FORWARD-LOOKING STATEMENTS This presentation includes statements data, forecasts, goals and Company plans that are "forward-looking statements, as

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1 Company Overview

2 FORWARD-LOOKING STATEMENTS This presentation includes statements data, forecasts, goals and Company plans that are "forward-looking statements, as defined in the Securities Law , whose occurrence is not certain and which are not solely in the Company's control. These forward-looking statements are included, inter alia, in discussions of strategy, objectives, goals, plans, events, future intentions or other information relating to future events or issues whose occurrence is not certain. By their nature, forward-looking statements involve risk and uncertainty. Whether the forward looking information occurs or not is affected, inter alia, by risk factors characteristic to the Company's operations and developments in the general environment and external factors which impact the Frutarom Group and its area of activities. This forward looking information could include facts and data based on the Company's subjective assessment, including with regards to the current status of the Company and its business, the current situation in the industry in which the Frutarom Group operates, macro-financial facts and information, all as are known to the Company on the date on which this presentation was prepared, some of which were given to the Company by external sources, the content of which was not independently examined by the Company, and therefore the Company is not responsible for their verity. This presentation must be read together with the Company's periodic and current reports, and was not meant to replace the need for study of reports the Company has published, including, inter alia, the Company's periodic report for 2010, published on March 24, 2011, and the Company's quarterly reports subsequently published. These reports could include, inter alia, updates to the information regarding the Company's activities or of the forward looking statements appearing in this presentation. Subject to the requirements of applicable law, the Company does not intend to update any industry information or forward-looking statements appearing in this presentation, and is not required to publish any additional presentations for its shareholders in future.

3 Frutarom s Foundations Founded in 1933, Frutarom combined the cultivation of aromatic plants and flowers with the extraction and distillation of flavors, fine ingredients and essential oils. 3

4 Who we are? A Leading Global Flavor and Fine Ingredient House Global Company Sales in 130+ countries 13,000+ customers 600 Revenue, $M Broad Product Portfolio 20,000+ products raw materials Public Company Listed on London and Tel Aviv Stock Exchanges (FRUT) 300 Financial Success Since 2000**: 6x growth in sales 8x growth in EBITDA 11x growth in net profit * * 2011LTM ** growth 4

5 Frutarom Becoming Global Frutarom has grown dramatically - organically and via acquisitions Nesse FSI USA Oxford Rieber Industrial Savory Solutions Savoury Flavours Etol Switzerland Flachsmann Belmay UK EAFI Mylner USA: Flavour Key UK: HK Flavours & Fragrances USA: Meer Botanicare China: Kunshan Flavours Israel: Baltimore Spice Israel ArtChem activity established CPL Flavours and Ingredients divisions Rayner industrial flavours activity Frutarom listed on TA 100 Index of top 100 Israeli shares Food systems business in Switzerland, Germany and France A.M. Todd Flavors Extracts business Acatris Jupiter UK Abaco USA Reychan RAD Adumim Chr. Hansen s Savory Solution German activity Christian Hansen Aromco FSI USA Israel: Tohar (seasonings) Frutarom Europe established Note: Acquisitions appear in squares. New locations appear as the flag of the relevant country. Gewurz

6 A Global Company We provide our customers with global and local support UK- North UK - South Slovenia USA-Cincinnati Switzerland Production 27 Sites R&D 28 Labs Sales and Marketing 50 Offices South Africa 6

7 Towards Accelerated Penetration of Emerging Markets Asia Expanding R&D and sales force in China, Indonesia, Philippines, Thailand, Vietnam Building a state-of-the art, high-capacity plant in China with both traditional and savory flavor capabilities Central and Eastern Europe Strengthening R&D and Application Centers in Russia, Ukraine, and Kazakhstan Strong base in central Europe Evaluating acquisitions and local production opportunities Central & South America Investment in R&D and Applications Centers in Mexico & Costa Rica Strong base in Brazil Expanding sales force Evaluating acquisition opportunities Africa Production, R&D and Application Center Evaluating acquisition opportunities 7

8 Jan Jan M&A activity accelerates growth 2010 Total revenues over $145M* Strategic importance Strategic move to strengthen Central- and Eastern European leadership; Diversified natural product portfolio Strengthening US activity, initiating Savory activity in the USA, innovative products (flavored coffee and shakes), and penetration to the food service sector First significant entry to the flavors market in Brazil. Important base for expansion in Latin America Reinforcing Savory position in Europe and emerging markets Enhancing savory activity in UK market Enhancing our savory activity and presence in the UK and emerging markets, synergistic to UK savory activity (close to EAFI) Reinforcing European savory activity with focus on Scandinavian market Supporting growth in emerging markets, synergistic to UK activity, extensive and diversified technology base * Based on companies revenues for 2012 as reported in Frutarom s immediate reports 8

