidiaries, joint-ventures and associated raw milk from the milk producers. For information on
companies of TINE SA, as well as MP Pensjon. transactions with MP Pensjon refer to the information on
paid pension premiums in note 8 on pensions and pen-
For transactions with our owners, please refer to the sionliabilities. Remuneration to senior executive is stated
separate chapter on TINE Milk Supplies which specifies in note 25.
91 Note 27 contd.
ANNUAL REPORT 2019
Inter-company balances within the Group are speci- Goods to subsidiaries, joint-ventures and associated
fied on separate lines in the balance sheet and stated in companies are sold at the same price used for external
note 14 and balances with joint-ventures and associated third-parties. Services to the same related parties are
THIS IS TINE companies are stated in note 16. For TINE SA’s owners- sold at cost price with the addition of estimated profit at
hip interests in subsidiaries joint-ventures and associated market conditions depending on the type of service.
R E S U LT S companies, refer to note 14.
Board of Directors’ report NOTE 28 Mortgages Amounts in NOK 1000

TINE GROUP
Management 31.12.2019 31.12.2018
Financial statement 2019 Balance sheet value of debt secured by mortgage 74 873 56 731
Auditor’s report Book value of assets pledged as collateral for this debt
Stock 234 008 210 685
TINE Milk Supplies
Accounts receivable 147 000 159 458
Statistics Total mortgaged assets 381 008 370 143
Mortgage security has been provided for a limited amount of the short-term debt at Group level. This debt was taken up by
S U S TA I N A B I L I T Y TINE’s subsidiary before TINE Group established its current loans. TINE has undertaken not to take out new mortgages in
the Group’s assets without the lender’s consent.
NOTE 29 Environmental conditions
TINE has adopted environmental goals in the areas of gre- construction and upgrading waste water treatment plants,
en house gas emissions (CO2), waste, energy consump- energy-saving equipment, fuel and water and waste sor-
tion, fuel consumption and emissions to water and was- ting equipment. Furthermore, it invests in technology that
te. There are both operating expenses, labour costs and contributes to reduce waste and enables increased use of
investments relating to achieving this. We have fees re- renewable resources relating to production and transport.
lating to discharges to water and the disposal of various
types of waste. There are environmental charges on se- For further information, refer to our statement in this
veral types of packaging. Investments have been made annual report and the company’s digital annual report at
92
to reduce TINE’s environmental impact on, for example, www.tine.no.
TINE SA
NOTE 30 Balance with the Directorate for Agriculture – market regulation and price equalisation scheme
ANNUAL REPORT 2019
THE MARKET REGULATION FOR MILK CONSIST OF: trols the use of the funds, The Directorate of Agriculture is The provisions in the market regulation consist of wri-
1) Quota system which aims to adapt milk production the Trade Council Secretariat and processes applications te-down of exports, domestic write-downs and other me-
to demand. and proposals from the market regulator and promotes re- asures. In addition, funds are used for the school milk
THIS IS TINE
2) Market regulation which TINE SA safeguard on be- commendations on decisions to the Council. scheme. Professional measures aimed at quality and bre-
half of all the country’s milk producers. eding work in the livestock industry. And information work
R E S U LT S 3) Subsidy schemes for milk producers in the form of The purpose of market regulation is to implement va- under the auspices of the Dairy Information Office (melk.
basic and district grants. rious measures so that: no) and Matmerk, Administrative costs are also incurred
From the Chair of the Board 4) Price equalisation scheme that balances milk uses Milk producers are secured sales for their product by managing the scheme in the Directorate of Agriculture
and geographical differences. up to the agreed target price. and Council of Trade.
5) Import protection. TINE Milk Supplies can safeguard the satisfactory
Management supply of raw milk on the same terms to all players The data on market regulation and cost recovery appli-
The balances in this note include market regulation (2) in the milk scheme. cations will not be processed by the Sales Council until
and the equalisation scheme (4). The consumer market is ensured sufficient and April of the following year. This means that changes may
Auditor’s report smooth access on milk-based foods. occur after the turn of the year. Final settlement between
MAR K E T R EG U L AT I O N the Directorate of Agriculture and TINE SA is therefore
TINE Milk Supplies The Sales Council is responsible for the regulations that set Allocated funds for regulatory measures under TINE SA made in the following financial year.
the premise for implementation of the market regulations. were MNOK 119.1 in 2019. In 2019, funds for regulatory
Statistics
Market regulation is financed buy turnover tax and over measures in TINE SA were MNOK 132.3. The correspon-
production tax paid by all the country’s milk producers by ding figure for 2018 was MNOK 105.7 and MNOK 109.8
deduction of the milk settlement. The Board of Trade con- respectively.
Amounts in NOK 1000
F U R T H E R I N F O R M AT I O N 2019 2018
MEANS AT THE DISPOSAL FOR MARKET REGULATION
Inter-company balances 01.01 -4 026 -958
Adjustment from prior year 1 121 -1 063
Reconciled with Directorate for Agriculture in the previous year 2 905 2 021
Funds for regulatory measures under TINE SA 119 136 105 737
Receipt for technical training and information activities 33 350 33 310
Total funds available for market regulation 152 486 139 047
Note 30 contd.
93
TINE SA NOTE 30 contd. Amounts in NOK 1000
ANNUAL REPORT 2019
2019 2018
CONSUMER MARKET ADJUSTMENTS
Price write-down domestic, excluding school milk 31 344 21 559
THIS IS TINE School milk scheme 8 839 9 728

Other measures, excluding administration 82 969 69 247
Administration of the market regulation scheme in TINE SA 9 113 9 228
R E S U LT S
Professional measures excluding administration 33 350 33 310
From the Chair of the Board Total consumer market adjustments 165 615 143 073
Balance with Directorate for Agriculture relating to market regulation per share at 31.12 -13 129 -4 026
Management Costs related to price write-downs and the school milk of 2019, and 22 øre per litre in the second half of 2019. various uses under the terms of the agricultural agree-
scheme are charged to the market regulator and credited Comparable figures for 2018 were 5 øre per litre for the ment by ensuring a higher overall market outlay and at
Financial statement 2019 against costs of goods in the relevant sales channel. Costs first six months of 2018 and 6 øre per litre for the remai- the same give milk producers the chance of equal milk
Auditor’s report
relating to other measures are credited to the functional di- ning six months. Production tax was NOK 4.80 per litre prices and localisation of production. Furthermore, it is
vision, while technical and information activities are paid to throughout 2019, which is unchanged since 2018. In ad- an important condition that the scheme ensures equality
TINE Milk Supplies the relevant interest organisation. Monthly on account pay- dition, research fees are also charged on raw milk delive- of conditions for competition between the players cover-
ments from the Directorate of Agriculture are capitalised red to TINE SA and other stakeholders. TINE Milk Supplies ed by the scheme. The scheme is based on the regulati-
Statistics
and settled on a continuous basis, whilst final settlement collects fees on behalf of the Directorate of Agriculture. ons of the price equalisation scheme for milk determined
only happens after all applications have been processed. by the Ministry of Agriculture on December 18, 2007.
P R I CE EQ U A LIS ATIO N
The rates for demanded turnover tax from the milk pro- The price equalisation scheme for milk aims to regula-
ducers has been 12 øre per litre in the first six months te the price differentiation for milk as a raw material for
Amounts in NOK 1000
Price equalisation scheme and grants 2019 2018

Main milk and by-product use -554 211 -498 248
Settlement of main milk and by-product use in previous years – -11 957
Net equalisation fee and subsidy -554 211 -510 205
Freight allowance 450 325 457 225
Distribution allowance 7 192 7 868
Total freight and distribution allowance 457 517 465 093
Net fees and subsidies relating to the price equalisation scheme -96 694 -45 112
The main milk and by-product use is charged to cost of goods. Shipping and distribution costs are recognised as a cost reduction below Other
94 operating costs, refer to note 10. Note 30 contd.
ANNUAL REPORT 2019
Price equalisation support for branded products, which mainly applies to Jarlsberg® exports will be discontinued from 1
July 2020. The subsidies will be reduced by 23 øre/litre of milk on 1 July 2016. The Ministry of Agriculture and food de-
cided on a corresponding reduction from 1 July 2017 but after that support shall remain fixed until until the full disclosu-
THIS IS TINE
re from 1 July 2020.
R E S U LT S Amounts in NOK 1000
2019 2018
Balance with the Directorate for Agriculture Price Equalisation Scheme at 31.12 -53 363 -25 782
Management
Auditor’s report
TINE Milk Supplies
Statistics
95
Statement from the Board and CEO
TINE SA
ANNUAL REPORT 2019
The Board of Directors and the Chief Executive Officer have today reviewed and accepted the Annual Accounts for TINE SA and the TINE Group
THIS IS TINE for the period 1 January to 31 December 2019. We confirm that to the best of our knowledge that:
- The Annual Accounts for 2019 are prepared in accordance with current accounting standards.
R E S U LT S - The information in the accounts gives a true view of the company’s and the Group’s financial assets, liabilities, financial result and profit.
- The Annual Report provides a true and fair view of the development, results and position within the company and the Group.
- The Annual Report gives a description of the most important risks and uncertainties faced by the company and the Group.
Management
Financial statement 2019 OSLO, 12. FEBRUARY 2020
Auditor’s report
TINE Milk Supplies
Statistics ANDERS JOHANSEN ASKILD EGGEBØ CECILIE BJØRLO SOLVEIG B. RØNNING ROLF ØYVIND THUNE NINA K. SÆTER
F U R T H E R I N F O R M AT I O N ELISABETH I. HOKSTAD HELGE ARNE ESPELAND TOR ARNE JOHANSEN JEFFREY THOMAS OTTAR RÅD ELIN JOHANNE AARVIK
MARIT HAUGEN NILS A. DOLMSETH GUNNAR HOVLAND

Chair of the Board Deputy Chair of the Board Chief Executive Officer
96
TINE SA RES U LT S
Statsautoriserte revisorer Foretaksregisteret: NO 976 389 387 MVA
ANNUAL REPORT 2019 Ernst & Young AS Tlf: +47 24 00 24 00
Auditor’s report
Dronning Eufemias gate 6, NO-0191 Oslo www.ey.no
Postboks 1156 Sentrum, NO-0107 Oslo Medlemmer av Den norske revisorforening
INDEPENDENT AUDITOR’S REPORT

THIS IS TINE Page 1/2 To the Annual General Meeting of TINE SA
Report on the audit of the financial statements
R E S U LT S Opinion
We have audited the financial statements of TINE SA, which comprise the financial statements for the parent company and the
Group. The financial statements for the parent company and the Group comprise the balance sheets as at 31 December 2019, the
From the Chair of the Board income statement and statements of cash flows for the year then ended and notes to the financial statements, including a summary
of significant accounting policies.
Board of Directors’ report In our opinion, the financial statements have been prepared in accordance with laws and regulations and present fairly, in all
material respects, the financial position of the Company and the Group as at 31 December 2019 and their financial performance and
cash flows for the year then ended in accordance with the Norwegian Accounting Act and accounting standards and practices
Management generally accepted in Norway.
Basis for opinion

We conducted our audit in accordance with laws, regulations, and auditing standards and practices generally accepted in Norway,
including International Standards on Auditing (ISAs). Our responsibilities under those standards are further described in the
Auditor’s report Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the Company and the
Group in accordance with the ethical requirements that are relevant to our audit of the financial statements in Norway, and we have
fulfilled our ethical responsibilities as required by law and regulations. We have also complied with our other ethical obligations in
TINE Milk Supplies accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a
basis for our opinion.
Statistics
Other information
Other information consists of the information included in the Company’s annual report other than the financial statements and our
auditor’s report thereon. The Board of Directors and Chief Executive Officer (management) are responsible for the other information.
Our opinion on the financial statements does not cover the other information, and we do not express any form of assurance
S U S TA I N A B I L I T Y conclusion thereon.
In connection with our audit of the financial statements, our responsibility is to read the other information, and, in doing so, consider
whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit, or
otherwise appears to be materially misstated. If, based on the work we have performed on the other information obtained prior to
F U R T H E R I N F O R M AT I O N the date of the auditor’s report, we conclude that there is a material misstatement of this other information, we are required to report
that fact. We have nothing to report in this regard.
Responsibilities of management for the financial statements
Management is responsible for the preparation and fair presentation of the financial statements in accordance with the Norwegian
Accounting Act and accounting standards and practices generally accepted in Norway, and for such internal control as management
determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to
fraud or error.
In preparing the financial statements, management is responsible for assessing the Company’s ability to continue as a going
concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting, unless
management either intends to liquidate the Company or to cease operations, or has no realistic alternative but to do so.
Auditor’s responsibilities for the audit of the financial statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material
misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a
high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs will always detect a material
misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the
97
A member firm of Ernst & Young Global Limited
TINE SA Page 2/2 2
ANNUAL REPORT 2019
aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial
statements.
THIS IS TINE
As part of an audit in accordance with law, regulations and generally accepted auditing principles in Norway, including ISAs, we
exercise professional judgment and maintain professional scepticism throughout the audit. We also
► identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit
R E S U LT S procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of
not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery,
intentional omissions, misrepresentations, or the override of internal control;
► obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but
From the Chair of the Board not for the purpose of expressing an opinion on the effectiveness of the Company’s internal control;
► evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by
Board of Directors’ report management;
► conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit evidence obtained,
whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Company’s ability to continue as a
Management going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures
in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence
obtained up to the date of our auditor’s report. However, future events or conditions may cause the Company to cease to continue as a going
Financial statement 2019 concern;

► evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial
statements represent the underlying transactions and events in a manner that achieves fair presentation;
Auditor’s report ► obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the Group to express an
opinion on the consolidated financial statements. We are responsible for the direction, supervision and performance of the group audit. We
remain solely responsible for our audit opinion.
TINE Milk Supplies We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit
and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
Statistics
Report on other legal and regulatory requirements
Opinion on the Board of Directors’ report

S U S TA I N A B I L I T Y Based on our audit of the financial statements as described above, it is our opinion that the information presented in the Board of
Directors’ report concerning the financial statements, the going concern assumption and proposal for the allocation of the result is
consistent with the financial statements and complies with the law and regulations.
F U R T H E R I N F O R M AT I O N Opinion on registration and documentation
Based on our audit of the financial statements as described above, and control procedures we have considered necessary in
accordance with the International Standard on Assurance Engagements (ISAE) 3000, Assurance Engagements Other than Audits or
Reviews of Historical Financial Information, it is our opinion that management has fulfilled its duty to ensure that the Company's
accounting information is properly recorded and documented as required by law and bookkeeping standards and practices accepted
in Norway.
Oslo, 12 February 2020

ERNST & YOUNG AS
Asbjørn Ler
State Authorised Public Accountant (Norway)
(This translation from Norwegian has been made for information purposes only.)
98 Independent auditor's report - TINE SA
A member firm of Ernst & Young Global Limited

TINE SA RES U LT S Percentage of fat in cow’s milk
ANNUAL REPORT 2019
PERCENTAGE
TINE Milk Supplies 4.45

