1. POWERCELL LOAD CELLS AND METTLER TOLEDO TRUCK WEIGHING

2. POWERCELL Load Cells Overview METTLER TOLEDO provides load cells for truck scales and rail scale applications. POWERCELL®load cells are the most accurate and reliable vehicle load cells in the world. They provide proven performance with a successful history of nearly one million cells in service worldwide.

3. PRODUCTS POWERCELL® PDX® Load Cells – The latest vehicle weighing technology: unequalled accuracy, reliability, and predictive diagnostics. 0782/GD Analog Load Cells – The 0782/GD analog load cell is the entry-level load cell for vehicle weighing applications.

4. METTLER TOLEDO TRUCK WEIGHING Overview Truck weighing is often an integral component of a company’s throughput and profit stream. Operations that weigh 10 trucks per day, and those that weigh hundreds, both need the most accurate and reliable truck scales and system to ensure that their business is both efficient and profitable. No matter your application, METTLER TOLEDO offers high performance equipment, interfaces, software, and accessories to meet your weighing and operational needs. These systems are designed to be the most innovative, accurate, and reliable systems of their kind. These qualities work to keep your business moving every day.

5. Truck Scales Services and Solutions Truck Scales for Over-the-Road Trucks – Weighbridges for weighing trucks that are used for highway transportation. Off-Road Weighbridges – Scales for weighing the larger and heavier trucks that are used for off-road hauling. Vehicle Scale Terminals – From simple static weighing applications to sophisticated weigh-in-motion and coupled-in-motion systems, these vehicle scale terminals are ready to meet any transportation challenge. Combination Truck Scales / Rail Scales – A section of rail for weighing rail cars combined with an integral concrete deck for weighing trucks. Vehicle Load Cells – Designed for truck scales and rail scales, including in-motion applications. Portable Weighbridges – Weighbridges that are easy to move from one job site to another. Truck Scale Upgrades – Retrofit older scales with the latest electronic weighing technology. Vehicle Scale Accessories – A full line of accessories designed to increase the capabilities of your vehicle scale.

6. Competition Our markets are highly competitive. Many of the markets in which we compete are fragmented both geographically and by application, particularly the industrial and food retailing markets. As a result, we face numerous regional or specialized competitors, many of which are well established in their markets. For example, some of our competitors are divisions of larger companies with potentially greater financial and other resources than our own. In addition, some of our competitors are domiciled in emerging markets and may have a lower cost structure than ours. We are confronted with new competitors in emerging markets who, although relatively small in size today, could become larger companies in their home markets. Given the sometimes significant growth rates of these emerging markets, and in light of their cost advantage over developed markets, emerging market competitors could become more significant global competitors. Taken together, the competitive forces present in our markets can impair our operating margins in certain product lines and geographic markets. We expect our competitors to continue to improve the design and performance of their products and to introduce new products with competitive prices.

7. Although we believe that we have technological and other competitive advantages over many of our competitors, we may not be able to realize and maintain these advantages. These advantages include our worldwide market leadership positions; our global brand and reputation; our track record of technological innovation; our comprehensive, high-quality solution offering; our global sales and service offering; our large installed base of weighing instruments; and the diversification of our revenue base by geographic region, product range and customer. To remain competitive, we must continue to invest in research and development, sales and marketing and customer service and support. We cannot be sure that we will have sufficient resources to continue to make these investments or that we will be successful in identifying, developing and maintaining any competitive advantages. We believe the principal competitive factors in developed markets for purchasing decisions are the product itself, application support, service support and price. In emerging markets, where there is greater demand for less sophisticated products, price is a more important factor than in developed markets. Competition in the U.S. laboratory market is also influenced by the presence of large distributors that sell not only our products but those of our competitors as well.

8. Macro-Economic Issues During a year of weakening economic conditions, we achieved solid performance by staying focused on our strategies and executing well. The economic environment proved more challenging than we expected as we entered 2012. Conditions deteriorated throughout the year with customer demand decreasing, particularly in Europe. This weakness stands in contrast to 2011 and 2010, which were both very strong years for us. To adjust to these changing circumstances, we quickly undertook proactive measures to control costs and protect margins. At the same time, we prioritized and reallocated resources to the most attractive opportunities. Most importantly, we continued to make strategic investments for long-term growth. Market conditions will likely remain challenging in 2013, with improvements not expected until the latter part of the year. We will continue our course–staying agile in our cost structure, prioritizing resources and investing for the future. Even as we operate in an uncertain macro environment, we remain focused on the business strategies that have enabled us to outperform competitors and outgrow our markets. Execution of our strategic initiatives becomes even more important when market conditions are unfavorable. We remain confident in our competitive position, our skills in executing and our ability to gain market share. We believe the combination of a strong franchise and well-designed and - implemented strategies will allow us to continue our track record of performance.

