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Alere The Right Strategy & Board Leadership to Create Long-Term Value July 2013

Forward-Looking Statements This presentation contains forward-looking statements within the meaning of the federal securities laws. This includes all statements concerning or relating to anticipated improvements in revenue, margins and earnings, trends in chronic diseases, industry trends, changes in demand for our products and services, market responses to our strategy, anticipated cost savings, anticipated debt reduction, potential divestitures, product launches and the independence of our Board’s director nominees.  Such forward-looking statements are estimates reflecting management’s best judgment based upon current information and involve a number of risks and uncertainties. Actual results and the timing of events could differ materially from those projected or contemplated by the forward- looking statements due to numerous factors, including without limitation our ability to successfully integrate our acquisitions and to recognize the expected benefits of restructuring and new business activities; our exposure to changes in interest rates and foreign currency exchange rates; our ability to successfully develop and commercialize products and services; the market acceptance of our products and services; continued acceptance of health management services by payers, providers and patients; our ability to develop enhanced health management programs through the integrated use of innovative diagnostic and monitoring devices and to recognize the expected benefits of this strategy; the impact of healthcare reform legislation, as well as future reform initiatives; changes in patient behavior; unexpected expenses; the content and timing of regulatory decisions and actions, including the results and consequences of FDA inspections and the OIG subpoena, as well as the impact of changes in reimbursement policy and budgetary constraints, both in the United States and abroad; the effect of pending and future legal proceedings on our financial performance and the risks and uncertainties described in our periodic reports filed with the Securities and Exchange Commission, including our Form 10-K for the year ended December 31, 2012. We undertake no obligation to update forward-looking statements. 1

Who We Are and What Our Mission is 2 Who we are: Alere is specialized in the diagnosis and management of chronic diseases Alere is a world leader in this industry, with growth driven by fundamental long-term trends in the incidence of chronic diseases What our mission is: Alere empowers individuals to take greater control of their health under the supervision of their healthcare providers

Alere is a Global Industry Leader Poised for Growth 3 Chronic diseases account for more than 60% of deaths worldwide Chronic diseases affect 45% of the U.S. population and are growing rapidly Adoption of molecular testing, which will improve performance, expand reimbursement and increase usage of diagnostic testing Demand for more effective chronic disease monitoring and management of patients at home through the combination of diagnostics and disease management Additional diagnostics sales will arise by connecting physicians and patients with real time diagnostic information to provide more effective home patient management Alere is a global leader in the manufacture and development of point-of-care products for the diagnosis and management of chronic diseases: Cardiovascular Diseases Infectious Diseases Toxicology Diabetes Global trends that we believe will drive growth at Alere include: The increased worldwide adoption of diagnostics to provide early diagnosis and better treatment outcomes for patients with chronic diseases

KEY FACTS Of worldwide deaths are caused by chronic disease 60% Of the global annual GDP represents the economic burden associated with chronic disease 4% Of US GDP is spent on healthcare, and chronic disease makes up 75% of this expense 17% Of the U.S. population is affected by chronic disease 45% Of premature heart disease, stroke, and diabetes can be prevented 80% Of adults over 20 living in the US are overweight or obese 68% The Size of The Worldwide Chronic Disease Problem 4

We believe that the changing healthcare landscape will drive demand for more effective diagnosis and management of chronic disease patients by connecting physicians and patients with real time diagnostic information In the US, these changes include the growing burden of healthcare regulations under the Affordable Care Act that has caused the emergence of Accountable Care Organizations, which tie reimbursements to providers (physicians & hospitals) to achieving healthcare quality goals and patient outcomes Globally, these changes include the growing need to produce better outcomes for chronic disease patients while reducing costs In response to these changes, healthcare providers are seeking (i) real-time access to patient care information that is captured from all healthcare settings, (ii) better decision support tools and (iii) comprehensive care management programs Alere has commercialized an integrated system comprised of point-of-care diagnostics, health information systems and chronic care management programs We are well positioned to leverage our existing customer relationships and sales and marketing channels to deliver these solutions both in the US and on a global basis We believe integrated systems like ours address current needs and increasingly will represent the future of healthcare, providing comprehensive, real-time healthcare information and programs to facilitate early intervention and management of chronic conditions Our solutions will allow for reduction in overall healthcare costs and improvement in outcomes Alere is Well-Positioned to Take Advantage of Rapid Changes in Healthcare 5