2017 2018 2019
THIS IS TINE 4.40
4.35
R E S U LT S
4.30
Board of Directors’ report TINE Milk Supplies was established on 1 either by dividends or upon transfer to the next financial 4.25
year so that it is included in the basis for calculating the
January 2004, as a separate administrative 4.20
Management base price the following year.
and accounting entity within TINE SA,
Financial statement 2019 based on an agreement signed on 19 TINE Milk Supplies handles all activities related to the han-
4.15
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DES
Auditor’s report December 2003, between the State dling of milk as a raw material from the milk producers and
until the milk is delivered and invoiced to the individual
TINE Milk Supplies
and TINE SA to have a clear financial players in the milk marketing scheme. All operators, in-
separation between raw materials handling cluding TINE as a processing industry, buy raw milk at the
Statistics
and industrial processing in TINE SA. current quotation price at the time the milk is delivered
from TINE Milk Supplies. This is reported to, and monitored
by, the Directorate of Agriculture. Percentage of protein in cow’s milk
S U S TA I N A B I L I T Y PERCENTAGE
TINE Milk Supplies presents its own audited annual accounts
with its own Annual Report, which is submitted to the Direc- In order to fulfil its obligations, TINE Milk Supplies pur- 2017 2018 2019
F U R T H E R I N F O R M AT I O N torate of Agriculture by June 1 of each year. This includes chases services from the various functional areas in TINE 3.55
documenting that TINE fulfils its obligations under the agree- SA based on clearly defined service instructions. Regu-
ment. Auditing of TINE Milk Supplies is performed by the lar reviews are made by the service providers to veri- 3.50
same audit company that carries out the audit of the annual fy the independence and independent role of TINE Milk
accounts and consolidated accounts of TINE SA. Supplies and ensure that implementation is carried out in 3.45
accordance with adopted plans and goals. At this point
The various income, cost and balance sheet items for TINE in time, it has established service instructions within the 3.40
Milk Supplies are also included in the respective account- following functional areas: TINE Consulting and Member
ing and balance sheet items in the company accounts for Services, TINE Logistics and TINE Economics & Finance. 3.35
TINE SA. Only the profit element in TINE Milk Supplies These instructions are based on an agreement set up and
is eliminated from the result in TINE SA. Any surplus or quality assured by the Norwegian Institute of Bioeconomy 3.30
deficit in TINE Milk Supplies is offset against the producer (NIBIO), and are approved by the Directorate of Agricul-
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DES
99
TINE SA
ture. All changes to the service instructions must be ap- has increased in 2019 compared to 2018, particularly the within the agricultural agreement year 2018/2019 at NOK
ANNUAL REPORT 2019
proved by the Corporate Management of TINE SA, before percentage of fat in cow’s milk in the second half of 2019. 5.42 per litre. As a result, the control price for raw milk was
being submitted to the Directorate of Agriculture. reduced by 4 øre per litre for the last six months within the
The target price for milk is fixed by the contracting parties contract period. (01.01.-30.06.19)
In 2019, TINE Milk Supplies received 1 414 million litres in the agricultural settlement and for the first half of 2019
THIS IS TINE
(1 455 million litres in 2018) of cow and goats milk dis- was NOK 5.44 per litre, whilst for the second half of 2019 it TINE’s responsibility as a market regulator is organization-
tributed with 1 394 million litres of cow and 20 million increased by 3 øre to NOK 5.47 per litre. TINE Milk Supplies ally attributed to TINE Milk Supplies. This entails regular
R E S U LT S litres of goats’ milk. Of the cow’s milk, 49 million litres has achieved the target price in the agreement for milk sales reporting to the Directorate of Agriculture and the Market-
were organic (50 litres in 2018). The rate of use of organic to the players for both halves of the year, but due to the ing Board, as well as providing information to the players
From the Chair of the Board milk was 58.5% (58.0% in 2018). Of the total volume of need for liquidity build-up in the price equalization scheme, about the market situation and the market outlook for milk
cow and goats’ milk, 251 million litres (as in 2018) were the Norwegian Directorate of Agriculture, in a letter of 19 and milk products on TINE’s websites. For more informa-
sold to external players. The dried solid content of milk December 2018, set a new limit for total price withdrawals tion, see this link: https://www.tine.no/markedsregulator.
Management
Auditor’s report
Accounts — TINE Milk Supplies
TINE Milk Supplies
Amounts in NOK 1000 Accounts TINE Milk Supplies cont. Amounts in NOK 1000
Statistics Specification of purchase of raw cows and goats milk
ACCOUNTS TINE MILK SUPPLIES 2019 2018 from milk producers 2019 2018
Sale of raw cows and goats milk 7 710 665 7 926 034 Purchase of raw cows milk incl quality 7 191 558 7 318 327
Cost of sales of raw cows and goats milk -7 326 555 -7 539 308 Purchase of raw goats milk incl quality 124 293 128 582
Gross profit 384 110 386 726 Total purchase of raw cows and goats milk 7 315 850 7 446 909
Producer functions 82 163 110 627
Profit/loss allocation TINE Milk Supplies
F U R T H E R I N F O R M AT I O N Coordination with farmers - 19 662
Transfer profit/loss from previous year -19 521 44 341
Farm tanks 136 929 140 687
Loss TINE Raw Materials to be deducted next year 367 19 521
Raw milk control 64 462 56 818
Collection and internal transport (net) 87 702 89 529
Total paid to milk producers from TINE Milk Supplies 7 296 696 7 510 771
Own costs in TINE Milk Supplies 11 487 12 260
Offset raw cows and goatsmilk in 1000 litres
Administration and infrastructure 21 132 25 978
Cows milk including organic milk 1 393 830 1 434 852
Other revenue and costs -34 181 934
Goatsmilk 19 975 20 120
Interest on working capital -4 738 -5 908
Total offset raw cows and goats milk 1 413 804 1 454 972
Total costs 364 956 450 588
Result TINE Milk Supplies before transfer of profit/loss
from previous year 19 154 -63 862 Average total price paid to milk producers from TINE Milk
Supplies expressed in NOK/ litres 5.16 5.16
Transferred profit/Loss from previous year -19 521 44 341
100 Profit/loss in TINE Milk Supplies to carry forward -367 -19 521
TINE SA ACCO U N T S — T I N E MI L K SU P P L I E S CO N T.
ANNUAL REPORT 2019
The accounts for TINE Milk Supplies for 2019, show a profit of MNOK 19.2 before the
transferred result from the previous year. Carry-forward profit per share at 31.12.2019
amounts to MNOK 0.4, which will be offset against the milk producers in the following
THIS IS TINE
year. The amount is thus included in the basis for determining the payment price to the
producer (the base price) for 2020.
R E S U LT S
CHARG E S CO L L EC T E D BY T H E MI L K P RO D U CE R S A N D AC TO R S
From the Chair of the Board The table below specifies the accumulated fees charged by TINE Milk Supplies:
Amounts in NOK 1000
Management PAYABLE TAXES/DUTIES 2019 2018

Payable sales tax 233 748 79 629
Payable overproduction tax 52 055 24 686
Auditor’s report Payable Research & Development tax 26 894 27 534
TINE Milk Supplies
Statistics
THE G R A N T SCH E ME
These are basic and district grants that TINE Milk Supplies pays to the milk producers
on behalf of the Directorate of Agriculture. The size of the subsidy is negotiated in the
agricultural agreement and varies by production size and geographic location. The grants
are transferred from the Directorate of Agriculture to TINE Milk Supplies and paid to the
F U R T H E R I N F O R M AT I O N producers over and above the producer settlement.
The table below specifies grants paid by TINE Milk Supplies:
Amounts in NOK 1000
BASIC AND DISTRICT GRANTS 2019 2018

Basic grant 66 021 66 776
District grant 583 283 545 697
Amounts in NOK 1000
2019 2018
Balance with Agricultural Directorate relating to
101 payable taxes and grants at 31.12 -51 789 -45 656
TINE SA RES U LT S
ANNUAL REPORT 2019
Statistics
THIS IS TINE
R E S U LT S

1 Cow and goats milk delivered to TINE, per owner area million litres
Management Total cows milk Of which organic Goats milk Total cows and goats milk Members 2019
Financial statement 2019 OWNER AREAS 2019 2018 2019 2018 2019 2018 2019 2018 Cow Goat Cow & goat Total
East 355.3 367.5 26.0 26.6 4.7 4.8 360.0 372.3 2 406 68 10 2 484
Auditor’s report South-West 426.4 444.8 2.1 2.2 5.5 5.5 432.0 450.3 3 088 89 1 3 178
Mid-Norway 463.3 470.8 19.3 19.8 2.9 3.0 466.2 473.7 2 839 30 0 2 869
TINE Milk Supplies
North 148.8 151.7 1.6 1.6 6.8 6.9 155.6 158.7 942 93 1 1 036
Statistics Total 1 393.8 1 434.9 49.0 50.1 19.9 20.1 1 413.8 1 455.0 9 275 280 12 9 567
2 Settled cows’ milk from enterprises that supplied milk to TINE, per owner area million litres
Enterprises that delivered

Deliveries Available quota Overproduction charge milk in 2019
Mill. litres % of total milk quantity Mill. litres Mill. litres Number
OWNER AREAS 2019 2018 2019 2018 2019 2018 2019 2018 Cow Cow & goat
East 355.3 367.5 25.5 % 25.6 % 390.4 411.8 2.1 1.0 1 967 9
South-West 426.4 444.8 30.6 % 31.0 % 461.1 491.6 3.5 2.1 2 509 1
Mid-Norway 463.3 470.8 33.2 % 32.8 % 492.3 521.4 4.3 1.7 2 186 0
North 148.8 151.7 10.7 % 10.6 % 169.1 177.2 0.8 0.3 796 1
Total 1 393.8 1 434.9 100.0 % 100.0 % 1 513.0 1 602.0 10.7 5.0 7 458 11
102
TINE SA 3 Settled goats’ milk from enterprises that supplied milk to TINE, per owner area million litres
ANNUAL REPORT 2019
Enterprises that delivered

Deliveries Available quota Overproduction charge milk in 2019
Mill. litres % of total milk quantity Mill. litres Mill. litres Number
THIS IS TINE
OWNER AREAS 2019 2018 2019 2018 2019 2018 2019 2018 Goat Cow & goat
East 4.7 4.8 23.6 % 23.6 % 5.0 5.0 0.04 0.01 68 9
R E S U LT S South-West 5.5 5.5 27.6 % 27.2 % 5.8 5.9 0.03 0.03 85 1
Mid-Norway 2.9 3.0 14.6 % 14.7 % 3.0 3.1 0.03 0.02 25 0
North 6.8 6.9 34.2 % 34.5 % 8.1 8.3 0.05 0.04 81 1
Board of Directors’ report Total 19.9 20.1 100.0 % 100.0 % 21.8 22.2 0.15 0.10 259 11
Management
Financial statement 2019 4 Supplier structure, quotas and deliveries – cows’ milk million litres
Auditor’s report Includes enterprises that have allocated quota.
TINE Milk Supplies 2019 2018

Deliveries Deliveries
Statistics Delivered as Delivered as % of Delivered as Delivered as % of
DELIVERY GROUPS Whole of 2019 Quota % of quota total milk quanitity Whole of 2018 Quota % of quota total milk quanitity
1: 0-60 36.4 62.4 58.3 % 2.6 % 37.4 56.8 65.8 % 2.6 %
S U S TA I N A B I L I T Y 2: 60-80 46.4 54.5 85.1 % 3.3 % 47.0 57.6 81.6 % 3.3 %
3: 80-100 69.6 79.6 87.5 % 5.0 % 76.0 87.6 86.7 % 5.3 %
4: 100-120 80.9 87.8 92.2 % 5.8 % 86.5 98.1 88.2 % 6.0 %
5: 120-160 162.2 176.6 91.8 % 11.6 % 173.9 194.4 89.5 % 12.1 %
6: 160-200 125.2 135.8 92.2 % 9.0 % 136.3 151.2 90.2 % 9.5 %
7: 200-300 248.9 266.5 93.4 % 17.9 % 255.2 284.0 89.9 % 17.8 %
8: 300-400 253.3 266.7 95.0 % 18.2 % 257.1 281.6 91.3 % 17.9 %
9: Over 400 370.8 383.0 96.8 % 26.6 % 365.5 390.6 93.6 % 25.5 %
Total 1 393.8 1 513.0 92.1 % 100.0 % 1 434.9 1 602.0 89.6 % 100.0 %
103
TINE SA 5 Supplier structure, quotas and deliveries - goats milk million litres
ANNUAL REPORT 2019
Includes enterprises that have allocated quota.
2019 2018
Deliveries Deliveries
THIS IS TINE Delivered as Delivered as % of Delivered as Delivered as % of
DELIVERY GROUPS Whole of 2019 Quota % of quota total milk quanitity Whole of 2018 Quota % of quota total milk quanitity
1: 0-20 0.2 0.6 35.7 % 1.1 % 0.2 0.4 59.8 % 1.1 %
R E S U LT S
2: 20-25 0.1 0.1 76.5 % 0.5 % 0.2 0.3 75.3 % 1.0 %
3: 25-30 0.2 0.3 76.6 % 1.1 % 0.2 0.3 70.8 % 1.0 %
4: 30-40 1.1 1.3 84.1 % 5.3 % 0.9 1.0 84.4 % 4.4 %
Board of Directors’ report 5: 40-60 3.2 3.4 93.7 % 15.8 % 3.6 4.0 89.4 % 17.9 %
6: 60-80 4.1 4.4 92.9 % 20.3 % 4.2 4.7 90.0 % 20.8 %
Management
7: 80-120 4.3 4.6 93.1 % 21.5 % 4.6 5.0 92.1 % 23.1 %
Financial statement 2019 8: Over 120 6.9 7.1 96.4 % 34.4 % 6.2 6.6 94.3 % 30.7 %
Total 20.0 21.8 91.8 % 100.0 % 20.1 22.2 90.5 % 100.0 %
Auditor’s report
TINE Milk Supplies
Statistics
104
TINE SA 6 Development of quality of supplier milk – cows’ milk
ANNUAL REPORT 2019
COWS MILK 2019 2018 2019 2018

Elite milk (%) of deliveries 94.61 94.79 Anaerobic traces (% of deliveries)
THIS IS TINE
Elite milk (%) of volume 95.52 95.46 Elite milk 99.67 99.93
Bacteria (% of deliveries) 1. class 0.13 0.03
R E S U LT S 2. class 0.15 0.04
Elite 99.24 99.38
1. class 0.62 0.51 3. class 0.04 0.00
2. class 0.06 0.05 Aerobic traces ( % of deliveries)
Board of Directors’ report 3. class 0.07 0.06 Elitemelk 99.98 99.98
Free Fatty Acids (% of deliveries) 1. class 0.01 0.01
Management
Elite 99.55 99.67 2. class 0.01 0.01
Financial statement 2019 1. class 0.24 0.16 3. class 0.00 0.01
2. class 0.17 0.14 Freezing Point (deg. Celsius) -0.527 -0.526
Auditor’s report
3. class 0.04 0.03
Number of recalls
TINE Milk Supplies Abnormal milk (no. of deliveries) 317 315 Bacteria 85 78
Cell count (% of deliveries) Cell count 168 203
Statistics
Elite 96.25 96.02 Free fatty acids 8 4
1. class 3.11 3.30 Traces 0 0
S U S TA I N A B I L I T Y 2. class 0.48 0.50 Abnormal milk/smell/taste 12 6

3. class 0.16 0.18 Freezing point 6 17
Unweighted arithmetic means 136 139 Total no. recalls 279 308
Chemical content (% in milk)
Protein 3.46 3.40
Fat 4.36 4.29
Lactose 4.70 4.68
Total chemical content 12.52 12.37
105
TINE SA 7 Development of quality of supplier milk – goats’ milk
ANNUAL REPORT 2019
GOATS MILK 2019 2018 2019 2018

Elite milk (%) of deliveries 92.58 91.87 Cell count (% of deliveries)
THIS IS TINE Elite milk (%) of volume 93.28 91.69 Elite 96.62 96.20
Bacteria (% of deliveries) 1. class 2.64 3.32
R E S U LT S Elite 96.00 96.20
2. class 0.49 0.41
1. class 3.05 2.96
3. class 0.25 0.07
From the Chair of the Board 2. class 0.41 0.30
Unweighted arithmetic means 944 959
3. class 0.54 0.55
Free Fatty acids (% of deliveries) Chemical content (% in milk)
Management Elite 99.71 99.74 Protein 3.31 3.23
1. class 0.29 0.18 Fat 4.49 4.43
2. class 0.00 0.04 Lactose 4.49 4.51
Auditor’s report 3. class 0.00 0.04 Total chemical content 12.29 12.17
Free fatty acids with price incr. (<1,0) 99.61 99.70
TINE Milk Supplies Freezing point (deg. Celsius) -0.561 -0.565
Free fatty acids without price incr. (>1,0) 0.39 0.30
Number of recalls
Statistics Bacteria 16 18
Cell count 1 0
Free fatty acids 0 2
Abnormal milk/smell/taste 0 0
Freezing point 0 1
F U R T H E R I N F O R M AT I O N Total number of recalls 17 21
106
TINE SA 8 Co-development in TINE 11 Production of solid products
ANNUAL REPORT 2019
No. of cooperatives
No. of members in FIGURES IN TONNES 2019 2018
OWNER AREAS cooperatives 2019 2019 2018 White cheese 56 280 62 385
THIS IS TINE East 503 164 171 Brown cheese/prim 8 482 8 763
South-West 673 224 235 Melting cheese 1 319 797
Mid-Norway 789 262 282 Butter 12 873 12 004

R E S U LT S
Powder 32 545 32 239
North 143 49 60
From the Chair of the Board Total 111 499 116 188
Total 2 108 699 748
Management 9 Price to the owners 12 Production of liquid products

NOK PER LITRES DELIVERED 2019 2018 FIGURES IN 1000 LITRES 2019 2018
Auditor’s report
Milk price from TINE Milk Supplies 5.16 5.16 TINE Milk 335 397 347 714
TINE Milk Supplies Dividend from TINE SA 0.43 0.57 Yoghurt 42 147 42 052
Total price to owners 5.59 5.73 TINE Cream 27 223 26 729
Statistics TINE Sour cream 14 520 14 588
Juice, fruit drinks and water 50 487 51 575
Desserts and ice cream 42 369 45 954
S U S TA I N A B I L I T Y 10 Overview of milk usage
Total 512 144 528 613
F U R T H E R I N F O R M AT I O N FIGURES IN MILL. LITRES 2019 2018
Domestic
13 Plant structure
Liquid products 405.7 415.8
Fresh cheese 33.8 36.9
White cheese/soft cheese 517.9 546.9 TYPE OF PLANT 2019 2018
Goats milk products 14.6 16.2 Diaries 30 31
Liquids for industry production 32.8 32.2 Central storage 2 2
Powder 72.1 45.6 Distribution terminals 2 2
Total domestic 1 076.8 1 093.6 Total 34 35
Export
White cheese and soft cheese 80.5 105.7
Total 1 157.3 1 199.3
107
TINE SA 14 Sales in Norway 16 Brand exports and sales Dairy International per country
ANNUAL REPORT 2019
Brand export in tonnes Total sales in tonnes*