9 Continued Growth in Sales and Profits Revenues $M Average CAGR % E* * 2011LTM

10 Financial Highlights 10 Years of Profit Development Shareholders Return % Operating Profit X9 Net Profit X Operating Profit EBITDA Net Profit

11 A Top-Ten Flavor House Estimated Flavor Sales US$ M 500+ smaller companies Source: Public reports of relevant companies, Leffingwell & Associates. JP Morgan, Deutsche Bank 11

12 Frutarom s Strategy Above-Industry Organic Growth Margin Expansion Proven Acquisition Track Record Continue successful strategy of combining rapid profitable organic growth with strategic acquisitions Again doubling our revenue to reach $1 billion within 4 years, while continuously expanding margins 12

13 Taste Solutions ~70% of sales Fine Ingredients ~30% of sales Unique sweet & savory Flavors Value-added functional Savory Solutions Sweet and savory Food Systems Unique technologies Expertise in local & global tastes Innovative, science-based Health Ingredients Natural Botanical Extracts Flavor & Fragrances Specialties Distillates & Essential Oils Citrus Specialties Specialty Aroma Chemicals Supporting the growing demand for taste, health, wellness & beauty 13

14 Flavors Fine Ingredients We share the Passion for Taste & Health We develop tailored solutions combining excellent taste with health and functionality all under one roof 14

15 Our Employees: Our Key Asset * Including Etol employees ~1,900 employees worldwide* 15

16 Growing Mid-Sized Food & Beverage Market Over 65% of Market Controlled by Mid-Sized and Local Companies Fragmented market New mid-sized/local companies emerging The global food market is estimated at US$1,640 billion (% of Market Share) Private label Developing markets Service expectations 67.8% Source: Feb, 2011 Datamonitor, Euromonitor and Frutarom s estimations 16

17 F&F Market Fragmented but Consolidating 2010 Total Market Size $20.5bn Large F&F players with full service platform, focused on top multinational customers Few mid-sized players with both regional strength and global platform Large number of small niche companies with limited service capability and regional focus only Below $100mm +500 companies *Source: Leffingwell & Associates Market Share by size 2010 F&F Sales* (% of Market Share) Small & Local 30% $100-1 bn 7 companies Mid-Size 17% Large 53% Above $1 bn 5 companies 17

18 Private Label Mid-Sized and Local A US$86.4B Industry 1 Private labels expected to hold 50% of the global food market by % of consumers report buying more private label products compared to the year before 2 88% of consumers intend to continue purchasing private label products, even after the economy improves Private label products held 20.4% of the food sector worldwide, with European market penetration highest in the sector 2 achieving 7.4% global growth (1) Source: from The Nielsen Company, PLMA s 2010 Private Label Yearbook, (2) Source: The Nielsen Company, August 2009 (3) Source: DataMonitor, January 2011 (4) Source: Rabobank, February

19 Private Label Mid-Sized and Local A US$86.4B Industry Source: ACNielsen, industry insights, 2008, Private Label: Who will win the battle of the shelf? Branded or private label products? Sep 2009, ACNielsen, The global Staying Power of Private Label, Aug,

20 Health, Wellness & Functional Food ~85 million adults indicate that nutritional value / wellbeing is criteria #1 or #2 when deciding what to eat or drink* Growth Drivers Aging population Rising obesity Nutrient deficiency Consumer demand Lifestyle & income Consumer awareness Opportunities Unwilling to forgo taste - even for health Preference for convenience food *Source: The NPD Group,

21 Key Market Drivers Food Growth in demand for: Convenience food Speed Timeline to deliver results hypermarkets Unique combinations Traveling opens consumer to trying new flavors Natural and clean label Cost reduction Health/Wellness reduced fat, calories and salt Functional food Products with illness - preventative properties Innovation 21

22 Frutarom s Strategy: Clear Focus Going Forward Profitable Internal Growth Customer Focus Market Focus Product Portfolio Mid-sized and local Private label Multinational Developed markets (Europe and USA) Emerging markets (e.g. Asia, Central & South America, Central and Eastern Europe, Africa) Natural (extracts, fruit bases specialty essential oils) Natural functional food ingredients Comprehensive, integrated solutions Cost reduction solutions Core Competencies R&D and innovation internal and external Efficiencies, scale and synergies cross selling Experienced global management Sales-driven organization 22

23 Proven Acquisition Track Record 32 successful acquisitions Strict acquisition criteria: Highly valuable and experienced employees Major synergies and cross-selling potential Additional unique products and technology Positive impact on EPS Focus on integration execution Optimization and harmonization of resources Optimization of cross selling opportunities 23

24 Frutarom s Vision To Be The Preferred Partner For Tasty And Healthy Success 24

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