BUSINESS UNITS - SALES REGIONAL MARKETS - SALES TOTAL NET SALES 2012: $2.8 billion Current View of Business 6 Cardiology 16.7% Toxicology 21.4% Other 11.1% Infectious Disease 22.8% Heath Information Services 18.8% Diabetes 5.8% Consumer Diagnostics 3.3% North America 62.0% Europe 18.0% Asia Pacific 11.0% LA & Africa 9.0%

Alere Has Put in Place Fundamental Changes to Address Past Performance… 7 Since our inception in 2001, Alere has executed a series of strategic acquisitions in an effort to apply its integrated solutions to the global challenges of chronic disease With the formation of Alere largely completed, the Company has taken several steps since our 2012 annual meeting to implement changes that will continue to drive long-term value Announced new strategy in November 2012 to drive organic growth, reduce costs and deleverage Stock price performance reflects positive reaction to new strategy Recent quarterly performance shows improvement in core businesses Declassified Board of Directors to provide greater accountability to stockholders Management incentives remain closely aligned with stockholders via significant ownership that is among highest insider ownership of peer group Nominated four new non-incumbent directors to Alere Board Significant move to remake our Board with 40% of directors replaced and 1/3 reduction in insider representation New directors will be independent, offering fresh perspective to guide future strategy

New three-point plan as of November 2012 Focus on organic growth Operational improvement and cost reductions Deleveraging via cash flow and prudent non-core divestitures …Giving Alere Stockholders a Clear Choice Alere Coppersmith Strategy for Alere Long-term Value Creation Director Nominees Alignment and Accountability Destroys Value and Ability to Sustain Long-term Growth Short-term strategy focused on financial engineering Delever at all costs Divest a high growth core business Fire sale/shutdown another core business Substantial dilution to EPS No specific ideas for cost savings Highly qualified healthcare CEOs Relevant management and Board experience to guide Alere Independent, fresh perspective with no pre- set agenda No full-time healthcare CEO experience Minimal Board experience Pre-determined agenda by Coppersmith Alere management aligned with stockholders via significant ownership Declassification of Board provides accountability to stockholders with annual elections Short-term focus to detriment of long-term value Coppersmith not aligned with interests of all stockholders Coppersmith co-founder has poor track record of stockholder value creation when board candidates are elected 8

New Strategy: Organic Revenue Growth 9 New or Near Term Product Launches “Alere I” molecular diagnostic tests for Rapid flu on track for submission by year end 2013 “Alere Q” molecular diagnostic tests for HIV, HCV and TB US launch of CD4 Analyzer US launch of Determine Combo HIV screening test Epoc Blood Analysis System Commercial rollout of connected health software platform Expansion of business in underpenetrated markets of Asia, Latin America and Africa Continued recovery in health information solutions Expansion in diabetes diagnostic sales through low cost provider positioning Alere expects to reestablish historic organic growth rates from several sources: Growth in Existing Businesses Growth in Triage product sales as manufacturing capacity constraints are eliminated and customers are recaptured Expanding revenue from toxicology business as price adjustments annualize

10 New Strategy: Focus on Expense Reduction Company-wide focus on margin improvement and expense reduction to generate dependable, long- term cash flow Simplify corporate structure and improve operational execution Standardize key business processes and globalize shared services Drive economies of scale by consolidating expenses across multiple business units Aggressively relocate support functions and manufacturing to lower-cost geographic environments Consolidation savings and automation implemented across Alere’s global manufacturing footprint Redirecting R&D spending towards product enhancement and extensions with focus on near-term returns rather than long-term platform development Appointed Namal Nawana as Chief Operating Officer Former 15-year executive at Johnson & Johnson with global operational experience integrating large, complex acquisitions Focused on improving operational execution and operating expense leverage opportunities throughout Alere’s business globally 10

New Strategy: Focus on Deleveraging Debt has been a highly attractive source of capital for growing our business Current weighted average cost of debt of approximately 5% Strong debt trading levels, and recent bond offering, reflect favorable view of Alere by debt markets Alere is committed to achieving its goals for paying down debt in a manner that creates value for stockholders With pace of acquisitions significantly reduced, deleveraging will naturally occur from internally generated cash flow Selected divestitures of non-core businesses will also allow Alere to accelerate debt pay-down, but will be balanced against the resulting earnings dilution and potential reduction in organic growth Will seek divestitures that create value by receiving an attractive purchase multiple for non-core businesses that are more highly-valued by a buyer 11 4.0x Debt to EBITDA is our target by the end of 2015