FIGURES IN 1000 LITRES 2019 2018
TINE Milk 335 397 347 714 COUNTRY 2019 2018 2019 2018
USA 6 122 6 328 25 959 16 535
THIS IS TINE TINE Cream 27 223 26 728
Juice, fruit drinks and water 50 487 51 575 Australia 1 271 1 023 2 322 2 464
Desserts and ice cream 42 369 46 258 Canada 0 1 426 2 108 1 815
R E S U LT S
Great Britain 750 589 6 417 7 117
Sweden/Denmark 941 502 16 865 17 325
From the Chair of the Board FIGURES IN TONNES 2019 2018 Other markets 292 303 1 020 941
TINE Sour cream 14 520 14 585
Board of Directors’ report Total 9 376 10 171 54 692 46 198
Yoghurt 42 147 42 052
*Brand sales exports are sales out of Norway. Total sales are sales to consumer/end user of all brand products.
Management White cheese 65 529 66 983
Brown cheese 9 258 8 763
Butter 11 970 12 380
Auditor’s report Fresh ready meals 8 626 8 509
17 Brand exports and sales Dairy International per brand
There is close to a 1:1 relationship between production and sale of liquid products.
TINE Milk Supplies Brand export in tonnes Total sales in tonnes*
Statistics BRAND 2019 2018 2019 2018

Jarlsberg 8 524 9 326 17 526 17 851
15 Consumption per capita sales domestic
Other TINE brands 853 845 1 267 1 201
S U S TA I N A B I L I T Y Other brands 0 0 35 899 27 146
NUMBER KG/LITER 2019 2018 Total 9 376 10 171 54 692 46 198
F U R T H E R I N F O R M AT I O N Milk/litres 80.2 82.1

Yoghurt incl import/kg 10.4 10.4
Cream and sour cream/kg 9.3 9.3
Cheese incl. import/kg 18.9 18.9
Butter incl. import/kg 3.7 3.7
Source: www.melk.no, January 2020
108
TINE SA
ANNUAL REPORT 2019
THIS IS TINE
R E S U LT S
In general
On the farm
Sustainability
In the industry
In the market
Figures and GRI table
109
TINE SA
ANNUAL REPORT 2019
SU STA I N A BI L I T Y
THIS IS TINE
R E S U LT S
IN GENERAL
In general
On the farm
In the industry
In the market
110
TINE SA FRO M T H E SU STA I N A BI L I T Y MA N AGE R
ANNUAL REPORT 2019
A natural part of TINE

THIS IS TINE
R E S U LT S
T
INE’s ambition is to be the best at sustainability in patterns, consumption and political framework condi-
In general the Norwegian food industry. We are committed to tions will help to move our society in a more sustainable
what we call sustainable value creation. It is possible direction.
On the farm to have several thoughts in mind at the same time. It is
In the industry possible to combine ecology and economics. We also believe that people are concerned about their
future and how to create a more sustainable society.
In the market 2019 has been a year where sustainability, the environ- Consumers and customers are placing increasing demands
ment and climate have been high on the agenda. Greta on goods and services to be produced in a responsible
Thunberg was named “Person of the Year” by TIME Magazine. manner.
Children and young people around the world have been
striking to draw attention to our climate issues.They are CL I MAT E R IS K
calling for more and faster measures to save our planet. At After two years characterized by both unusually high rain-
the same time, we see that it is very challenging to unite fall and extreme drought; climate risk has seriously ap-
the world to take the necessary steps. There are too many peared on the map. Consumers, customers and authorities B JØ R N M A LM
and very difficult considerations to make. are increasingly questioning society’s ability to deal with Sustainability Manager
climate change. TINE lives by processing milk for various
dairy products, and major changes in nature and climate
It is possible to have several will hit us hard. We, therefore, have a strong self-interest
in contributing to the sustainable use of the earth’s re-
thoughts in your head at the same
sources and to limit climate change.
time. It is possible to combine ecology
and economy. SU STA I N A B LE VA LU E C R E ATIO N
TINE’s goal is to create the greatest possible value from
the owners’ milk production, now and in the future. We
We at TINE believe that climate change has become so believe that the winners of the future will be those who
severe and close to many peoples’ hearts that changes for develop and supply products and services in a way that
111 a better climate will be driven forward. Behavioural combines social and environmental responsibility with
TINE SA
ANNUAL REPORT 2019
THIS IS TINE
R E S U LT S
their own profitability. Our goal is therefore an economic A significant part of the greenhouse gas emissions from This gives us a great responsibility, but also a great oppor-
In general and sustainable value creation where we contribute pos- the production of dairy products is tied to what happens tunity to contribute positively to Norwegian public health.
itively to our environmental and social environment. This on the dairy farms. TINE has strong brands and the dairy Being overweight and obesity are significant problems in
On the farm is what we at TINE call sustainable value creation. farmers’ work is an important part of TINE’s branding. our society. In general, we eat too much saturated fat, sugar
In the industry We are, therefore, also working to ensure that agriculture and salt. In addition, we do not get enough physical activ-
THE MO ST SU STA I N A BL E FO O D P RO D U CE R achieves its goal of reducing greenhouse gas emissions ity during the day. TINE will contribute to a healthy, varied
In the market The community around us has different expectations for from dairy farms. and balanced diet for the Norwegian population.
TINE and the responsibilities we have for contributing
to sustainable development. Based on these expecta- Food waste is a major problem in our part of the world. It A N ATU R A L PA RT
tions, we concentrate our sustainability efforts in these is both an environmental and ethical concern that about Sustainability is to be a natural part of TINE and well-
three areas: 20 per cent of the food we buy is discarded. Through good integrated into our operations, whether it is with new and
resource utilization, we will utilize our own raw materials healthy products or measures to reduce greenhouse gas
Resources. As one of Norway’s largest companies, TINE optimally. emissions throughout the value chain.
uses a significant number of resources in our operations,
which affects our surroundings. The environment is im- Proximity. TINE is the company of dairy farmers and In this Sustainability Report, you can read more about how
pacted by our transport, and both the production of milk having a long-term vision is one of the things Norwegian TINE works every day to make our society a little more
and dairy products requires energy. farmers are good at. Since the slow beginning in 1856, sustainable and the results we achieve.
when 25 enterprising farmers gathered their dairy cows
TINE must be the best at sustainability in the Norwegian in Rausjødalen, TINE has processed milk for various
food industry. We reduce our greenhouse gas emissions dairy products. TINE takes responsibility for ensuring the
and local environmental impact by choosing renewable milk production throughout the country, and in this way
energy sources for both production and transport, and contributes to the utilization of important resources for
by using new and optimal technology. We utilize our re- Norwegian food production.
sources of water, energy and fuel optimally and use the
right amount. TINE’s packaging takes into account climate Balance. TINE is part of a Norwegians’ everyday life,
and the environment, and helps to reduce TINE’s carbon whether we are at the breakfast table, on packed lunches, B JØ R N M A LM
112 footprint. the Friday taco, or with a bag in hand on the way to training. Sustainability Manager
TINE SA S USTA I N A BI L I T Y — I N G E N E R A L
ANNUAL REPORT 2019
The essentials Safe food
THIS IS TINE Animal welfare and

animal health
I M P ORTA N C E TO E XT E R N A L IN T E R E ST S
R E S U LT S Food waste and optimal
utilization of the milk Local presence
raw material
S U S TA I N A B I L I T Y Sustainable raw materials Environmentally
TINE’s goal is to create the greatest possible and input factors friendly agriculture
In general
value from the owners’ milk production, Environmentally smart Greenhouse gas
packaging
On the farm now and in the future. We believe that the emissions transport
Nutrition and and industry
In the industry winners of the future will be the ones who public health
develop and produce products and services
In the market
in a way that unites global social and Business ethics and
anti-corruption
Figures and GRI table environmental responsibility through their Safe place to work
own profitability.
Our goal is therefore an economic and sustainable value

creation where we contribute positively to our environ-
I M PORTA N CE TO TI N E ’S I N TE R N A L I N TE R E STS
mental and social environment. This is what we at TINE
call sustainable value creation.
Sustainable and Efficient dairy opera- Engaged Happy Circular
robust agriculture tions and transport employees consumers solutions
THE MO ST SU STA I N A BL E FO O D P RO D U CE R
The community around us has different expectations for
TINE and what responsibilities we have for contributing TINE helps TINE is best at TINE has TINE promotes TINE uses
to sustainable development. The combination of these agriculture sustainability in competent, safe solutions that resources
expectations, and the fact that some of them are strate- to reduce the the Norwegian and dedicated help the consumer optimally and
gically important to TINE, means that we concentrate our environmental food industry employees to choose healthy, reduces food
sustainability efforts on (1) using our resources optimally and carbon varied and waste in the
footprint environmentally- home of the
and sustainably, (2) contributing to a thriving Norway and
friendly options consumer
local value creation and (3) making Norway healthier.
113
TINE SA
significant contribution to Norwegian value creation and
ANNUAL REPORT 2019
“the peoples’ soul”.
Animal welfare and animal health. TINE’s 10 000 own-

ers, with their approximately 200 000 dairy cows and
THIS IS TINE
30 000 goats producing milk, form the very foundation of
TINE’s business. Therefore, both TINE and the company’s
R E S U LT S owners have a responsibility and a strong interest in en-
suring that the animals are robust, healthy and treated
S U S TA I N A B I L I T Y well. We now experience a growing expectation that TINE’s
owners treat all their animals with respect and care.
In general
Food waste and optimal utilization of the milk raw
On the farm material. Food disposal is not only an environmental prob-
In the industry lem, but also ethically problematic. Large resources and
land are needed to produce food. From the production and
In the market cultivation of food, we experience greenhouse gas emis-
sions and pressure on nature and biological diversity. The
attention to food waste is increasing. TINE’s stakeholders
such as customers, authorities, employees and owners ex-
BACKG RO U N D Ipsos and Zynk. This means that the number of signifi- pect TINE as a major food producer to take responsibility
The field of sustainability is developing rapidly, not only cant aspects for 2019 has been reduced, and in 2019 TINE for reducing food waste in their own business and helping
for stakeholders such as customers and authorities, but reports in the following areas: consumers to do the same.
also for TINE itself.
Safe food. It is TINE’s very foundation that the products Environmentally friendly agriculture. Climate and en-
In 2018, a materiality analysis was carried out in accord- are healthy and safe to eat. Our consumers, customers, vironmental considerations are increasingly included in
ance with the Global Reporting Initiative (GRI) Reporting authorities and owners must have full confidence in TINE dietary and nutrition recommendations. It is no longer
Standard. Here we examined how our environment is ap- as a food manufacturer in order for us to deliver economic just about the nutritional needs of the individual and
proaching sustainability, how this is affecting our value and sustainable value creation over time. the population, but also about what is sustainable for
chain and what expectations TINE’s stakeholders have for the planet. From several groups, it is argued that meat
the business. This materiality analysis highlighted 18 differ- Local presence. TINE has created traditions and a history consumption must be significantly reduced. TINE also
ent aspects that were reported and verified by the auditor. that we have a responsibility to preserve. We are close to feels that dairy products are increasingly included in this
our entire value chain providing good and safe food using argument. Comprehensive measures both globally and
S IMP L I FI CAT I O N Norwegian goods. We are the many small who become locally must be taken to reach the two-degree target set
I 2019, a clearer picture has been drawn of which as- one big; contributing to vibrant districts in Norway where in the Paris Agreement. Norway has committed to follow
pects are absolutely essential for TINE and TINE’s owners. the cultural landscape is nurtured and cultivated, an im- the EU’s targets to cut emissions in the non-quota sector
114 This is reflected in various insights reports from e.g., portant common good for the entire population. This is a by 45 per cent by the year 2030. In particular, the focus
TINE SA
on cuts in greenhouse gas emissions from agriculture is packaging is fiber-based, but we also use a lot of plas-
ANNUAL REPORT 2019
impacting TINE. tic. In many instances, plastic is the preferred packaging
material, both to preserve product quality and to min-
Sustainable raw materials and input factors. TINE pro- imize the overall environmental footprint of products.
duces around 500 different brands annually. Of course, the At the same time, it is necessary to reduce the use of
THIS IS TINE
most important input factor is milk from the company’s plastic. Various studies show that the consumer is very
10 000 owners. In addition, we depend on a wide variety concerned about plastic packaging and it has become one
R E S U LT S of raw materials and ingredients that are often produced of the biggest negative drivers in a brand’s reputation.
outside Norway. Stakeholders request more information
S U S TA I N A B I L I T Y about the sustainability of the company’s value chain, with Safe place to work. Healthy employees and stable work-
particular focus on input factors such as soya and palm fat force in a good working environment are a prerequisite
In general in animal feed that may have been grown in conflict with for TINE to achieve efficient operations and quality at all
TIN E DA IRY JÆ R E N
the rainforest. levels. The work shall be organized so that the employees
On the farm KVIAMARKA
are not exposed to undue physical or mental strain and
In the industry Greenhouse gas emissions from industry and trans- ensure that no one is injured or ill as a result of their work.
port. Norway has set an ambitious target of cutting emis- TINE works continuously to reduce the number of injuries,
In the market sions by 45 per cent by 2030. It is expected that we con- achieve a low sickness absence and create a good working
tribute to achieving the national climate target by reducing environment.
our own emissions. Emissions from transport (non-quota
sector) in particular, will affect TINE.
F U R T H E R I N F O R M AT I O N It is expected that we contribute to

Nutrition and public health. Improper diet is the leading
achieving national climate targets by
cause of premature death in Norway. A varied and healthy
diet meets the need for important nutrients. This, together reducing our own emissions.
with daily physical activity, lays a solid foundation for good
health. Milk and dairy products are a source of many impor-
tant nutrients in the Norwegian diet, such as high-quality Business ethics and anti-corruption. In order for TINE
protein, calcium, iodine and several B vitamins, but milk and to be a leading brand in the supply of food and beverages,
dairy products also contain a lot of saturated fat. Our envi- TINE depends on employees, owners, customers, consum-
ronment as customers, consumers and authorities expect ers and others to trust us. Confidence is essential for TINE
TINE as a major food actor, to contribute to the Norwegian to achieve our vision and business goals. TINE has many
population having a healthy, varied and balanced diet. roles and acts at all times as an employer, customer, sup-
plier, partner and owner. In all these roles, ethical conduct
Environmentally smart packaging. As a major consumer is important, both for business and on a personal level.
of packaging, it is important for TINE to optimize the use
of packaging throughout the value chain and encourage
115 new technology to become available. Most of TINE’s
TINE SA S USTA I N A BI L I T Y — I N G E N E R A L
ANNUAL REPORT 2019
We are present
THIS IS TINE
R E S U LT S
Since the early days in 1856, when 25 the same time we are experiencing increased competition INVESTING IN NORTHERN AND WESTERN NORWAY
In general from European dairy farmers and Norwegian suppliers of TINE is now investing NOK 200 million in a dairy at
enterprising farmers gathered their dairy
milk and dairy products based on foreign raw materials. Storsteinnes. We will therefore have a modern plant for the
On the farm cows in Rausjødalen, TINE has processed TINE cooperates well and with our well-established history production of various goats’ milk products which means
In the industry milk, one of Norway’s most important should be well-equipped to face this type of competition. a lot to the 85 goat farmers in Northern Norway. This de-
natural resources. TINE wants to take velopment is also important for the 50 employees at the
In the market dairy who will have secure places to work and it will have
responsibility for ensuring milk production a major impact on the local community and municipality
Figures and GRI table Since 2009, TINE has invested around
throughout the country and with that, of Balsfjord.
NOK 6 billion in Norwegian dairy plants
contribute to the utilisation of important
TINE also invests NOK 120 million in the dairy at Elnesvågen.
F U R T H E R I N F O R M AT I O N resources for Norwegian food production.
This will now produce Jarlsberg, both in 10kg blocks and
SI G N I FI CA N T R IP P LE E F F EC TS as a 10kg round cheese. It is assumed that production
Back in 2016, TINE prepared social accounts¹ that show volume will be around the same as today which is approx-
WE HAV E A R E SP O N SI BI L I T Y that the company contributed to 25 000 jobs and NOK 20 imately 6000 tons. This will give a good utilisation of milk
TINE has created traditions and history that we have a billion in value creation for Norway that year. In 2019, we in a milk-rich area. This development is important for the
responsibility to look after. We are close to our entire have prepared simplified social accounts which show how 65 employees at the facility who will secure their jobs. At
value chain which provides good and safe food using important payments from TINE are relatively equally divid- Storsteinnes, there will be the same ripple effect for the
Norwegian goods. Many small streams make one big riv- ed throughout the various regions in Norway. This gives local community and the municipality.
er, and we contribute to bring vibrancy to rural Norway a good picture of how TINE is an important contributor to
where the cultural landscape is cultivated and nurtured, an local value creation and as a local presence.
important common good for the entire population. These
are significant contributions to Norwegian value creation This also demonstrates that Norwegian food production
and “the peoples’ soul”. makes a difference. A large part of the mainland industry
has been closed down or moved abroad, but in the period
We are experiencing increased interest amongst our stake- 2011-2019, TINE has invested over NOK ten billion in
116 holders in preserving food traditions and local food but at Norwegian dairies and other operating assets. 1
Carried out by Samfunnsøkonomisk analyse AS, commissioned by TINE
TINE SA
One agricultural workplace and its associated industries
ANNUAL REPORT 2019
Social accounts 2019 generates two to three jobs in total2. This mean that the
PAYMENTS / BILL . NOK total 115 dairy employees potentially contribute to be-
tween 230 and 350 jobs in the regions.
THIS IS TINE
R E S E A RC H O N R IP P LE E F F EC T
Professor Håvard Teigen at Lillehammer College has
R E S U LT S researched the impact of the ripple effect of various
companies on the local community. The results indicate
S U S TA I N A B I L I T Y that the ripples depend on the purchase of various goods
and services. For TINE, the purchase of milk has a relative-
In general ly greater impact on the local community than other prod-
ucts and services. Where the ripple effects come depends
On the farm on where the dairy farmers are located. Furthermore, it
In the industry depends on how much and where the milk is processed.
In the market If the milk is used to produce relatively expensive products,