9. Strong Execution in Challenging Market Conditions As I mentioned, we took decisive actions to deal with the deteriorating economic environment in 2012. We tailored our sales and marketing programs to the challenging market conditions. We continued to develop innovative products that bring value and efficiencies to our customers. We maintained our strong focus on margin initiatives such as pricing and supply chain, and undertook proactive measures to control costs. Execution is fundamental to our culture and was unquestionably the key to our achievements in 2012. Raising the Bar on Sales and Marketing Performance Our Spinnaker programs have brought us continuous improvements in our sales and marketing programs over many years and have propelled us to a new level of excellence. Last year, we quickly adapted many of our programs to identify new opportunities given challenging circumstances. In mature markets, where our business is primarily replacement, we understand that customers delay buying decisions in periods of economic weakness but then reach a point when they must reinvest and buy again. We have made a concerted effort to understand the investment cycle and priorities of our individual customers, and we are using those insights to tailor our programs to generate leads and quotes as well as other marketing and selling Periods of slowing customer investment also require that we more closely evaluate our marketing investments. We want to most effectively pinpoint incremental sales opportunities, and we continuously refine our methods to ensure we get back the best returns on investment. For example, we have been heightening our visibility and prominence on the Web because it is such a cost-effective marketing tool for us. We have also invested to enhance and develop our customer databases and our content on our website. These investments bring us incremental leads and help us access the areas of growth in the market.

10. Emerging Markets Are a Key Competitive Advantage Our large presence in emerging markets remains a key strategic advantage. These markets represent 36 percent of our sales, with approximately one-half of these sales in China. We are the clear market leader in China, and continue to build on the strong presence we began there 25 years ago. After an extended period of excellent growth, the Chinese market slowed in 2012. Our business was impacted by economic conditions, specifically decreased industrial spending. However, our long-term growth drivers there remain very strong, including GDP growth, an expanding scientific community, the emphasis on quality and regulation, and continued infrastructure investment. Several years ago, we began a push to extend our presence in China beyond major cities and traditional coastal areas into second-tier cities, and today we have the broadest market coverage among direct competitors in the region. In emerging markets, we continue to roll out more of our sophisticated marketing programs to support segment marketing, leads generation and customer database development. We also invest in our field force by adding resources and further automation to boost productivity.

11. Customers and Distribution Our principal customers include companies in the following key end markets: the life science industry (pharmaceutical and biotech companies, as well as independent research organizations); food and beverage producers; food retailers; chemical, specialty chemicals and cosmetics companies; the transportation and logistics industry; the metals industry; the electronics industry; and the academic community. Our products are sold through a variety of distribution channels. Generally, more technically sophisticated products are sold through our direct sales force, while less complicated products are sold through indirect channels. Our sales through direct channels exceed our sales through indirect channels. A significant portion of our sales in the Americas is generated through indirect channels, including sales of our “Ohaus” branded products. Ohaus branded products target markets, such as the educational market, in which customers are interested in lower cost, a more limited set of features and less comprehensive support and service. We have a diversified customer base, with no single customer accounting for more than 1% of 2012 net sales.

12. Appendix POWERCELL Load Cells2 POWERCELL Load Cells Products3 Products METTLER TOLEDO TRUCK WEIGHING 4 METTLER TOLEDO TRUCK WEIGHING Truck Scales Services and Solutions5 Truck Scales Services and Solutions Competition6-7 Competition Macro-Economic Issues8-10 Macro-Economic Issues Customers and Distribution11 Customers and Distribution

13. Ideas that might help revive revenues and profits Target the customers of weaker competitors. You need to know: which competitors to target, which customers and how to target. Where you have customers in common, the challenge is to increase customer share. Focus on the customers you already have. If you want to increase sales urgently, look to current customers. Understand customer profitability and the future potential. Get referrals from satisfied customers.