11/08/12 3 Quarter earnings Note: Stock price chart reflects price appreciation only, table reflects total return. Stock prices indexed to Alere share price. Source: Bloomberg. Alere Recent Strength in Stock Price Performance Alere’s stock price has increased 44% since announcing its new strategy on November 8, 2012 Since 6/28/2012 Since 11/7/2012 YTD Alere 50.7% 44.2% 50.8% NYSE Composite 29.9% 20.1% 15.2% DJ US HC Index 37.8% 29.4% 27.2% Over performance vs. NYSE Composite 20.8% 24.1% 35.6% Over performance vs. DJ US HC Index 12.9% 14.8% 23.6% 12 $29 $27 $25 $23 $21 $19 $17 Jun-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 Jun-13 Jul-13 Alere NYSE Composite DJ US HC Index rd call: Announcement of new strategy Total Return Through 07/18/2013

Positive Views from Analysts of New Strategy and Recent Performance 13 "In short, we believe many of the headwinds that have plagued performance over the past 18-24 months are set to turn into significant tailwinds exiting 2013, with a return to double digit EPS growth in 2014 and 2015 as cost cutting initiatives play out, top-line returns to growth with Triage recovery (domestic and abroad) and new products (iNat, among others), and interest expense declines with debt reduction from non-core asset sales. While the story is not without some risks, execution has certainly improved as of late and continued leverage on the SG&A/R&D lines and a bounce back in organic growth should provide investors increased confidence that the turnaround, which is still early, remains on track.” Raymond James on Jun 19, 2013 “We would also caution against getting too excited about the potential for activist-driven change. We have seen activists get involved in the past, only to walk away frustrated. While we understand that different investors have different styles and levels of persuasion, we suspect that current shareholders will want to give management some more time to execute on its divestiture and operating improvement strategy before rocking the boat. Craig-Hallum on May 14, 2013 We like that ALR is focusing more on operational efficiencies and balance sheet improvements. The firm already initiated some activities such as moving support functions to lower-cost regions and sharing expenses. However, we are still waiting for targets to measure progress. We also like that Health Info Solutions posted a ~2.5% YoY top-line growth rate and a positive operating profit. Macquarie Capital (USA) on May 9, 2013 “We believe growth should improve throughout 2013 as the company benefits from cost-cutting measures, R&D optimization, new product launches, and M&A accretion. Additionally, the hiring of a COO gives more credibility into management’s recent discussions surrounding driving more profitable growth near-term (without large scale M&A). Raymond James on Dec 12, 2012 All emphasis added. Permission to quote or use the statements herein has not been sought or obtained from any party. This page presents only brief excerpts from selected analyst reports and does not purport to be comprehensive or to summarize the entire content of the reports. Other analyst reports may express alternative views. Alere is not responsible for the accuracy, completeness or currentness of the reports, and the presentation of these excerpts should not be read to imply adoption or endorsement by Alere of the reports or any views expressed therein. ” ” “ ”