the ripple effect is much greater than if it is put into cartons
Figures and GRI table Suppliers
and transported out of the region. The ripple effect will
Interest/tax paid
Investments be even greater when the people working in the dairy can
Milk producers use their income locally.
F U R T H E R I N F O R M AT I O N Salaries
S U B S ID IA R IE S
Until 2017, TINE’s sustainability report included the parent
company (TINE SA). As of 2018, subsidiaries are fully or
Social accounts 2019
partially included in the report. TINE’s contribution to lo-
TINE SA / BILL . NOK
cal presence in Norway comes from TINE’s subsidiaries
as their need for milk to use in the production of their
Region Salary to employees Payment to owners Total
different products is covered by TINE’s milk producers.
Nordland, Troms, Finnmark 0.2 0.9 1.1
Furthermore, these subsidiaries contribute with work plac-
Trøndelag 0.6 1.9 2.5
es and value creation in the regions in which they operate.
Møre and Romsdal, Vestland 0.6 1.8 2.4
Agder, Rogaland 0.5 1.4 1.9
Oppland, Hedmark (Innlandet) 0.5 1.4 1.9
Buskerud, Akershus, Østfold (Viken), Oslo 0.8 0.5 1.4
2
«Value creation in agriculture and agricultural-based activities in
Vestfold, Telemark 0.1 0.2 0.3
Buskerud» Study conducted by Østland Research and Norwegian
Total 3.3 8.1 11.4
117 institute of Agricultural Economics Research. Published 2013.
TINE SA
ANNUAL REPORT 2019
THIS IS TINE
R E S U LT S
ON THE FARM
In general
On the farm
In the industry
In the market
118
TINE SA S USTA I N A BL I T Y — O N T H E FA R M
ANNUAL REPORT 2019
Sustainable raw materials

and responsible purchasing
THIS IS TINE
R E S U LT S
Milk and yoghurt are not just milk. We are dependent on many different raw materials
In general
which are often produced outside of Norway. We must ensure that these goods are
On the farm produced in an environmentally-friendly manner.
In the industry
In the market TINE has around 500 different brands which it produces environment or let people do their jobs without fair and
in large quantities. The most important input factor is milk safe working conditions.
from the company’s 10 000 owners. In addition, TINE is
dependent on various raw materials and ingredients that LO N G VA LU E C H A IN
are often produced outside of Norway. TINE procures many different goods. When purchasing
the various input factors, the delivery chain can be long
Stakeholders are requesting more information on the and difficult to monitor, with many middle-men before it
sustainability of the company’s value chain. Stakeholders reaches the final receiver.
are becoming steadily more confident that our goods and
services are produced in a fair and proper manner. In order In the individual markets, TINE is a relatively small play-
to document sustainability in the value chain, it is impor- er and has limited opportunity to impact any trade in a
tant to have a system which covers and has the possibility positive direction. At present, it is not realistic for imports
to follow up on any breach in ethical guidelines in respect from all countries to be able to occur without the risk of
to the environment and society. direct or indirect participation in breaches of international
principles. TINE sets out requirements for ethical trading
RES P O N SI BL E A N D FA I R principles in all types of procurement.
The manufacture of our goods or services shall, in no area
of the value chain, have an impact on TINE’s environmen- D I FFE R E N T R IS K TYP E S
tal or social responsibilities. In the hunt for profits, we In addition to the purchase of milk from TINE’s owners,
cannot allow ourselves to let our production harm the TINE makes significant purchases of machinery and equip-
119
TINE SA
ANNUAL REPORT 2019
TINE is also a major buyer of transport services, mainly

related to our import of milk from the farms, transport of
THIS IS TINE
products between the various dairy plants and distribution
of finished goods to stores etc. Breach of ethical require-
R E S U LT S ments related to this transport is considered small.
S U S TA I N A B I L I T Y However, TINE considers the risk of breach of ethical re-

quirements to be greater in the import of other input factors
In general where TINE is not the contractor of the transport, and the
goods are delivered from manufacturers outside Norway.
On the farm
In the industry DEMANDS

All TINE’s suppliers are an important part of TINE’s value
In the market chain. They have a great impact on TINE’s products, and
a good, professional and trusting relationship is needed.
The suppliers must, therefore, live up to the same standards
set by TINE for their own business. Today, TINE sets writ-
7778 ment as well as various packaging. TINE also purchases
rental production of certain products that are not produced
at TINE’s own facilities. The risk of breach of TINE’s ethical
ten requirements for all suppliers who must complete and
confirm they agree with TINE’s sustainability requirements.
Number of producers including trade guidelines related to the aforementioned product TINE’s ethical trade guidelines cover the areas of employ-
contractors who supply to TINE groups is considered to be small. ment, human rights, the environment and anti-corruption
and are incorporated into the company’s purchase terms.
TINE’s purchase of ingredients such as berries, vegetable Furthermore, we require from our suppliers to have trans-
oils, sugar, cocoa and coffee has traditionally entailed a parent systems that must be demonstrated to TINE upon
greater risk of violating international ethical trade princi- request. TINE is mainly working to influence our suppliers
ples. These ingredients are produced in countries such as to take responsibility for ethical trade further back in the
China, Indonesia, Ivory Coast, Ghana, Brazil and Turkey. supply chain.
The risk of breach of TINE’s ethical guidelines is considered
highest in these countries. TINE has established systems and routines for a safe and
high-quality production of our products. Suppliers of input
Furthermore, there is a risk of breach of ethical trade principles factors are regularly surveyed and followed up to ensure
associated with TINE’s purchase of work clothes and various “safe food”. Ethical trade is included in the survey where,
120 profile articles. These articles are mostly produced in Asia. based on a risk assessment, it is considered necessary.
TINE SA
IMPROV E ME N T S
ANNUAL REPORT 2019
A better and more systematic risk assessment of suppliers
with regard to ethical trading is an important part of the L E A R N M O R E A B O UT
improvement work that is now being carried out in TINE. U S E M O R E N O RW EGIA N F E E D
In 2018, work began to prepare for TINE for the future
THIS IS TINE
to follow up our suppliers on 21 different criteria with-
in the four areas of environment, human rights, ethics
R E S U LT S and sustainable procurement. Based on this insight, the
suppliers will be assessed and given a recommenda-
S U S TA I N A B I L I T Y tion on any improvement measures. In early 2019, TINE
entered into an agreement with EcoVadis¹. EcoVadis
In general will carry out the quality assurance and scoring of each
supplier within the areas mentioned, and propose
On the farm measures for improvements for each supplier.
In the industry
In the market The Norwegian feed concentrate industry

Figures and GRI table now has a common Industry standard for the
use of palm-based fat.
In 2019, 88 of TINE’s suppliers were assessed in Eco-Vadis,

which is a relatively small number compared to the total
number of suppliers in TINE. However, it was important to A N I MA L F E E D
start assessing the largest and most important suppliers. In TINE has strong brands and the company’s owners, the In total, about 85 per cent of what animals eat is Norwegian
2020, EcoVadis assessments will continue and the goal is dairy farmers, are an important part of the brand building raw materials. The remaining 15 percent of the feed is
for minimum TINE’s strategic suppliers and partners to be around our products. TINE will therefore take our share imported carbohydrate and protein raw materials such as
assessed for sustainability in the years to come. In 2020, of responsibility and contribute to reduced environmental soy, rapeseed and palm fat.
80 new suppliers will be assessed for sustainability. and climate impact in this part of the value chain as well.
High demand for soy and palm oil worldwide has led to
In 2019, TINE also focused on emissions related to the TINE’s owners have over 220 000 cows and goats who are large areas of rainforest being cut down and transformed
transport of goods from our suppliers, and in this con- in dire need of good and nutritious feed. Nearly 60 percent into plantations. It is not a sustainable solution in a global
nection several deliveries moved home to Norway to of the feed is Norwegian-grown grass, while the remaining context and affects the environment in a wider sense with
reduce CO2 in the value chain. In addition, in the years to 40 percent is feed concentrate. In the feed concentrate, increased greenhouse gas emissions, increased erosion
come, TINE will begin work on a HUB solution to combine there are on average 60 per cent of Norwegian-produced
121 input factors for the individual dairy plants. raw materials such as barley, oats and wheat. 1
https://www.ecovadis.com/
TINE SA
and this harvesting can destroy the indigenous peoples’ In 2018, Norwegian cereals had a high protein content.
ANNUAL REPORT 2019
livelihoods. This helped reduce the consumption of soya in Norwegian
feed by one percent.
L E SS PA L M FAT IN F E E D
In Norway, there are mainly three producers of feed con- The soya used today in the feed concentrate has a limited
THIS IS TINE
centrate for livestock. Feed concentrate purchases are direct environmental impact. However, the indirect con-
made directly from these producers by the individual dairy sequence is greater. The increased consumption of soya
R E S U LT S farmer. As a recipient of milk, TINE has the opportunity for animal feed may contribute to increased harvesting
to influence both feed and milk producers to change the of rain forest for growing soya for other products. Efforts
S U S TA I N A B I L I T Y production and use of concentrates in a more sustainable are being made to increase the proportion of Norwegian
direction. raw materials in the feed so that in the long term, the use
In general of soya as a protein source can be reduced.
In 2015, TINE finalized a recommendation to limit the use
On the farm of palm-based fat in feed to ruminants. The Norwegian S U B S ID IA R IE S
In the industry feed concentrate industry now has a common industry standard Until 2017, TINE’s sustainability report included the parent
for the use of palm-based fat. The standard sets certi- company (TINE SA). As of 2018, subsidiaries are fully or
In the market fication requirements2 for the sustainable production of partially included in the report.
palm fat. Furthermore, an upper limit on the percentage
of palm fat in the feed has been set at 3 per cent. Be- The work to ensure a responsible value chain includes all
tween 2013 and 2018, consumption of palm fat in feed products produced at TINE’s plant as well as TINE’s prod-
has been reduced by 28 per cent3. From 2017 to 2018, ucts that are produced by partners. As previously, the
consumption of palm fat increased by 15 percent. The subsidiaries Fjordland AS and OsteCompagniet AS are only
increase was mainly needed as a compensation for a dry partially included. Around 77 per cent of Fjordland’s prod-
summer that provided the Norwegian grain crops with low ucts and approximately 79 per cent of OsteCompagniet’s
energy content. The feed concentrate industry has covered products are manufactured at TINE’s dairy plant. The work
100 per cent of the consumption of oil palm products in to ensure a sustainable value chain on these products is
2018, through the purchase of RSPO-certified production. therefore included in this report.
In 2015, the feed industry signed its soya declaration4. The work on the production of sustainable feed for the
This gives a clear direction and goals on how to limit the dairy cows includes all TINE’s Norwegian subsidiaries, as
2
RSPO certification completed, “RSPO smallholder certificates” environmental impact of using soya. Today, all soya milk the need for milk for the production of their various prod-
3
“Report from the Norwegian power feed industry 2018” Joint for ruminant feed in Norway, with Brazilian origin, is certi- ucts is met by milk from TINE’s milk producers. TINE’s
Purchase Feed Development fied according to ProTerra5 or RTRS6. Canadian soya bean foreign subsidiaries, where the raw milk is sourced from
4
Norwegian commitments on sustainable soy and forests does not have equivalent certification. However, Canada’s other than TINE’s own milk producers, are not included
5
The ProTerra Foundation (http://www.proterrafoundation.org/) legislation is so strict that it covers important criteria that in this report. These companies are subject to national
6
Table on Responsible Soy lie in ProTerra and RTRS. regulatory requirements.
122 (http://www.responsiblesoy.org/?lang=en)
TINE SA SU STA I N A B ILITY — O N TH E FA R M
ANNUAL REPORT 2019
Sustainable agriculture
THIS IS TINE
R E S U LT S
Share of renewable energy TINE lives by processing milk for various cuts in greenhouse gas emissions from transport and ag-
In general ENERGY CONSUMPTION / PER CENT riculture affects TINE’s operations. Agriculture has agreed
dairy products. Big changes in nature and
with the authorities to commit to greenhouse gas cuts of
On the farm 100 % the climate will hit us hard. We therefore 5 million tonnes of CO2 in the period 2021 to 2030.
In the industry have a strong self-interest in contributing
to the sustainable use of the earth’s C H A N GE D D IE T
In the market Climate and environmental considerations are increasingly
resources and limiting climate change. included in dietary and nutrition recommendations. It is
no longer just about the nutritional needs of the individu-
al and the population, but also about what is sustainable
MO R E O F B OTH R A IN A N D D RO U GH T for the planet. During the year, several reports came out
The farmers who live from cultivating the land and pro- with a recommendation for a more sustainable diet, which
ducing food are among the first to notice climate change. means increased intake of vegetable products and reduced
0 We have already experienced that there will be more ex- consumption of animal products, particularly red meat.
2015 2016 2017 2018 2019 treme weather; much of our rainfall in autumn combined
with either very wet or very dry summers. Both provide
challenging harvesting conditions for grass and grain.
Agriculture in Norway represents over
Climate change leads to changes in the weather and all eight per cent of Norway’s total emissions
agriculture must adapt and work to limit these changed of greenhouse gasses.
conditions on food production.
Comprehensive measures both globally and locally are

required to reach the 1.5 degrees target set in the Paris In fact, increased attention has been paid to meat produc-
Agreement. Norway has committed to follow the EU’s tar- tion and issues relating to the import of ingredients into
gets to cut emissions in the non-quota sector by 45 per the cattle feed for cattle, for example soya from Brazil.
123 cent by the year 2030. In particular, the requirement for Furthermore, questions are being raised about water, land
TINE SA
use, animal health and greenhouse gas emissions related
ANNUAL REPORT 2019
to the production of animal products. TINE experience that
dairy products are increasingly impacted by this challenge.
STATU S O F G R E E N H O U SE G A S E MI SSI O N S
THIS IS TINE
Agriculture in Norway accounts for just over eight per cent
of Norway’s total greenhouse gas emissions. Emissions
R E S U LT S were reduced by 5.3 per cent between 1990 to 2018, and
decreased by 1.2 per cent from 2017 to 20181. The main
S U S TA I N A B I L I T Y reason for the decrease in emissions is that milk produc-
tion per cow has increased while the number of cows has
In general decreased. At the same time, increased imports of food
products have resulted in parts of the emissions as a result
On the farm of Norwegian food consumption appearing in the produc-
In the industry tion country’s emissions accounts.
In the market GETT I N G T H E MO ST FRO M O U R COWS

Norway has an efficient and relatively environmentally
friendly milk production compared to the rest of the world.
But if we are to meet the increased competition from,
among other things, vegetable alternatives, we must con-
tinue the good work.
An average of various research reports2 shows emissions

of 1.15 kg CO2 equiv. per kilo of milk produced in Norway,
while the world average3 is 2.60 kg CO2 equiv. This includes
emissions throughout the value chain from farm to consum-
er. A significant part of the emissions, almost 80 per cent,
is related to the activity that takes place on the farms.
1
Environmental status. https://miljostatus.miljodirektoratet.no/
tema/klima/norske-utslipp-av-klimagasser/klimagassutslipp-fra-
jordbruk/
2
CICERO. Report 2016:04. Climate footprints of Norwegian Dairy
and Meat – a synthesis
3
Tackling climate change through livestock, Food and Agriculture
124 Organization of the United Nations. Rome, 2013
TINE SA
1 393.8
ANNUAL REPORT 2019
THIS IS TINE Cows’ milk delivered to TINE in 2019

MILLION LITRES
R E S U LT S
In general
On the farm
In the industry
In the market
Emissions on the farm are mainly related to methane gas CLO SE TO TH E M ILK P RO D U C E R sessed and laid the foundation for measures to reduce the
and nitrous oxide, with methane gas accounting for 47 TINE has a large consulting apparatus, approximately 300 greenhouse gas emissions from the farm’s milk produc-
per cent of agriculture’s total emission4. Methane gas is people, who are in daily contact with the company’s milk tion. In 2019, the test was extended to a further 100 dairy
formed by digestion of feed in rumen for ruminants (en- producers. Here they can get advice and expertise on areas farms. These pilots give TINE and the dairy farmers’ an
teric methane) and from the storage of animal manure. such as feeding, milk quality, animal welfare and climate. important insight into the factors that have an impact on
Nitrous oxide is produced by the use of mineral fertilizers This consultancy is an important resource in the work of the greenhouse gas emissions, and consequently a solid
and livestock manure as well as by the storage of manure. organizing and anchoring the work to reduce greenhouse basis for the measures that must be taken to reduce the
That said, one should be aware that the cultivation of food gas emissions from milk production. emissions on individual farms.
and animal husbandry is part of the so-called short carbon
cycle. Animal feed such as plants and grass adsorb and CL I MAT E S M A RT AGR IC U LTU R E R E S E A RC H O N R E D U C E D E M ISS IO N S
binds carbon as part of photosynthesis. When the animal Climate work must start in our back yard. That is why TINE Methane is the most important greenhouse gas from animal
eats and digests the feed, carbon dioxide is released and plays a central role in the project “Climate Smart Agricul- husbandry. TINE is now working with the Norwegian
then taken up again by plants and grass. We get a perpet- ture”, a collaboration between several players in agricul- University of the Environment and Life Sciences (NMBU)
ual cycle that must be kept in balance. ture. Here, a climate calculator has been developed for on a feed additive that has been shown to reduce methane
calculating greenhouse gas emissions per farm. In 2018,
Wastewater from agricultural land to watercourses leads to the calculator was tested at 17 dairy farmers. With close 4
Environmental Status: https://miljostatus.miljodirektoratet.no/
loss of nutrients, nitrogen and phosphorus, with adverse follow-up from consultants in both TINE and the Norwe- tema/klima/norske-utslipp-av-klimagasser/klimagassutslipp-fra-
125 effects on the environment. gian Agricultural Advisory Council, the results were as- jordbruk/
TINE SA
ANNUAL REPORT 2019
THIS IS TINE
R E S U LT S TIN E FA R M
ASLAK SNARTELAND • FYRESDAL
gas emissions by as much as 40 per cent during animal Accounts (Scope 1). TINE has strong brands. Customers,
In general studies in Canada. It is about blocking the enzymes that consumers, authorities and owners are increasingly con-
produce methane gas in the cows’ gut. cerned about climate change and the effect different foods
On the farm have on the climate. This will affect the competitiveness
In the industry TINE is also working with NMBU to evaluate how optimal of the various TINE products, and consequently the com-
harvesting of the grass can help reduce methane emissions pany’s profitability. TINE will therefore help agriculture to
In the market from a cow’s digestion. It appears that a somewhat earlier fulfil the agreement with the authorities on cuts in green-
harvest than normal can result in reduced emissions of house gas emissions by 5 million tonnes of CO2 in the
between 10 to 15 per cent. period 2021 to 2030.
New research shows that there is considerable carbon S U B S ID IA R IE S

bonding in uncultivated land. Ruminants on uncultivated Until 2017, TINE’s sustainability report included the parent
land are a decisive factor for this carbon bond. The Climate company (TINE SA). As of 2018, subsidiaries are fully or
Panel (IPCC) states that all countries must use all cultivated partially included in the report.
agricultural land and utilize grass and pasture resources
optimally, in order to reach the 1.5 degrees target and to Work on sustainable agriculture includes all TINE’s
ensure sufficient food in the world. It will therefore be im- Norwegian subsidiaries as the need for milk for production
portant to facilitate increased grazing on uncultivated land, their various different products is supplied by milk from
and not least, carbon binding must be taken into account TINE’s milk producers. TINE’s foreign subsidiaries, where
in the climate accounts for meat and milk. raw milk is produced from other than TINE’s own milk
producers is not included in this report. These companies
CL E A R O B JEC TIVE S are regulated by national regulatory requirements.
Greenhouse gas emissions from the activities on the dairy
farms such as methane emissions from the cow and CO2
from agricultural machinery are not a responsibility that
rests with TINE, but with the individual dairy farm. Con-
126 sequently, this emission is not included in TINE’s Climate
TINE SA S USTA I N A BI L I T Y — O N T H E FA R M
ANNUAL REPORT 2019
Sustainable milk production requires

healthy and robust animals
THIS IS TINE
R E S U LT S
TINE’s around 10 000 owners, with their quality. Good milk quality depends on many different
In general factors. On the farms, the hygiene before, during and
herds of around 200 000 dairy cows
after milking must be a priority amongst TINE’s 10 000
On the farm and 30 000 goats producing milk, form owners with their 200 000 dairy cows and 30 000 goats.
In the industry the very foundation of TINE’s business. TINE and the company owners therefore both have a
Therefore, TINE and the company’s owners responsibility to ensure the animals are robust, healthy
In the market and are treated well. Optimal washing, the correct milking
have both a responsibility and a strong techniques and a well-functioning milking plant are the
Figures and GRI table interest in ensuring that the animals are foundations for success. Furthermore, it is very important
robust, healthy and treated well. to have the correct and good-quality food as well as good
animal health and welfare.
We also see that other stakeholders such as consumers, H E A LTH Y A N IM A LS , GO O D A N IM A L W E LFA R E

customers and authorities believe that animal welfare Norway has very good cattle and goat health with the ab-
is important when asked what TINE should pay special sence of many serious infectious diseases that still exist
attention to. The animals must be treated well. in other European countries1.
The dairy farmers and TINE both have a responsibility Norway is free, for example, of Bovine virus, diarrhoea
for the cows and goats being strong, healthy and treated (BVD), Salmonella and Infectious Bovine Rhinotracheitis
well. Sustainable milk production is about the good health (IBR). With regard to our goats we are free from paratu-
and welfare of the animals. Furthermore, it is important berculosis, CEAV (Infectious meningitis and arthritis) and
to focus on the animals and how they experience their Caseous lymphadenitis (CLA).
own existence and allow them the opportunity to practice
natural behaviour. It is important that the bacteria that cause these diseases,
do not enter the cattle and goat herds in Norway. If we
MI L K O F TO P Q U A LITY
127 Norway is one of the world’s top countries for good milk 1
Source: Veterinary Institute
TINE SA
75 %
ANNUAL REPORT 2019
THIS IS TINE Decline in antibiotic use

1994 — 2019
R E S U LT S
can avoid this, we will also minimise the use of antibiotics
In general and maintain good animal health.
On the farm The disease Bovine Digital Dermatitis (BDD) causes many
In the industry animals to become lame. This disease is in Norway. We are
now trying to limit this disease as far as possible through
In the market prevention of infection and more control of transported
animals.
LOW U SE O F A N TIB IOTIC S just over 14 cows to almost 28. At the same time, the
It is important for TINE to be able to document that is A comprehensive agricultural industry is working hard number of dairy farms has been drastically reduced, to
has a healthy stock of cattle and goats that are free from to reduce and optimize the use of antibiotics. In Nor- about 8 000. In 2019, more than 50 per cent of Norwegian-
serious infectious diseases. The cow and goat control at way, there has been a significant reduction in the use of produced milk came from a farm with a milking robot,
TINE’s Mastitis Laboratory, and the Animal Health Portal antibiotics. In the period 1994 to 2019, the reduction was and this proportion is increasing. Milk production is
have key roles in monitoring, controlling and reporting around 75 per cent. based on advanced technology, which allows the producer
infectious diseases in Norway. to spend more time among the animals and thus better
Efforts are being made to significantly reduce the use of animal welfare.
Growth hormones or other growth-promoting treatments antibiotics. One important step is to revise the therapeutic
are not used in Norwegian milk production. recommendations for the use of antibacterial agents in M O R E IN D RY LOTS
cattle. There is now a close collaboration between several The two most common types of operation in Norwegian
AN IM A L S, LOW CL I MAT E G A S E MI SSI O N S stakeholders who is to develop recommendations for milk production are so-called free stall cattle and dry lot
Sick animals that “work” to fight disease, consume a lot change. It is expected that these recommendations will farming. Free stall cattle are the traditional form where
of energy, which also leads to lower milk production. Sick reduce antibiotic use by another 20 to 30 percent. the cows stand on the stall during the winter months and
animals therefore have a higher greenhouse gas emission are grazing in the summer. When in dry lot, the animals
per unit produced than healthy animals2. Healthy animals BI G CH A N GE S move freely in the barn and are grazing in the summer.
are therefore very important for efficient milk production During the period from 2007 to 2019, major changes
and low greenhouse gas emissions. in Norwegian milk production took place. The average
128 number of dairy cows per farm has almost doubled, from 2
Kvidera et al., 2017
TINE SA
Larger herds are usually organized as dry lot. The number SY ST E MATIC WO R K IN G FO R B E TTE R good birth routines, enough raw milk at the right time of
ANNUAL REPORT 2019
of dry lot farms has increased from 11 per cent in 2007 A N I MA L W E LFA R E good quality and good access to hygienic milk and feed.
to 40 per cent in 2019. The proportion of cows in dry lot It is not necessarily the case that healthy animals are the
farming at TINE’s farms is now 60 per cent. same as happy animals. There are conditions in animal For a partial indicator such as dead cows, the proportion
husbandry that we cannot see directly from the health of self-deceased is reduced, while the proportion of killed
THIS IS TINE
In Norway there is a requirement that all barns should be of the animal. In 2016, we started work on developing and emergency slaughter is constant. It is a good develop-
dry lot farming by 2034. In recent years, TINE has provided an indicator to document and improve animal welfare. In ment that the number of self-dead is reduced. Sick animals
R E S U LT S input to the agricultural negotiations on the need for in- 2019, TINE launched the animal welfare indicator, a tool should not suffer unnecessarily and should be killed when
creased financial support for conversion to drylot farming. that will provide the individual farmer with important in- this is the last and only resort. The mortality rate for dairy
S U S TA I N A B I L I T Y This is to ensure a good and faster rescheduling. formation on how animal welfare has evolved and how it cows in Norway is among the lowest in the world. Other
can be improved. The indicator is based on production countries we can be compared with is known to have more
In general data registered in the Cow Control and uses the World than twice the mortality rate.
Animal Health Organization (OIE) standard for animal wel-
On the farm fare assessment. The reference year is set as 2015. In the GO O D CO N TRO L O F A N TIB IOTIC TR AC E S
In the industry long term, the indicator will be used to work according to IN M ILK
the new ISO standard for “Animal Welfare Management” All milk that comes on tankers to TINE’s plant is checked
In the market (ISO/TS 34700), possibly as part of ISO 9001. for antibiotic content. In 2019, there were 66 deliveries
(65 of cow’s milk and 1 of goats’ milk) of cow and goat’s
G O O D D E VE LO P M E N T milk with traces of penicillin antibiotics. In order to avoid
The animal welfare indicator has improved and showed possible transfer of antibiotics to the products, this milk
a value of 103.2 points at the end of 2019, an increase is destroyed.
of 3.2 points from 2015. This shows that animal welfare
in general, and assessed on a broad basis, has improved S U B S ID IA R IE S
in recent years. 2019 in particular was a good year with Until 2017, TINE’s sustainability report included the parent
an increase of 2.1 points. This can be attributed to TINE’s company (TINE SA). As of 2018, subsidiaries are fully
work with increased focus on animal welfare towards or partially included in the report. The work on animal
TINE’s owners through producer and group meetings. welfare includes all of TINE’s Norwegian subsidiaries
as the need for milk for the production of their various
From the sub-indicators, a slight negative development products is covered by milk from TINE’s milk produc-
for calves and fertility is seen, a stable development for ers. TINE’s foreign subsidiaries, where the raw material
young animals and return, while there is the greatest im- milk is sourced from other than TINE’s own milk produc-
provement for hoof, metabolism and dehorning. In the ers, are not included in this report. These companies are
partial indicator on calf health, the number of stillborn subject to national regulatory requirements.
and dead calves is constant in recent years. There is a
goal to reduce this percentage. We see that calf health
and contagion containment are bigger challenges in larger
129 dry lots. Important measures to improve calf health are
TINE SA
ANNUAL REPORT 2019
THIS IS TINE
R E S U LT S
IN THE INDUSTRY
In general
On the farm
In the industry
In the market
130
TINE SA S USTA I N A BI L I T Y — I N T H E I N D U ST RY
ANNUAL REPORT 2019
Greenhouse gas emissions

from transport and industry
THIS IS TINE
R E S U LT S
S U S TA I N A B I L I T Y S UBS I D I A R I E S
Until 2017, TINE’s sustainability report included the parent cent by 2030, compared with the 1990 level. The agreement
In general company (TINE SA). From 2018, subsidiaries are fully or par- means that Norway will participate in the EU’s climate reg-
tially included in the report. The work on animal welfare in- ulations for 2030 on equal terms with the EU countries. It is L E A R N M O R E A B O UT
On the farm cludes all of TINE’s Norwegian subsidiaries as the need for expected that TINE will contribute to achieving the national GR E E N H O U S E GA S E M ISS IO N S
milk for the production of their various products is covered by climate target by reducing our own emissions. O U TS ID E S CO P E 1
In the industry
milk from TINE’s milk producers. TINE’s foreign subsidiaries,
In the market where the raw material milk is sourced from other than TINE’s We also see that TINE’s customers, employees and owners
own milk producers, are not included in this report. These increasingly want their partners and place to work to be
companies are subject to national regulatory requirements. sustainable, and help to preserve the environment. This is
reflected, among other things, in the fact that our custom-
Norway’s climate policy is based on various agreements ers now want closer cooperation so that both their and
reached by the Government between 2008 and 2019. The our ambitions for sustainability can be achieved.
signing of the Paris Agreement in 2015 marks a divide in
international climate policy, and is a leader in Norway’s en- E X PA N D I NG TH E C LIM ATE ACCO U N TS
vironmental strategy. The basis for the climate settlement in Until 2017, TINE’s climate accounts have included emissions
2008 was the Stoltenberg Government’s Climate Report (St. from the parent company’s (TINE SA) production and transport.
Report no. 24. 2006-2007). Based on the climate change re- From 2018, we have included greenhouse gas emissions from
port and the fact that 2007 was the first year in which TINE the subsidiaries Diplom-Is, Norseland Ltd. and Norseland Inc.
presented a complete climate report, 2007 has been chosen
as the baseline year for the environmental target. Emissions from the subsidiaries Fjordland AS and OsteCom-
pagniet AS are, as previously, only partially included. About
TOWA R D S A R E N E WA BL E SO CI E T Y 77 per cent of Fjordland’s products and approx. 79 percent
In 2019, Norway and Iceland agreed with the EU on a new of OsteCompagniet’s products are manufactured at TINE’s
climate agreement. Norway and Iceland will cooperate dairy plant. These products are also shipped out to custom-
with the EU on emission cuts until 2030, with a target of at ers on TINE’s lorries. The greenhouse gas emissions associ-
least 40 per cent reduction. Norway itself has set a somewhat ated with the production and transport of said products are 1
TINE’s greenhouse gas emissions per 2007:
131 higher target of reducing emissions from Norway by 45 per therefore also included in TINE’s climate accounts. 83 841 tonnes CO2 equiv.
TINE SA
ANNUAL REPORT 2019
LE AR N M O R E ABO U T
WH AT I S TO BE I N CL U D E D I N T H E CL I MAT E ACCO U N T S?
THIS IS TINE
R E S U LT S
In general
On the farm
In the industry
In the market
132
TINE SA
TOWA R D S Z E RO E MI SSI O N S I N 2 0 2 5 # K U K R A FT — B IO GA S O N F E RTILIZ E R
ANNUAL REPORT 2019
TINE has already decided to implement environmental In 2017, TINE launched the #Kukraft concept on the The use of bio fertilizers also brings more essential nu-
measures that will significantly reduce greenhouse gas transport side, an exciting environmental program for using trients back into agriculture, in a circular economy for
emissions. We expect increased access to renewable ener- biogas based on livestock manure. The development of agriculture. Some nutrients, such as phosphorus, are not
gy in the form of district heating, electricity. and bioenergy #Kukraft is in collaboration with Air Liquide Skagerak and renewable, and it is crucial that future agriculture can re-
THIS IS TINE
for our dairy production. However, it is more uncertain to Greve Biogas. The 200 000 Norwegian cows that supply cycle these important nutrients.
what extent and when renewable fuel will be available for milk to TINE become important contributors to achieving
R E S U LT S our transport. this goal. At the end of 2019, TINE has ten lorries using biogas. In
2020, we expect to take delivery of another ten lorries
S U S TA I N A B I L I T Y As a result of our planned environmental measures and By using the manure as a raw material in biogas produc- using biogas. #Kukraft and biogas from livestock manure
the rapid development of technology, we has set ourselves tion where the biogas goes to fuel and the bio fertilizer is are an important measure for TINE to reach the goal of
In general the target that by 2025 we will only use energy and fuel returned to agriculture, this gives a triple climate effect using only renewable energy and fuel by 2025. #Kukraft
based on renewable raw materials. where biogas replaces fossil fuel, bio fertilizer replaces is also an important contribution for agriculture to reduce
On the farm artificial fertilizer, and emissions of methane and nitrous its greenhouse gas emissions.
In the industry S IGN I FI CA N T R E D U C T I O N oxide from fertilizer stocks and by spreading are avoided.
We now see that our long-term climate work is delivering
In the market results. Greenhouse gas emissions from dairy operations
in Norway have been reduced by 7782 tonnes CO2 equiv.,
Figures and GRI table Greenhouse gas emissions CO2 equiv. Scope 1 Spills of coolant agents / Scope 1
corresponding to 34 per cent since 2016. In 2019,
TONNES CO2 from transport / Scope 1
emissions were reduced by 1388 tonnes CO2 equiv. How- CO2 from dairies / Scope 1
ever, there are specific plans that will reduce emissions
down to 6000 tonnes by the end of 2021. TINE’s dairy
operations are on track to reach the goal of zero emissions
by the end of 2023. 100 000
Diplom-Is’ plant at Gjelleråsen outside Oslo, as well as the 80 000

plants at TINE’s subsidiaries abroad, use natural gas as an
energy source, which contributed to emissions of 2347 60 000
tonnes of CO2-equiv. Of the energy we use in production,
1.3 per cent comes from fossil heating oil and 13.4 per
40 000
cent from natural gas. TINE will increase the proportion of
district heating and bioenergy as a source of energy. By
the end of 2020, TINE aims to phase out heating oil at the 20 000
dairies where this is the primary energy source.