Management and directors incentives are closely aligned with stockholders Overall beneficial ownership of our CEO as well as other executive officers and directors is near the top of our proxy peer group Alere: CEO Ownership: 5.2% Ownership of all Directors and Officers: 8.9% Proxy Peers (Average): CEO Ownership: 1.7% Ownership of all Directors and Officers: 4.3% Alere’s core executive team has driven stock price performance of 49% since formation of the Company (2) Same core executive team founded and built Inverness Medical Technology. Delivered total stockholder return of 364% from its 1996 IPO to its 2001 sale to Johnson & Johnson for $1.3 billion Management & BOD Ownership Near Top of  Peers Beneficial Ownership by Directors and Executive Officers as a % of Total Shares Outstanding 4.3% (1) Bio-Rad reflects Class A common shares. Varian Medical Systems CEO ownership equals 0.4% of total shares outstanding. Hologic, Inc. CEO ownership equals 0.5% of total shares outstanding. Becton Dickinson & Company CEO ownership equals 0.5% of total shares outstanding. Catamaran Corporation CEO ownership equals 0.3% of total shares outstanding. Hospira, Inc. CEO ownership equals 0.1% of total shares outstanding. (2) From November 23, 2001 through July 18, 2013. (1) (1) (1) (1) (1) (1) 14 Hospira, Inc. Catamaran Corporation Becton Dickinson & Company Hologic, Inc. LabCorp Varian Medical Systems Beckman Coulter Life Technologies Corp C.R. Bard, Inc. PerkinElmer IDEXX Labs Edwards Lifesciences Gen-Probe Inc. ResMed St. Jude Medical RehabCare Group Myriad Genetics Healthways, Inc. Alere Lincare Holdings Bio-Rad 1.1% 0.9% 1.0% 1.1% 1.6% 2.0% 1.8% 1.6% 2.8% 2.0% 2.3% 3.3% 5.2% 3.9% 1.8% 1.4% 0.9% 1.9% 1.6% 1.6% 1.5% 1.3% 0.9% 3.1% 2.2% 1.6% 4.0% 4.7% 6.0% 12.7% 0.4% 0.5% 0.8% 1.9% 2.6% 3.7% 0.0% 5.0% 10.0% 15.0% CEO Other Directors and Officers Notes: Ownership % sourced from each company’s most recently filed proxy except: Beckman Coulter was acquired by Danaher Corporation on June 30, 2011. Data reflects Beckman’s most recent proxy filed on March 3, 2010. Lincare Holdings was acquired by The Linde Group on August 7, 2012. Data reflects Lincare’s most recent proxy filed on March 26, 2012. RehabCare Group was acquired by Kindred Healthcare Inc. on June 1, 2011. Date reflects RehabCare’s most recent proxy filed on March 23, 2010. Gen-Probe was acquired by Hologic Inc on August 1, 2012. Gen-Probe CEO ownership equals 0.7% of total shares outstanding. Data reflects Gen-Probe’s most recent proxy filed on June 29, 2012. Catalyst Health Solutions was merged into Catamaran Corporation on July 2, 2012. Data reflects Catamaran’s latest proxy.

Alere’s Independent Directors Provide Accountability Refreshed Board Composition Alere’s slate of four non-incumbent, independent directors represents a 40% turnover in the Board’s composition in a single year Alere’s declassified Board enhances accountability to stockholders By 2015, all of the Company’s directors will be elected annually Strong independent oversight Independent directors to increase to eight from seven In 2012, independent directors held 10 executive sessions without management present Select one independent director to serve as presiding director at each session Board of Directors actively engaged in overseeing management’s execution of Alere’s strategy Governance structure and oversight practices designed to ensure management accountability 15

Alere has nominated four non-incumbent directors to bring independent thinking and fresh perspectives as Alere moves into a new phase New nominees to take objective and hard look at Alere’s strategy and employ their breadth of   experience to serve best interests of all Alere stockholders Alere’s Independent Nominees are Highly Qualified Håkan Björklund, Ph.D. Stephen P. MacMillan Brian A. Markison Sir Thomas McKillop Healthcare Operating Experience Relevant Operating Experience 28 years Relevant Board Experience Director, Coloplast A/S, medical device company Chairman, H. Lundbeck A/S, Pharmaceuticals Company Director, Atos Medical AB, medical device company Former Director, Danisco A/S, food ingredients company 24 years Former CEO and COO of Stryker Corp (2003 – 2012) Current CEO of sBioMed LLC, infection control products Various executive roles at Johnson & Johnson and Pharmacia Former Director, Texas Instruments, semiconductor company 31 years Lead Outside Director of Immunomedics, biopharmaceuticals company Chairman, Rosetta Genomics Ltd., diagnostics company Chairman, Lantheus Medical Imaging, diagnostics imaging agents Director, PharmAthene, medical countermeasures to biological and chemical threats Former CEO of AstraZeneca (1999 – 2005) 45+ years Chairman, Evolva Holdings Director, Theravectys Director, Almirall SA Director, UCB SA Former Director, Nycomed Amersham plc Former Chairman, Royal Bank of Scotland Group Former Director, BP plc Former Director, Lloyds TSB Group plc Sold to Takeda for $13.8 billion Former CEO of Nycomed (1999 – 2011) Various management & R&D positions at business units of AstraZeneca Grew Nycomed from a small, predominately Scandinavian business into a major global pharmaceutical company Former CEO of King Pharmaceuticals (2004 – 2011) Sold to Pfizer for $3.9 billion Manufacturer of pharmaceuticals and medical devices Sold to Sandoz, a division of Novartis Former CEO of Fougera Pharmaceuticals (2011-2012) Various executive roles at Bristol- Myers Squibb Led merger of Zeneca plc and Astra AB Former CEO of Zeneca plc 16