0
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
133
TINE SA
ANNUAL REPORT 2019
Energy consumption
GWh L E A R N M O R E A B O UT
TOWA R D S Z E RO
700 Electricity
Bio fuel
THIS IS TINE
Fossil fuel
Fossil gas
R E S U LT S Sold district heating
Purchased district
heating
Bio-gas
In general
On the farm
0
In the industry
-100
In the market 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
IN CR E A SE D BI O D I E SE L MI X carriers for emissions-free transport if TINE is to achieve

We find it more challenging to reduce greenhouse gas our climate goals.
emissions from transport. The availability of biodiesel
based on waste (HVO)2 is limited and expensive. Good In 2019, greenhouse gas emissions from TINE’s transport
technical solutions for the use of renewable fuel such as were reduced by 1791 tonnes of CO2 equiv. The reduction
electricity and hydrogen in heavy transport is still in short in emissions is mainly due to an increased mixing ratio
supply and far more expensive. of renewable diesel in 2019. Emissions from Diplom-Is’
transport in 2019 amounted to 3279 tonnes CO2 equiv.
Nearly 50 per cent of TINE’s transport is carried out by ex-
ternal transport companies on long-term contracts. These Technology development on biogas for heavier lorries is
lorries only drive for TINE, and the emissions from this now taking place at a rapid pace. In 2018, Volvo launched
transport are also included in TINE’s climate accounts. a lorry that uses liquid biogas (LBG) as fuel. This satisfies
Furthermore, we have finished goods transport between TINE’s technical requirements with regard to engine size
the various plants. These lorries are mainly loaded up with and range, but is approximately 40 per cent more expen-
TINE products, but also transport other goods. TINE’s sive than today’s lorries.
share of greenhouse gas emissions from this transport 2
Biodiesel HVO. Advanced biodiesel, called “Hydrotreated
is included in TINE’s climate accounts. We are therefore Vegetable Oil”. TINE uses only HVO produced from biological
134 totally dependent on the environmental goals of our hired waste fractions such as offal and used frying oil.
TINE SA
TINE delivered the first biogas lorries using liquefied gas Greenhouse gas emissions CO2-equiv. Scope 1, 2 and 3
ANNUAL REPORT 2019
(LBG) in 2019. These have worked very well, which means MA RKET BASED ELEC TRICITY / TONNES
that TINE has ordered an additional 10 lorries for delivery
in 2020. We have faith that liquid biogas (LBG) can be 300 000
TINE’s predominant fuel in the future. Fuel – WTT
THIS IS TINE Scope 3
250 000 Employee flights
L ESS LO CA L E MI SSI O N S Scope 3
R E S U LT S In early 2016, TINE began a comprehensive effort to reduce District heating
200 000
Scope 2
local emissions from our transport operations. By the end
Market based electricity
S U S TA I N A B I L I T Y of 2020, TINE will have replaced all the lorries with the 150 000 Scope 2
most modern engine technology based on EURO-VI or Emissions from refrigerants
newer. The initiative is an important contributor in reducing Scope 1
In general 100 000
local pollution. By the end of 2019, TINE had 663 lorries CO2 from transport
On the farm Scope 1
with engine technology EURO-VI, an increase of 108 lorries 50 000
CO2 from dairies
In the industry from 2018. This means that by the end of 2019, 73 per Scope 1
cent of TINE’s lorries were EURO-VI or newer. 0
In the market 2014 2015 2016 2017 2018 2019
The transition to EURO-VI is important in efforts to reduce
emissions of particles and NOx. During 2019, NOx emis-
sions from TINE’s transport were reduced by 27 per cent.
GRAD U A L I MP L E ME N TAT I O N
By 2025, TINE will only use renewable fuel in our trans- However, biogas will still remain exempt from road usage nual toll road cost. A toll road exemption can therefore be
port. TINE wants a gradual implementation of various tax, which makes #Kukraft and biogas even more interest- a decisive contribution to TINE’s decision of selecting to
fuel alternatives with emphasis on biodiesel and biogas. ing. We can therefore expect biogas to play a key role in use liquid biogas to any significant extent.
However, this may be challenging as road tax on biofu- TINE’s efforts to reach our goal of using only renewable
els is due to be introduced from 1 July 2020. This means fuel by 2025. The support schemes from Enova must continue at today’s
that biodiesel will be very expensive compared to fossil level for both electric, biogas and hydrogen electric trans-
diesel, and too expensive to use in larger volumes. We there- GOOD FRAMEWORK CONDITIONS MUST BE IN PLACE port. Incentives must be given to production facilities for
fore expect modest consumption of biodiesel in 2020. The government wants the transport sector to help achieve biogas based on livestock manure. In this, there must also
the national climate targets. Good framework conditions be incentives both to supply livestock manure for biogas
and measures, such as for electric cars, are not in place production and to deliver bio-residue back to agriculture.
for heavy transport.
Emissions from Diplom-Is’ transport in
Toll road exemptions for biogas along the same lines as
2019 was 3279 tonnes of CO2-equiv. with electric and hydrogen cars will be a powerful tool.
135 Experience shows that TINE’s lorries have a significant an-
ANNUAL REPORT 2019
Ethics and diversity

THIS IS TINE
R E S U LT S
In order for TINE to be a leading supplier of food and beverage
In general
brands, TINE depends on employees, owners, customers,
On the farm consumers and others to trust us. Confidence is essential for
In the industry TINE to achieve our vision and business goals.
In the market
TINE has many roles and acts at all times as an The proposed solution is evaluated against the company’s
employer, customer, supplier, partner and owner. In all ethical guidelines.
these roles, ethical conduct is important, both in business
and personally. Food safety
All TINE products must be procured, manufactured and
E T H I CA L G U ID E LIN E S handled in accordance with adopted quality standards in
All of TINE’s employees are representatives of the business the Group.
through their various roles. It is the decisions and actions
we make every day that build on TINE’s reputation and Fairtrade
ensure trust in the company. TINE has therefore prepared We must adhere to accepted principles of ethical trade
ethical guidelines that clarify the attitudes and behav- and demand that our suppliers do the same.
ior we expect from our employees in respect, integrity
and loyalty. The guidelines create a common platform Environmental
for reflection and awareness of ethical issues and help Through our work, we must continue to focus on the
employees make the right choices. In addition, we at external environment and the impact on nature.
TINE actively and regularly train with ethical questions
and dilemmas. Here, the digital learning tool is used Corruption
where employees are exposed to various dilemmas. We shall never offer, give, claim or receive any kind of gift
The individual is then asked to describe how to solve or other benefit that may affect the undertaking of one’s
136 the challenge. or another’s position or office.
TINE SA
ANNUAL REPORT 2019
THIS IS TINE
R E S U LT S TIN E FA R M
STÅLE HUSTOFT • TYSVÆR
Events WO R K E NVIRO N M E N T
In general TINE’s events must always be professional or profession- The working environment in TINE must be characterized
ally rooted. Social programs at events should be of mod- by well-being, inclusion, trust and commitment. We do
On the farm erate value and have limited scope and frequency. not accept any form of inappropriate behaviour, bullying,
In the industry harassment or discrimination.
Communication
In the market Our communication should be characterized by openness, All employees and contractors shall contribute to improving
honesty and credibility. the HSE results in TINE by adhering to rules and instructions,
reporting hazardous conditions and near-accidents, con-
Impartiality tributing to improvement work and stopping dangerous /
We will inform our immediate superior if questions can unsafe action by their own employees or contractors.
be raised about our impartiality (conflict of interest) when
acting on behalf of TINE. WH I ST L E B LOW IN G
TINE has established guidelines for whistleblowing and ap-
Confidentiality pointed an internal ombudsman. Important points included
We should never talk to outsiders about matters in or in the whistleblowing rules are discrimination, corruption,
about TINE or our customers, suppliers or partners business ethics, as well as the duty and right to report of-
unless the information is already publicly known. fenses and violations of TINE’s ethical guidelines. New this
year is that whistleblowing relating to quality and safety
In order to ensure compliance and continuous improvement, of food are also included in the scheme. The individual
TINE has established various measures. The measures con- employee should feel secure and have the opportunity to
sist of various activities related to, among others, guide- notify someone if they notice irregularities.
lines, business planning, process descriptions and training.
In 2019, TINE has not registered any cases of corrup-
tion through our whistleblowing channel or through the
company’s legal department. There have not been any
137 concrete cases of corruption throughout the year.
ANNUAL REPORT 2019
TINE, a good place to work

THIS IS TINE
R E S U LT S
Healthy employees and stable workforce in a good working envi-
In general
ronment are a prerequisite for TINE to carry out efficient opera-
TIN E S P O LIC Y O N H E A LTH ,
On the farm tions and quality at all levels. The work shall be organized so that S A F E TY A N D TH E WO R K IN G
In the industry the employees are not exposed to undue physical or mental strain E N VIRO N M E N T
and that no one is injured or ill as a result of the work undertaken.
In the market • We believe that all accidents can be
prevented. Therefore, our goal is
zero personal injury to employees,
We care about our employees, and therefore work purpose- zation as well as increased expertise and understanding of contractors and third parties
fully with safety and the working environment at the HSE work. TINE’s overall goal is zero lost time incidents.
forefront of our mind every single day. This means that In 2019, TINE SA had 34 incidents of absence, which gave • We are all responsible for our
in TINE safety comes first, irrespectively of whether an an LTI1 per million hours worked of 4.5. This is a significant own and others’ safety, and report
employee is in the production, maintenance department decrease from 2018 (LTI per million hours worked: 7.2. hazardous situations when observed
or handling cows outside on farm visits. Absence: 55) and the target this year is the same, an LTI
per million hours worked of 4.5. • We follow the current instructions
We should look forward to going to work in TINE. for the business at all times to
Because we know that a good working environment I N CR E A SE IN R ECO R D E D H S E IN C ID E N TS A N D prevent accidents at work and
contributes to inclusion, well-being, greater impact and I MP ROV E M E N TS material damage
lower sick leave In 2019, approx. 9300 incidents and improvements were
reported in TINE SA, compared to 8071 cases in 2018. • Our working environment must
RECO R D LOW N U MBE R O F LO ST T I ME Recording and processing of both undesirable and pre- be characterized by well-being,
IN CID E N T S ventable incidents is an important way to reduce work inclusion, trust and commitment
TINE has made a big promise to increase safety in the accidents. Good tracking of such incidents makes it easier
workplace. This has contributed to a record low number of to put in place good and targeted improvement work.
lost time injuries in 2019. Behind our good result lies bet-
138 ter reporting, clearer expectations throughout the organi- 1
Definition of LTI: Lost Time Injuries
TINE SA
ABSENCE
ANNUAL REPORT 2019
The start of 2019 was challenging with a high sick leave.
This means that we have not reached our target of a max-
Trends sick leave 2019
SICK LEAVE PER MONTH I % imum sickness absence of a maximum of 5.4 per cent in
2019. However, the last six months have been good with a
THIS IS TINE
TINE SA Target 2019 TINE SA reduction in sick leave. In TINE SA, absence due to illness
8 was 5.7 per cent in 2019.
R E S U LT S
Efforts are being made to reduce absenteeism even further,
6
S U S TA I N A B I L I T Y and to continue the positive trend. New training material
has been prepared for TINE executives. In addition, we
In general 4 want an even closer collaboration with the occupational
health service and NAV.
On the farm
2 C EO’S H S E P R IZ E
In the industry
JAN FEB MAR APR MAI JUN JUL AUG SEP OKT NOV DES Good HSE work is important to TINE. We have therefore
In the market established an HSE prize to promote examples of good
work. The criteria to win the prize are based on the actu-
al results achieved and involvement in HSE. In 2018, the
winner was TINE Dairy Sømna.
TINE has made significant changes to

increase safety in the work place
R E P O RTIN G O N A CO M PA N Y LE VE L
TINE reports on three main areas of HSE: sickness absence,
number of injuries with and without absence and recorded
adverse events. Sickness absence is not reported by
gender. TINE does not tend to split sickness absence
between occupational absence or not. Currently, TINE
does not record how long an injured person is away from
work. This means that there are no figures (F-value) for
lost working time relating to such injuries.
139
ANNUAL REPORT 2019
THIS IS TINE
Looking after our milk
R E S U LT S and cheese
A minimum of 390 000 tonnes of edible food was thrown D O ME ST I C FO O D WA STE
In general away in Norway in 2018.1 This corresponds to approx. Most of the food waste takes place at the consumer’s
73 kg per inhabitant, an economic loss of around NOK 22 home. One important reason is that the food has gone out L E A R N M O R E A B O UT
On the farm billion and emissions of 1.3 million tonnes of CO2 equiv. of date. In other words, we are uncertain whether food W E LL U N D E RWAY
In the industry that is out of the “Best before” date can still be eaten,
The household sector accounts for more than half of the which it often can be. To give consumers confidence that
In the market recorded food waste which is 58 per cent. Food waste in dairy products may still be eaten after the “best before”
the food industry and the grocery trade account for 20 date, we has now labelled our products with the additional
per cent and 16 per cent, respectively. The food industry information “Best before, often good after”. We believe
and grocery retailers have reduced food waste by 12 per that this will help the consumer “look, smell, taste” the
cent from 2015 to 2018. product before it is discarded.
EXPEC TAT I O N S A N D R E SP O N SI BI L I T I E S L E SS G R E E N H O U S E GA S E M ISS IO N S