Stockholders Should Have Serious Concerns About Coppersmith’s Nominees Curt Hartman Senior executive experience mostly as a financial officer, with CEO operating experience limited to eight months as interim CEO; no public company board service After 22-year track record with Stryker, and eight months as interim CEO, Stryker board passed over Hartman for full time job in favor of another internal candidate with 18 months tenure at Stryker Theodore Martin Last executive position was approximately 15 years ago at a manufacturer of custom metal parts for aerospace and industrial markets Former family controlled company with small market capitalization (less than $500 million) when Martin became CEO Only experience in healthcare industry is through Board-level oversight at two public companies, as opposed to management level execution Jerome Lande Professional investor with no operating experience in healthcare and no public company board experience Coppersmith has already set forth a pre-determined agenda, which its paid nominees will be under pressure to implement, focused on financial engineering and short-term stock price appreciation that we believe will destroy long-term value 17

Alere’s Nominees Have the Right Qualifications to Provide Independent Guidance to Our Company in Sharp Contrast to Coppersmith’s Nominees Healthcare CEO Experience Public Board Experience Extensive CEO Experience Integrating Acquisitions Extensive CEO Experience Driving Growth in Foreign/ Emerging Markets Extensive CEO Experience Developing, Getting FDA Approved  & Launching Medical Products Håkan Björklund, Ph.D. Stephen P. MacMillan Brian A. Markison Sir Thomas McKillop Curt Hartman No No No No No Theodore Martin No No No No Jerome Lande No No No No No * Excludes eight months as interim CEO. * 18

Alere’s Toxicology and HIS Businesses are Core to Our Strategy Addictive disease diagnostics is a large part of Alere’s core chronic disease strategy Drug misuse is a major medical problem, with ~16 million people annually using drugs for non-medical reasons in the US alone Alere has a strong position with 80+ drug tests and 15% market share in this $1.7 billion market Recent developments that are driving Alere’s growth in Toxicology are: Comprehensive program solutions for employers, currently a $500 million market with opportunity to grow multi-fold with expanded products and services Differentiated offering in global reagents market with high growth and high margin opportunity New products for roadside testing A sale of Toxicology would materially impact Alere’s long-term revenue and earnings growth and makes no strategic or financial sense Proprietary products and technologies are critical to Alere’s chronic disease strategy Connects proprietary diagnostic devices to physicians, hospitals, accountable care organizations Allows for comprehensive care management Produces better outcomes at lower costs Business has stabilized and is on a path to sustained profitability Coppersmith itself suggested HIS has substantial value, but they would still shut it down to generate a tax loss 19 Toxicology Health Information Solutions

Coppersmith’s Plan Would Be Value Destructive Coppersmith Proposal Commentary 1.  Sell non-core assets worth up to $3 billion 2.  Pay down debt with divestiture proceeds 3.  Rationalize Alere’s expense structure to generate cost savings Health Information Solutions and Toxicology are CORE Businesses for Alere Coppersmith on record that they would sell or “shut down” Health Information Solutions Coppersmith’s plan is to divest and deleverage at all costs Coppersmith’s approach is value destructive and reflects a lack of understanding of our industry and our company Selling profitable businesses and using net proceeds to pay down low cost debt is extremely dilutive to earnings Even with no tax leakage, the sale multiple must be 20x EBIT or greater to avoid EPS dilution Will also compromise our competitive advantage, dilute revenue growth and dilute earnings growth Alere outlined in Nov 2012 a strategy to simplify its corporate structure and improve operational efficiencies to generate cost savings Coppersmith’s proposal    contains few concrete ideas and mostly reiterates what Alere has already publicly stated with only vague targets identified and no methods for delivery provided: “Return” SG&A margins to 2010 levels “Restore” gross margins to 2010 levels “Adjust” corporate expense base following divestitures Coppersmith “believes” there are R&D savings Alere has offered concrete steps to improve operating margins (1) Coppersmith letter filed 7/8/2013 20 (1)

Coppersmith Offers No New Ideas to Generate Cost Savings Alere’s Public Statements Coppersmith suggests that Alere should rationalize its expense structure to generate cost savings February 15, 2013 Earnings Call “Completing the integration and rationalization of our business” “Acquisition integration” “Reducing redundant headcount” May 2, 2013 Earnings Call “A high level reorganization within the company, creating a governance structure which will better support tactical execution and operational effectiveness… should result in improved P&L accountability” “Evaluating the matrix structure to ensure it appropriately aligns management outcomes and incentives” “Creation of a global shared services team” “Creating shared services team” June 27, 2013 Letter to stockholders “Aggressively relocating support functions to lower cost environments” “Relocating support functions to low cost geographies” “Reduce manufacturing costs through automation and relocation to lower cost areas” “Explore lower cost [manufacturing] geographies” “Increase automation and other yield improvements” “Aggregate expenses and activities across multiple business units to obtain economies of scale” “Implement shared materials sourcing initiatives to generate scale” 21 Coppersmith’s “Ideas” in July 8 Letter to stockholders While Coppersmith has criticized Alere for “half measures” in this area, its own plan has few concrete ideas that  mostly mirror Alere’s public statements

Between November 2012 and late March 2013, Alere executives had 5 meetings or conference calls with Coppersmith or Scopia Capital Coppersmith declined invitations for additional meetings at the JP Morgan Healthcare Conference in January 2013, and at our office in February 2013 Coppersmith never disclosed that throughout this period its founders owned 300 shares of Alere in total, and Scopia owned none Coppersmith and Scopia also never expressed any concerns with Alere’s strategy On April 1, 2013, Messrs. Zwanziger and Teitel met with Coppersmith and Scopia at Alere’s headquarters and learned for the first time that Coppersmith had concerns about the Company’s strategy Alere arranged for a follow-up call on April 11, focused on Health Information Solutions, but instead Coppersmith informed the Company on this call that it intended to initiate a proxy contest with its own nominees Alere initiated another meeting with Coppersmith and Scopia on April 30, and offered to enter into a non-disclosure agreement (“NDA”) to share information at the meeting, but Coppersmith declined to sign the NDA At the meeting, Coppersmith reiterated its position but refused to elaborate or offer support for their views In May 2013, Coppersmith declined our invitation to have its nominees interviewed by our Nominating and Corporate Governance Committee, unless we agreed in advance to add its nominees to the Board In June 2013, the parties entered into an NDA so that Alere could disclose its new independent nominees and seek Coppersmith’s support Coppersmith indicated the Company’s slate was not sufficient for them to support, but refused to provide a counter position that they would support Alere has been open to a constructive dialog with Coppersmith Throughout our dialogue with Coppersmith, Coppersmith has not been forthcoming about their ideas or their agenda nor have they expressed interest in engaging in a constructive dialog about building long-term stockholder value at Alere 22

Our Concerns About Coppersmith’s Value-Destructive Strategy Are Further Evidenced by the Founder’s Poor Track Record When Board Nominees are Elected Company Board Member Tenure Start Date Tenure End Date (1) Total Return (2) Total Return  Relative to Market Index (3) Total Return Relative to Sector Index (4) DHT Holdings Robert N. Cowen 5/14/2010 Current (88.6%) (140.1%) (30.5%) Unisys Corporation Clay Lifflander 5/20/2008 12/7/2010 (44.0%) (35.9%) (51.1%) Charles McQuade 5/20/2008 5/1/2012 (58.0%) (66.7%) (108.3%) Brink’s Company Carrol Wetzel & Robert Strang 5/2/2008 5/6/2011 18.4% (3.8%) (2.5%) Average Underperformance: (70.2%) (47.1%) 23 Source: Bloomberg using total stockholder return including dividends and stock splits. Board tenures from company filings. (1) DHT Holdings: Robert N. Cowen’s current tenure expires in 2014; returns taken as of June 28, 2013. Unisys Corporation: Clay Lifflander resigned from the Board on December 7, 2010 and Charles McQuade retired on May 1, 2012. Brink’s Company: Carrol Wetzel and Robert Strang served adjacent terms on Brink’s Board. Carrol Wetzel served beginning on 5/2/2008 and left on 10/31/2008 to serve on Board of Brink’s Home Security Holdings, Inc., which was sold to Tyco on 5/14/2010, while Robert Strang served beginning on 10/31/2008 and left on 5/6/2011. (2) Returns from Bloomberg and represents total stockholder returns including price appreciation, dividends and stock splits. Unisys Corporation does not pay a dividend and therefore Total Return is price appreciation and stock splits. Brink’s Total Return is based on market value weighted index return of combined Brink’s from 5/2/2008 to 5/6/2011 and Brink’s Home Security from 10/31/2008 spin-off from Brink's to 5/13/2010 close of sale to Tyco. (3) S&P 500 Index is used as DHT Holdings’ Market Index and the Total Return is 51.5% during Robert N. Cowen’s tenure. S&P 500 Index is used as Unisys Corporation’s Market Index and the Total Return is (8.1%) during Clay Lifflander’s tenure and 8.7% during Charles McQuade’s tenure. S&P Midcap 400 Index is used as Brink’s Company’s Market Index and the Total Return is 22.2% during Carrol Wetzel and Robert Strang’s adjacent tenure. (4) VLCC Time Charter Rates is used as DHT Holdings’ Sector Index and the Total Return is (58.1%) during Robert N. Cowen’s tenure. S&P 500 IT Services Index is used as Unisys Corporation’s Sector Index and the Total Return is 7.1% during Clay Lifflander’s tenure and 50.3% during Charles McQuade’s tenure. S&P Midcap 400 Commercial Services and Supplies Index is used as Brink’s Company’s Sector Index and the Total Return is 20.9% during Carrol Wetzel and Robert Strang’s adjacent tenure. Jerome Lande is co-founder of Coppersmith Capital. Coppersmith has no public record of any operating activities other than its activities related to Alere Mr. Lande previously served as a Partner of MCM Capital Management, the general partner of MMI Investments, where he claims he was responsible for all areas of portfolio management Since 2008, MMI obtained Board seats for its nominees at three companies following proxy contests For 2 of these 3 investments, the stock price fell dramatically during the Board tenure of MMI’s director candidates For all 3 of these investments, stockholder returns consistently underperformed the relevant market and sector indices for each company