Disposing of food is not only an environmental problem, Milk is TINE’s most important resource, and spilt milk is
but also ethically problematic. Large resources and land lost revenue. The motivation to reduce the waste is not
are needed to produce food. From the production and cul- solely based on financially reasons.
tivation of food we experience greenhouse gas emissions
and pressure on nature and biodiversity. Large quantities A significant part of the greenhouse gas emissions associ-
of fresh water are also required, a limited resource in many ated with 1 litre of milk is tied to the milk production that
parts of the world. takes place on the farms. Here, emissions of greenhouse
gases methane from cow and nitrous oxide from manure
Awareness of food waste is increasing. TINE’s stakeholders are the major sources of emissions.
such as customers, authorities, employees and owners ex-
pect TINE, as a major food producer, to take responsibility
for reducing food waste in their own business and helping
consumers to do the same. 1
Østfold Research, Food waste in Norway Reporting of key figures
140 2015-2018
TINE SA
ANNUAL REPORT 2019
THIS IS TINE
LE AR N M O R E ABO U T
FO O D BA N K S
-18%
Waste in TINE SA
CHANGE 2015-2019
R E S U LT S
Here it becomes important that everyone involved from
In general tanker driver, dairy operator to commodity distributor has
responsibility and works to reduce food waste in their part
On the farm of the value chain.
In the industry
The largest part of the waste occurs in the production
In the market process. A dairy produces a variety of products. Amongst
other things, when the dairy changes from one product
to another, wastage will occur. The production plant shall
carry out a thorough clean and a certain buffer production
both before and after the change of product. Waste
should be reduced by, among other things, better planning
of production and a closer follow-up of the cleaning process
A global search of existing research reports and articles2 We aim to make our business a part of a natural cycle of
shows an average emission of 1.15 kg CO2 equiv. per sustainable utilization of input factors, including our most C LE A R GOA LS
kilo of milk produced in Norway. This includes emissions important resource, our milk. In 2017, the entire food industry, including TINE, signed a
throughout the value chain from farm to consumer statement in which the industry agreed with the authorities’
LOT S O F M ILK goal of halving food waste in Norway by 2030 (com-
From an environmental perspective, it is therefore very TINE makes milk, cheese, yogurt and other products of pared to 2015 levels). TINE has also committed to helping
important to take care of the milk so that we avoid “un- over 1 billion litres of milk every year. It is our responsi- consumers reduce their food waste.
necessary” greenhouse gas emissions and use of resources. bility to ensure that all cows’ milk is turned into various
dairy products that can be purchased in the store. During 2019, food waste in the TINE SA value chain in-
TARGE T E D WO R K creased by one per cent. This is significantly weaker than
We spends considerable resources on our business. We The goal is to have as little milk wasted as possible from the target for the year, which was a 10 per cent reduction.
must utilize these resources optimally and sustainably. the cow to the store. However, there is some waste along
Through continuous improvement, we will increase the uti- the entire value chain from the time the milk is collected 2
Carbon foot print of Norwegian Dairy and Meat - a synthesis.
141 lization of our resources and prevent wastage and waste. on the farm until the product is delivered to the store. CICERO 04/2016
TINE SA
ANNUAL REPORT 2019
THIS IS TINE
R E S U LT S
Since 2015, food waste has been reduced by 18 per cent. S U B S ID IA R IE S
In general There has been a varying trend in 2019. There have been Until 2017, TINE’s climate accounts have included food
particular challenges associated with maintaining a sterile waste from the parent company (TINE SA). From 2018,
On the farm production at one of our plants. Furthermore, there have we have included the wholly owned subsidiary Diplom-Is
In the industry been some problems related to butyric acid and salt level in this report.
as well as a slightly higher disposal of white cheese than
In the market expected. Food wastage in the subsidiaries Fjordland AS and
OsteCompagniet AS is only partially included as before.
However, we can see very good results related to the re- Around 77 per cent of Fjordland’s products and approx.
duction of food waste in finished products. Improved du- 79 per cent of OsteCompagniet’s products are manu-
rability helps reduce waste in this area by 24 per cent factured at TINE’s dairy plant. Food waste associated with
compared to 2018. Despite good results related to finished this production is therefore also included in TINE’s climate
products, food waste was higher than our target for the accounts.
year.
TINE’s foreign subsidiaries are not included in this report.
N E W L I FE TO C H E E S E These companies are subject to national regulatory
When the cheese is cut in the dairy vessels at the dairy, requirements.
“cheese dust” is formed, small pieces of cheese that
previously ended up in the purification plant. We are
working to reduce the cheese dust, or to collect it so
that this can also become cheese. At our Tretten Dairy,
we use a melting technology that allows us to transform
the cheese dust into pizza topping and burger cheese.
In 2019 we have used 90 tons of cheese dust for the
production of pizza topping and hamburger cheese.
This is 90 tons of cheese that is saved from the drainage
142 and purification plant.
TINE SA
ANNUAL REPORT 2019
THIS IS TINE
R E S U LT S
IN THE MARKET
In general
On the farm
In the industry
In the market
143
TINE SA SU STA I N A B ILITY — IN TH E M A R K E T
ANNUAL REPORT 2019
THIS IS TINE
From plastic cups
R E S U LT S to cardboard cups
WE MU ST AC T • Reduced food waste. Our packaging will limit food
In general What started in the autumn of 2017 when a stranded waste, both at TINE and at the consumer
whale with its belly full of plastic has led to a paradigm
On the farm shift towards a more environmentally-friendly world. The • Good material choices. We will optimize the use of
In the industry focus on smaller and circular plastic use has intensified. resources, use renewable materials and develop our
Climate change is perceived to be one of the biggest chal- packaging for recycling
In the market lenges we face today. This in accordance to 49 per cent of
the Norwegian population in this year’s climate barometer S IGN IF IC A N T VO LU M E
from Kantar1. It is especially the younger people under 30 In 2019, TINE used 29 363 tonnes of packaging, a reduc-
who drive the climate commitment. tion of 1303 tonnes from 2018. Since 2018, the packaging
volume of the subsidiary Diplom-Is has been included in
TINE’s packaging must take into account the climate and the reported volume. Historical figures before 2018 have
the environment and help to reduce TINE’s carbon foot- not been adjusted accordingly.
print. Through innovative packaging, labelling and consum-
er dialogue we will contribute to the reduction of waste Of various packaging materials in TINE, fibre for, among
amongst consumers. other things, beverage cartons2 constitutes by far the larg-
est proportion with 76 per cent, followed by plastic for
N E W A N D A M B ITIO U S PAC K AGIN G STR ATEGY various cups and plastic films with 24 per cent. In 2018,
In 2019, implementation of TINE began a new and ambitious we achieved the goal of 100 percent renewable material
packaging strategy. Our ambition is that all packaging in in all our milk cartons. In 2019, the packaging of Biola is
TINE will be based on renewable or recycled raw materials 100 percent renewable.
by 2023. The packaging strategy focuses on the following
three working areas, we call it the packaging triangle:
1
Kantar Climate Barometer 2019
• Consumer and customer. We will offer functional 2
Drinking cartons are reported as fibre. About 20% of the carton
packaging solutions that fit into many everyday sit- is plastic. In 61% of the drinks’ boxes, we use bioplastics based on
144 uations renewable raw materials.
TINE SA
ON T H E G O P RO D U C T S light barrier has been selected. A good choice of materials
ANNUAL REPORT 2019
Consumer trends indicate increased demand for products was important to this project and the overall use of re-
we can eat while on the move. TINE is also experiencing sources was considered when it was decided to use card- L E A R N M O R E A B O UT
an increase in sales of these so-called on-the-go products board. Furthermore, a closer look at material recycling of H IGH R E TU R N S
(“on-the go”). At the same time, we see that the packaging plastic-coated cardboard and climate footprint for
THIS IS TINE
of these products more often ends up in nature or in the various cup solutions have been considered.
waste, than other products. TINE will therefore devote even
R E S U LT S more resources to informing the consumer on how to re- We experience both positive and critical feedback from
cycle this packaging, and also to facilitate this to be done. customers and consumers. The carton may seem unstable
S U S TA I N A B I L I T Y and the tag may be difficult to remove. However, sales
“PAKAG I N G T R I A N G L E ” demonstrate that our consumers welcome such an environ-
In general Packaging must fulfil many different functions and it is mentally friendly solution. With the test launch of 18 per
important not to look at packaging purely as waste. First cent of Light Sour cream in cardboard cartons, TINE has
On the farm and foremost, packaging needs to protect the product so taken an important step towards more fibre-based pack-
In the industry that consumers receive a product of good and expect- aging for cooking products and yogurt. Our ambition is to
ed quality. Packaging is also an important tool for reduc-
In the market ing food waste. Without proper and optimal packaging,
we are not able to provide the products with the neces-
Figures and GRI table Packaging consumption
sary longevity. The products would also, to an extent be Fibre Metal
TONNES Plastic Glass
damaged on the road from dairy to the refrigerator.
A packaging solution that scores highly on all parame-
ters in our packaging triangle and manages to combine
30 000
these (consumer and customer, reduced food waste, good
material choice) is optimal and most sustainable over time.
25 000
TRIA L O F L I G H T SO U R CR E A M I N 20 000
A CA R D BOA R D CA RTO N
During 2019, we have tried to find a more functional 15 000
and sustainable container and lid for our cooking prod-
ucts. Our consumers and customers have been our fo- 10 000
cus and they have been involved before and after the
launch of the new cardboard carton, in the autumn of 5 000
2019. Close collaboration with Kiwi has made it possible
to launch and test TINE Light Sour cream in cardboard 0
cartons on a large scale. In order to prevent a deteriorat- 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
145 ing product quality and food waste, a cardboard with a
TINE SA
be able to reduce TINE’s plastic consumption by 400 to S U B S ID IA R IE S
ANNUAL REPORT 2019
500 tonnes of plastic annually by getting these products Until 2017, TINE’s sustainability report includes its parent
into cardboard cartons. company (TINE SA). From 2018, subsidiaries are fully or
partially included in the report. The work to ensure efficient
R ECYCL E D R AW M ATE R IA LS and environmentally smart packaging includes all products
THIS IS TINE
The use of recycled raw materials in packaging materials is manufactured at TINE’s plant in Norway. The subsidiaries
still limited to solutions that are not in direct contact with Fjordland AS and OsteCompagniet AS are only partially
R E S U LT S food. We see, however, that there is a rapid development included as previously. About 77 per cent of Fjordland’s
in the plastic type PET where there is a larger number of products and approx. 79 per cent of OsteCompagniet’s
S U S TA I N A B I L I T Y circular and closed recycling systems. This provides op- products are manufactured at TINE’s dairy plant. The work
portunities for recycled plastic for the bottle for Sunniva® on efficient and environmentally smart packaging for these
In general IsTe and plastic wrapping for cheese. products is therefore included in this report.
On the farm R ECYCL I NG D E S IGN

In the industry It is important that the packaging is designed to be recy- Our ambition stands firm to reduce TINE’s
clable for new use. In this way, it is possible to save large
use of plastics by 400 to 500 tonnes of
In the market quantities of new material and resources in manufacturing.
In 2018, TINE was a leader in the process of simplifying
plastic annually.
and making the plastic wrapping for grated cheese into
recyclable material. In 2019, we have worked on applying
the same solution to all sliced cheese, where the bottom TINE’s packaging strategy applies to the TINE group.
of the packaging is now fully recyclable. Consequently, awareness of efficient and environmentally
smart packaging will increase in all parts of the business.
R E MOVA L O F S IN GLE- U S E P LA STIC S
In a very short time, the EU has approved a new direc-
tive for plastic packaging, the so-called SUP Directive3.
This Directive aims to reduce marine pollution and in-
cludes preventives, reduction targets and requirements
for recycling. Specific prohibitions on specific articles,
including disposable cutlery, spoons and straws, have
been under scrutiny. The Directive will enter into force in
the EU from 3 July 2021. Guidelines in Norway are being
drafted and are expected to be published around the end
of the year 2019/2020. TINE’s products with plastic corks,
straws and plastic spoons could be affected by both the
ban and the reduction targets.
146 3
SUP: Single-use plastics
TINE SA S USTA I N A BI L I T Y — I N T H E MA R K E T
ANNUAL REPORT 2019
THIS IS TINE
For a better diet and nutrition
R E S U LT S
TINE has products for most occasions, three servings per day, two of which should be milk or
In general yogurt for iodine intake.
both every day and for parties. This gives
On the farm us a great responsibility, but also a great With declining milk consumption, the intake of iodine in the
In the industry opportunity to contribute positively to population has decreased, and iodine deficiency has be-
Norwegian public health. come widespread in groups that drink little milk such as
In the market women, the elderly, pregnant and allergy sufferers. To
meet the need for iodine, milk, sour milk or yogurt should
An unhealthy diet is the most important risk factor that can be an important part of what we eat from dairy products.
affect the burden of disease in Norway, along with smoking
and high blood pressure. A varied and healthy diet will meet The consumption of cheese has increased significantly
the need for important nutrients. This, together with daily over time, and each of us now eats about 50 grams per
physical activity, forms a good foundation for good health. day1. We eat more cheese and high-fat cheese than rec-
ommended by the health authorities’ diet.
Our environment as customers, consumers and authorities,
expect TINE, as a major food player, to contribute to Norwegians eat more saturated fat than recommended,
the Norwegian population having a healthy, varied and and when we know at the same time that 40 per cent of
balanced diet. the saturated fat we eat comes from dairy products, TINE
has a responsibility to help reduce their intake.
I MP O RTA N T S O U RC E
Milk and dairy products are a source of many impor- C H A LLE N GIN G
tant nutrients in the Norwegian diet, such as high-quality There are particular challenges associated with reducing
protein, calcium, iodine, and several B vitamins, but milk saturated fat in dairy products. Unlike the salt and sugar
and dairy products also contain a lot of saturated fat. that is usually added to the raw material in the production
process, the fat is a natural part of the milk’s raw mate-
The Directorate of Health recommends “letting lean dairy
147 products be part of the daily diet”. Specifically, this means 1
Developments in the Norwegian Diet, 2019
TINE SA
rial. The work of reducing saturated fat in the milk there-
ANNUAL REPORT 2019
fore requires a long time and is particularly challenging.
Changes in both the breeding and feeding of cows are L E A R N M O R E A B O UT
required, in addition to research and development of new C LE A R O B JEC TIVE S
technological solutions and increased knowledge about the
THIS IS TINE
health effects of saturated fat. In order to reduce the intake
of saturated fat, TINE will help to turn demand towards
R E S U LT S “lighter” products. Important measures include adjusting
the content of fat in familiar everyday products, creating
S U S TA I N A B I L I T Y new and tasty alternatives with less fat and facilitating the
choice for consumers.
In general
The goal of any commercial business is to create the best
On the farm possible financial result for its owners. For TINE this means
In the industry that we must utilize the milk optimally. To meet expecta-
tions of reducing saturated fat, we will face a situation
In the market where TINE has an excess of fat. The challenge will then
be to be able to use this in a way that does not challenge
the goal of a total reduction in saturated fat in the Norwe-
gian diet.
IMPO RTA N T CO N T R I BU T I O N
In 2019, TINE reduced the amount of saturated fat in sev-
eral products. Amongst other things, we have reduced
the fat content of Tinemelk® 1.0 per cent fat and Tine-
melk® 0.5 per cent fat by 0.2 per cent. We have launched
a Lighter Jarlsberg® in 450 g packaging and a new lean
lactose-free cottage cheese came on the market.
We see an increase in demand for “lighter” products, but

this is still relatively modest in volume compared to the
increase in sales of fatter products. During 2019, TINE re-
duced the amount of saturated fat delivered to the market
by 109 tonnes.
148
TINE SA
L ESS A D D E D SU G A R The authorities in the Nordic countries are now working S U B S ID IA R IE S
ANNUAL REPORT 2019
TINE has worked well to reduce the content of added sug- on new Nordic dietary advice. TINE has been active in the Until 2017, TINE’s sustainability report includes the parent
ar in our products over a long period of time. In addition, consultation process for this dietary advice so that we company (TINE SA). From 2018, subsidiaries are fully or
we have launched several products without added sugar. can ensure that new and up-to-date knowledge about the partially included in the report.
During 2019, TINE reduced the amount of added sugar we importance of milk and milk products for health is used as
THIS IS TINE
supply to the market by 104 tonnes. a basis for revision of the dietary recommendations, and Work on nutrition and public health includes all TINE’s
later Norwegian dietary recommendations. brands and products produced at TINE’s facilities in Nor-
R E S U LT S TINE is very pleased to have met the long-term goal of re- way. The subsidiaries Fjordland AS and OsteCompagniet
ducing sugar already at the end of 2019. Work on reducing R I G H T TO IN FO R M ATIO N AS are only partially included as previously. Around 77
S U S TA I N A B I L I T Y sugar consumption is ongoing, driven by a demand in the TINE wants to make it possible for consumers to make per cent of Fjordland’s products and approx. 79 per cent
market for products with little or no added sugar. healthy and informed food choices. Currently, it is diffi- of OsteCompagniet’s products are manufactured at TINE’s
In general cult to provide consumers with good information on the dairy plant. The work on nutrition and public health on
CHEE SE I S G O O D nutritional importance of the products. Here, TINE must these products is thus included in this report.
On the farm Recent research clearly shows that the effect of a food on comply with the EU’s “brand regulation”. In essence, TINE
In the industry health is complex and cannot be evaluated on the basis of is in favour of a strict regulatory framework that protects TINE’s foreign subsidiaries are not included in this re-
what it contributes to nutrients. This is particularly relevant consumers against misleading marketing and exaggeration port. These companies are subject to national regulatory
In the market for cheese, which appears to have a more beneficial effect of health effects. However, today’s regulations make it dif- requirements.
on health than would be expected from the contribution ficult for consumers to provide the information we believe
of cholesterol-raising fatty acids. they are entitled to.
LEARN MORE
A S LIGH TLY H E A LTH IE R A LTE R N ATIVE
149
TINE SA SU STA I N A B ILITY — IN TH E M A R K E T
ANNUAL REPORT 2019
Safe food instils

confidence
THIS IS TINE
R E S U LT S
TINE takes the consumers seriously. We the source of infection was drinking water. Several thou-
In general sand became ill, more than 70 were hospitalised and two
ensure that the products on the shelves
deaths were suspected of being associated with unclean
On the farm are safe to eat by complying with require- drinking water (NRK, 2019)1. This shows that we are
In the industry ments set by regulations and food safety vulnerable when systems and routines fail. Increased inter-
standards, and we are continuously national trade in food products, longer value chains with
In the market poor transparency, higher demands for efficient production
working to ensure safe food and hygiene
and climate change have all been highlighted as factors
Figures and GRI table in our value chain. that increase the risk of food waste and the spread of in-
fectious agents and chemical contaminants. For TINE, safe
products are not just about safe milk. Strict requirements
SA FE P RO D U C TS — O P E N CO M M U N IC ATIO N for other raw materials, ingredients and packaging also
It is fundamental for TINE that our products are health- help ensure health-safe products.
wise safe to eat. Consumers, customers, authorities and
owners must have confidence in TINE as a food producer
in order to deliver economic and sustainable value creation For TINE, safe products is not just
over time. Long-term work with animal health and hygiene about safe milk.
throughout the value chain from booth to table makes
Norwegian milk very safe. Through audits and certification
requirements, we will demonstrate that we are complying CO M P E TE N C E A N D C U LTU R E P ROVID E
with regulatory, industry and food safety standards. S A F E FO O D
Open communication about safe food internally and The aim of a value chain of healthy cows with high-quality
externally is an important tool for building trust. milk without contaminants and production according to
the HACCP principles requires knowledge of hazards and
SA FE FO O D IS N OT A GIVE N
A news item that was followed in Norway in the summer 1
NRK Hordaland. URL: https://www.nrk.no/vestland/
150 of 2019 was the Campylobacter outbreak on Ask where sykdomsutbruddet-pa-askoy_-dette-er-saken-1.14587221
TINE SA
risks. Competence raising, training and technical days play SU BSI D I A R IE S
ANNUAL REPORT 2019
an important part in building and maintaining a good cul- Until 2017, TINE’s sustainability report includes the parent and approximately 79 per cent of OsteCompagniet’s prod-
ture. TINE’s employees should that what they contribute company (TINE SA). From 2018, subsidiaries are fully or ucts are manufactured at TINE’s dairy plant. The work to
to complies with requirements and ensures safe food at partially included in the report. ensure safe production of these products is therefore in-
all stages of our value chain. cluded in this report.
THIS IS TINE
The work to ensure safe and good quality milk includes
N EW I N 2 0 1 9 all TINE’s subsidiaries, as the need for milk for the TINE’s foreign subsidiaries, as well as when production
R E S U LT S In 2018, all TINE’s production facilities were certified production of their various products is met by milk takes place at facilities out with TINE, are not included in
according to FSSC 22000 or equivalent and will be up- from TINE’s milk producers. this report. These companies and plants are subject to
S U S TA I N A B I L I T Y graded to the latest version of this standard in 2020. national and local government regulations.
During 2019, all TINE production facilities were upgrad- The work to ensure safe production includes all products
In general ed according to FSSC 22000 or equivalent both by in- produced at TINE’s plant. As previously, the subsidiaries
ternal and external audits, to ensure improvements and Fjordland AS and OsteCompagniet AS are only partial- 2
TINE CIM. Emergency Log
On the farm compliance with regulations. FSSC 22000 is based ly included. Around 77 per cent of Fjordland’s products 3
LabVantage Express/TINE Innsikt og Eurofins
In the industry on the ISO-22000 standard and will document that

businesses have a robust and good food safety system.
In the market
In 2019, ESA conducted audits by the Norwegian Food
Safety Authority, where one of TINE’s facilities was
visited to map out the Norwegian Food Safety Authority’s
enforcement of the regulations on milk.
TINE has key targets for safe food that include “no recalls
from the market” and “no detection of disease-inducing
microorganisms in products” (in compliance with micro-
biological regulatory requirements). In 2019, there was
the recall of one product from the market (TINE Taffel
Tomatost) after the discovery of metal filings2. During
2019, 6633 products have been analyzed for disease-caus-
ing microorganisms3. Two detections of S. Aureus were
recorded in skimmed powdered milk. These results are
satisfactory even if we did not meet our goal of zero cases
of these indicators. However, our controls indicate that
products that can cause illness and damage are unlikely
to reach the consumer.
151
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ANNUAL REPORT 2019
THIS IS TINE
R E S U LT S
FIGURES AND
S U S TA I N A B I L I T Y GRI TABLE
In general
On the farm
In the industry
In the market
152
TINE SA S USTA I N A BI L I T Y — FI G U R E S A N D G R I TA BL E
ANNUAL REPORT 2019
Figures and statistics

THIS IS TINE
R E S U LT S Sustainability and enviroment — Key figures

In 2018, subsidiaries were included in the figures for sustainability and environment. Historical figures have not been corrected accordingly.
TINE GROUP 2019 2018 2017 2016 2015
In general
HSE and employees
On the farm Number of employees 5 408 5 355 5 476 5 418 5 362
Sick leave 5.4 % 5.4 % 5.7 % 5.9 % 6.2 %
In the industry
LTIs per million hours worked 6.6 7.2 7.1 7.5 8.1
In the market Percentage of women 37 % 36 % 37 % 37 % 36 %

Percentage of women in management 37 % 36 % 35 % 35 % 35 %
Environment 1)
Gross energy consumption (GWh) 574 573 536 531 531
Operating income rel to. gross energy consumption (MNOK/GWh) 41.5 40.1 34.1 34.7 34.3
Percentage of renewable energy 2) 85 % 85 % 78 % 79 % 75 %
Packaging consumption - cartons/paper (tonnes) 2), 3) 22 296 23 450 22 230 21 815 21 839
Packaging consumption - plastic (tonnes) 2) 6 911 6 983 6 232 6 410 6 575
Packaging consumption - other (tonnes) 2) 156 233 221 230 270
Packaging consumption - total (tonnes) 2) 29 363 30 666 28 683 28 455 28 684
Packaging consumption rel. to operating income (tonnes/MNOK) 2) 1.91 2.02 2.31 2.24 2.21
Share of drinking cartons with bio-plastic (% of total volume) 2) 61 % 57 % 31 % na na
Quality index (MNOK) 2) 199 196 211 242 227

Transport (km/1000 litres raw materials) 2) 37 36 36 38 37
1) Figures for 2019 include TINE Group excluding Lotito Foods unless stated. Historic figures from 2017 and earlier include TINE SA
2) Figures for 2019 include TINE Group excluding the subsidiaries Norseland Ltd., Norseland Inc. and Lotito Foods
153 3) Drink cartons are reported as fibre. Around 20% of cartons are plastic. In 61% of our drink cartons we use bio plastic based upon renewable raw materials.
TINE SA S USTA I N A BI L I T Y A N D E N V I RO ME N T — K E Y FI G U R E S CO N T.
ANNUAL REPORT 2019
TINE GROUP 2019 2018 2017 2016 2015
Greenhouse gas emissions Scope 1

Emissions CO2 equiv. from dairies (tonnes) 17 323 19 164 24 228 22 759 27 291
THIS IS TINE
Emissions CO2 equiv. from transport (tonnes) 49 349 51 201 47 755 45 135 54 988
Emissions CO2 equiv. from other activites (tonnes) 1 752 1 842 3 285 3 286 3 441
R E S U LT S
Emissions CO2 equiv. total (tonnes) 68 424 72 207 75 268 71 180 85 720
Emissions CO2 equiv. total rel. to operating result (tonnes/ MNOK) 57.5 47.0 53.3 41.3 57.5
Emissions CO2 equiv. from dairies, market based electricity 193 653 195 095 160 112 136 560 129 469
In general
Emissions CO2 equiv. from dairies, local based electricity 11 139 10 492 4 834 4 440 2 542
On the farm Emissions CO2 equiv. from dairies, remote heat 865 472 2 329 2 157 1 997

In the industry
Fuel (Well-to-tank) 11 650 12 602 11 870 12 134 na
In the market Employee flights 2) 1 492 1 292 1 200 1 813 2 015
Local emissions 1)
Emissions NOx (tonnes) 58.7 78.6 na na na
Nutrition (TINE SA) 3)

F U R T H E R I N F O R M AT I O N Number of “Nøkkelhull”-products 3) 16 14 13 13 12
Participants in TINE Relay (number) 3) 110 000 110 210 108 410 106 020 104 000
Saturated fat, total in products (tonnes) 3) 28 693 28 802 29 082 29 452 29 166
Added sugar, total in products (tonnes) 3) 5 662 5 766 6 022 6 315 6 652
Salt, total in products (tonnes) 3) 827 816 817 802 828
Animal health and animal welfare

Animal welfare indicator 4) 103.2 101.1 100.7 99.7 100.0
Safe food 2)
Pathogenic bacteria, number of negative tests 6 633 5 253 4 648 4 435 2 830
Pathogenic bacteria number of positive tests 2 8 0 2 1
Number of recalls 1 0 1 2 2
1) Figures for 2019 include TINE Group excluding Lotito Foods unless stated. Historic figures from 2017 and earlier include TINE SA
2) Figures for 2019 include TINE Group excluding the subsidiaries Norseland Ltd., Norseland Inc. and Lotito Foods
3) Figures for 2019 include TINE SA
4) The animal welfare indicator is based on production data from #Kukontrollen and uses the World Animal Health Organisation’s (OIE) standard for animal welfare.
154 A positive change in the indicator value indicates a positive change in animal health and animal welfare.
TINE SA S USTA I N A BI L I T Y — FI G U R E S A N D G R I TA BL E
ANNUAL REPORT 2019
How we report GRI table for 2019

E X T E RN A L LI N K
THIS IS TINE
R E S U LT S TINE sees sustainability as an integral part of the company’s the reporting is in accordance with GRIS reporting principles
overall operations and we report on our work on sustainability as and that the report satisfies the “Core” level in accordance
S U S TA I N A B I L I T Y with the guidelines; refer to the Auditor’s statement on
a part of the annual report.
the next page.
In general
In 2018, a materiality analysis was performed in accord-
On the farm ance with the reporting standards published by the Global
In the industry The purpose of this report is to give our stakeholders as Up until 2017, TINE’s sustainability report and climate ac- Reporting Initiative (GRI). In this analysis, we assessed how
owners, employees, customers and consumers, a complete counts have included the parent company TINE SA. From sustainable our surroundings were, how this affected our
In the market and balanced overview of how TINE follows up on our sus- 2018 onwards, we have included the wholly owned sub- value chain and what expectations TINE’s stakeholders had
tainability responsibilities within the areas we consider to sidiaries Diplom-Is AS, Norseland Ltd. and Norseland Inc. for the business. This materiality analysis highlighted 18
be the most central to TINE’s business. unless otherwise stated. different aspects that were reported and verified by our
auditor in 2018.
In 2018, a materiality analysis was performed in accordance Emissions from the subsidiaries Fjordland AS and OsteCom-
with the Global Reporting Initiative (GRI) reporting standard. pagniet AS are only partially included as stated previously. In 2019, we have a clearer picture of which of these aspects
Here we looked closely at how we, within our own envi- Around 77 per cent of Fjordland’s products and approxi- are absolutely essential to TINE and TINE’s owners. On this
ronment, approach sustainability, how this affects our value mately 79 per cent of OsteCompagniet’s products are man- basis, it has been decided to reduce the number of aspects
chain and what expectations TINE’s stakeholders have for ufactured at TINE’s dairy plant. These products are also to 11 in 2019.
the business. In 2019, we have a clearer picture of which transported to customers in TINE’s lorries. Therefore, the
aspects are absolutely essential for TINE and TINE’s owners. greenhouse gas emissions associated with the production The attached link to the GRI table shows which GRI aspects
This means that the number of significant aspects for 2019 and transport of these products are also included in TINE’s TINE reports on based on the materiality analysis. This ta-
has been reduced. This analysis is described in more detail climate accounts. ble has references to where the individual elements and
in the The essentials chapter. indicators can be found in TINE’s 2019 Annual Report, and
T I N E G R I TA B LE 2 0 1 9 whether it provides a full or partial answer in relation to the
REPO RT I N G A N D ACCO U N T I N G P R I N CI P L E S TINE continues the company’s reporting on sustainability in GRI guidelines.
Sustainability reporting includes the TINE Group unless oth- accordance with the guidelines from the Global Reporting
erwise specified. The areas covered by the report are mainly Initiative (GRI). Sustainability reporting for 2019 is based The GRI table is verified by an external third party and also pro-
based on TINE’s strategy for sustainability and also include on GRI Standards. TINE’s sustainability report for 2019 is vides an overview of verified aspects as well as “omissions”
relevant factors along the value chain for milk that are be- included in TINE’s Annual Report 2019 and published on the where they occur. For a full description of the individual indi-
155 yond the company’s direct area of responsibility. company website. Our external auditor EY, has verified that cators, refer to the GRI website, www.globalreporting.org.
TINE SA
ANNUAL REPORT 2019
THIS IS TINE
R E S U LT S
Our representatives
Further information
Our locations
156
TINE SA FURT H E R I N FO R MAT I O N
ANNUAL REPORT 2019
Our representatives
THIS IS TINE
R E S U LT S
S U S TA I N A B I L I T Y AN N U A L G E N E R A L ME E T I N G Rolf-Daniel Midthun CO N TRO L CO M M ITTE E Owner-elected deputies

The Annual General Meeting consists of Arthur Salte Per Amb, Chair Asgeir Pollestad, 1st deputy
110 owner-elected members. The members Asgeir Pollestad Sigrun Bakken Lerhol, Deputy Chair Gjertrud Svartveit Osmundsen, 2nd deputy
are distributed proportionately between Andreas Wollnick Wiese Petter Arne Ekroll Ole Paulsen, 3rd deputy
each ownership area on the basis of the Gjertrud Svartveit Osmundsen
Our representatives
number of members in the year before the Kari Lise Breivik Employee elected deputies
Our locations annual reporting year. In addition, there is Gunn Randi Finstad B OA R D O F D IR EC TO R S Dag Rune Herting (NNN), 1st deputy
the Board and Council Members. Hans Mathias Ulberg Owner-elected members Randi Einarsen (NML), 1st deputy
Even Solhaug Marit Haugen, Chair Kurt Haukland (Negotia), 1st deputy
Ole Paulsen Nils Asle Dolmseth, Deputy Chair
ADVISO RY G RO U P Solveig Bratteng Rønning
Odd-Einar Hjortnæs, Chair Employee elected members Anders Johansen C E N TR A L E LEC TIO N CO M M ITTE E
Einar Åbergsjord, Deputy Chair Bjørn Lande Nina Kolltveit Sæter Bodil Mannsverk, Chair
Frank Kjærnes Rolf Øyvind Thune Jan Olav Tømmerås, Deputy Chair
Other owner-elected members Mona Berntsen Askild Eggebø Barbro Braastad
Einar Johansen Meisfjord Ingunn H. Skauen Ruud Helge Arne Espeland Ola Andreas Byrkjedal
Veronica Berntsen Hjelle Paal Wanvik Cecilie Bjørlo Anne Helene Burdahl
Odd-Arne Stormo Kjell Inge Robberstad Elisabeth Irgens Hokstad Nils Neteland
Einar Åbergsjord Hilde Kraggerud Knut Johnny Enoksen
Magnhild Johanne Nymo Rune Heggem Employee elected members Grethe Skar Misfjord
Agnete Hansen Inger Marie Tayuzak Tor Arne Johansen
Nina Vangen Ranøien Egil Torland Ottar Råd
Vegard Smenes Hilde Fismen Elin Aarvik
Birgit Oline Kjerstad Kåre Pedersen Jeffrey Thomas
Trond Hodne Lars Olav Iversen
Jørn Magne Vaag Dag Rune Herting
Heidi Aarsheim Bøe Mohammed Malik
157 Kjell Paulen Kurt Haukland
TINE SA FURT H E R I N FO R MAT I O N H E A D Q U A RTE R S
ANNUAL REPORT 2019
TINE SA
Our locations P.O. Box 7, 0901 Oslo

www.tine.no
Phone: 03080
THIS IS TINE
firmapost@tine.no
R E S U LT S
W H O LLY OW N E D S U B S ID IA R IE S
S U S TA I N A B I L I T Y Diplom-Is AS
P.O. Box 23, 1483 Hagan
Phone: 02001
OsteCompagniet AS
Our representatives
P.O. Box 113 Kalbakken
Our locations 0902 Oslo
Phone: 03080
Wernersson Ost AB
Industrivägen 5
523 90 Ulricehamn, Sverige
Norseland Inc.
1250 East Main Street
Stamford, CT 06902 USA
Phone: +1 203 324 5620
Norseland Ltd.
Somerton Road, Ilchester
Somerset BA22 8JU, England
Phone: +44(0)1935 842800
A SS O C IATE D CO M PA N IE S
Fjordland AS
Brynsengveien 10, 0667 Oslo
158 Phone: 22 97 49 00
D E SI GN
Mission
P HOTO S
Torstein Kiserud
Bo Mathisen
Yvonne Holth
TINE Mediebank
159 TINE ÅRSRAPPORT 2019

TINE Annual Report 2019

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ANNUAL REPORT 2019

CONTENT LIST External links look like this

If you click on the TINE logo you will return

THIS IS TINE Content

THIS IS TINE 4 R E S U LT S 15 S U S TA I N A B I L I T Y 109 FURTHER

Subsidiaries 12 Auditor’s report 97 Figures and GRI table 152

TINE Milk Supplies 99

From the CEO

The TINE map

TINE, the brand supplier

From the CEO

From the CEO

The TINE map

23 812 1 189 5 408 574

The TINE map

R E S U LT S Delivered to TINE in 2019 Consumption per inhabitant in 2019

1 393.8 80.2 L 18.9 KG 3.7 KG

20.0 10.4 KG 9.3 KG

EMPLOYEES 2019 2018 2017 2016 2015

The TINE map 1

2. TINE Meieriet Alta

27. TINE Meieriet Tretten

18 22. TINE Meieriet Frya 34. TINE Meieriet Haukeli

TINE – the brand supplier

From the CEO

The TINE map

R E S U LT S Most of them are dairy products made from Norwe-

During the last ten years, production of milk has de-

During 2019, consumers have put Tinemelk® Vanilla, Tine-

From the CEO

The TINE map

TINE, the brand supplier

From the CEO D O ME STIC DA IRY O PE R ATIO NS

TINE, the brand supplier OsteCompagniet AS develops, markets and K E Y E VE N TS IN 2 0 1 9

From the Chair of the Board

Board of Directors’ report

Financial statement 2019

TINE Milk Supplies

Making sure dairy farms are

From the Chair of the Board

R E S U LT S One of the things we will always underpin at TINE is the

From the Chair of the Board

Board of Directors’ report

Financial statement 2019

Auditor’s report RES U LT G ROWT H C H A LLE N GE S N E W E STA B LIS H M E N TS USA

AN IMA L WE L FA R E R E P U TAT I O N PAC K AGIN G E X P O RT E M ISS IO N S

18 YOU CA N CL ICK ON TH E DIFFER ENT T EXT BOXES TO L EA R N MOR E A BOUT T H E SU B J EC T

From the Chair of the Board

Sustainable value creation Sustainability goals

Board of Directors’ report TINE’s mission is to sell the most Norwegian

Lower production and payment in arrears will mean that

Board of Directors’ report TINE Group continues the long-term efforts

THIS IS TINE TINE Relay race 25 years

From the Chair of the Board

GREAT CO N FI D E N CE FRO M O U R CU STO ME R S

Brand exports Total sales*

FIGURES IN TONNES 2019 2018 2019 2018

Financial statement 2019

Board of Directors’ report