New three-point plan as of November 2012 Focus on organic growth Operational improvement and cost reductions Deleveraging via cash flow and prudent non-core divestitures Alere Stockholders Have a Clear Choice Alere Coppersmith Strategy for Alere Long-term Value Creation Director Nominees Alignment and Accountability Destroys Value and Ability to Sustain Long-term Growth Short-term strategy focused on financial engineering Delever at all costs Divest a high growth core business Fire sale/shutdown another core business Substantial dilution to EPS No specific ideas for cost savings Highly qualified healthcare CEOs Relevant management and Board experience to guide Alere Independent, fresh perspective with no pre- set agenda No full-time healthcare CEO experience Minimal Board experience Pre-determined agenda by Coppersmith Alere management aligned with stockholders via significant ownership Declassification of Board provides accountability to stockholders with annual elections Short-term focus to detriment of long-term value Coppersmith not aligned with interests of all stockholders Coppersmith co-founder has poor track record of stockholder value creation when board candidates are elected 24

Appendix 25

DHT Holdings DHT Holdings stock price has declined 91% during the tenure of MMI’s Board candidate 26 From May 14, 2010, when Robert N. Cowen was appointed to the Board of DHT Holdings, through June 28, 2013, DHT stock price declined 91% Business Description DHT Holdings, Inc. operates as an independent crude oil tanker company. The company’s fleet principally operates on international routes. The company was incorporated in 2005 and is headquartered in Hamilton, Bermuda. Key Points Timeline of Key Events December 3, 2009: March 2, 2010: with underperformance of the shares, depressed valuation, poor acquisition track record, removal of dividend Demanded reinstatement of $0.10/share dividend Demanded immediate addition of Robert N. Cowen to the Board of Directors March 15, 2010: Cowen for election to the Board of Directors March 17, 2010: the Board of DHT May 14, 2010: Investments Board expanded from 4 to 5 members MMI Investments terminated its proxy contest after the appointment May 26, 2010: March 21, 2011: August 5, 2011: June 25, 2012: June 28, 2013: MMI filed a 13D indicating an approximate 8.1% position in DHT stock MMI Investments sent a letter to Erik Lind, Chairman of the Board of DHT Holdings, expressing frustration MMI Investments, L.P. sent a letter to Erik A. Lind, Chairman of the Board of DHT, nominating Robert N. DHT declares dividend of $0.10 / share MMI Investments filed a definitive proxy statement to solicit proxies for the election of Robert N. Cowen to DHT Holdings appoints Robert N. Cowen to their Board of Directors after signing agreement with MMI Cancelled SAGA acquisition DHT announced the acquisition of a VLCC from Samsung for $67 million Removed from Russell 3000 Index Robert N. Cowen currently serves on the board of DHT Holdings

DHT Holdings (Cont’d) Stock price performance during tenure of MMI Board candidate May 14, 2010: MMI candidate Robert N. Cowen appointed to Board Price: $51.24 June 28, 2013: Current share price: $4.48 May 26, 2010: DHT declares dividend of $0.10/share Price: $49.08 March 21, 2011: DHT announced the acquisition of a VLCC from Samsung for $67 million Price: $57.00 June 25, 2012: Removed from Russell 3000 index Price: $7.44 August 5, 2011: Cancelled SAGA acquisition Price: $38.76 September 2, 2011: Filed shelf registration for $300 million Price: $33.48 Total Return (88.6%) (1) (1) Returns from Bloomberg and represents total stockholder return including price appreciation, dividends and stock splits. 27 $80.00 $70.00 $60.00 $50.00 $40.00 $30.00 $20.00 $10.00 $0.00 May-10 Aug-10 Oct-10 Jan-11 Mar-11 Jun-11 Sep-11 Feb-12 May-12 Jul-12 Oct-12 Dec-12 Mar-13 Jun-13 Nov-11

Business Description Unisys Corporation provides information technology (IT) services, software, and technology that solve mission-critical problems for clients worldwide. It operates in two segments, Services and Technology. Key Points Unisys Corporation Unisys stock price declined 58% during the tenure of MMI’s Board candidates (1) "Unisys CEO to step down No successor was named. Joseph W McGrath will stay until a new chief is selected." Philly.com (2008). Web. 2 July 2013. <http://articles.philly.com/2008-09- 24/business/25247040_1_unisys-ceo-condo-tower-board-seat>. 28 Revenue declined 25% from 2008 to 2012, the years that MMI Investments had a candidate on the Board November 16, 2006: MMI Investments started accumulating ~9.9% position in Unisys Corporation (“Unisys”) November 5, 2007: MMI Investments started dialogue with Unisys’s Board of Directors and Management regarding MMI’s concerns about the company, including: undervaluation, strategic configuration and strategic alternatives to increas e stockholder value January 7, 2008: MMI Investments sent letter to Board of Directors urging it to engage an investment bank to perform a review of all strategic alternatives, with a particular focus on the potential realization of the U.S. Government business through a sale, tax-free spin-off or subsidiary IPO January 23, 2008: Unisys announced that it had postponed the date for stockholder notifications for its 2008 meeting to facilitate discussions with MMI Investments May 20, 2008: MMI Investments entered into a Governance and Cooperation Agreement with Unisys, under which Unisys appointed Clay Lifflander and Charles McQuade to Unisys’s Board of Directors September 19, 2008: Unisys CEO Joseph McGrath resigned, under pressure from MMI Investments October 7, 2008: Unisys’s Board elected J. Edward Coleman as Chairman of the Board and appointed him Chief Executive Officer. J. Edward Coleman had a corporate transformation and turnaround background November 19, 2008: Unisys announced initiative to simplify its organizational structure and reduce operating expenses including cutting $100 million in annual SG&A December 4, 2008: Unisys undertook reverse stock split in order to maintain its NYSE listing December 22, 2008: Unisys announced that it was taking actions to reduce annual costs by more than $225 million January 19, 2010: Unisys announced sale of Health Information Management business to Molina Healthcare for $135 million December 7, 2010: Clay Lifflander resigned as a Director of Unisys May 1, 2012: Charles McQuade retired from the Board after attaining the mandatory retirement age of 70 Stock price decline of 58% during his tenure on the Board Stock price decline of 44% during his tenure on the Board (1) Timeline of Key Events

Unisys Corporation (Cont’d) Stock price performance during tenure of MMI Board candidates May 20, 2008: MMI candidates Clay Lifflander and Charles McQuade appointed to Board Price: $44.50 May 1, 2012: MMI candidate Charles McQuade retires from Board Price: $18.71 September 19, 2008: Joseph McGrath resigns as CEO Price: $33.50 November 19, 2008: Unisys announces initiative to cut expenses by $100 million Price: $4.00 January 19, 2010: Unisys announces sale of HIM for $135 million Price: $35.74 December 7, 2010: MMI candidate Clay Lifflander resigns from Board Price: $24.92 Total Return (58.0%) (1) (1) Returns from Bloomberg and represents total stockholder return including price appreciation, dividends and stock splits. 29 $60.00 $50.00 $40.00 $30.00 $20.00 $10.00 $0.00 May-08 Aug-08 Dec-08 Mar-09 Jul-09 Oct-09 Jan-10 May-10 Aug-10 Dec-10 Mar-11 Jun-11 Oct-11 Jan-12 May-12

Business Description Key Points The Brink’s Company Timeline of Key Events Source: Company Filings. (1) Total Return based on market value weighted index return of combined Brink's from 5/2/2008 to 5/6/2011 and Brink's Home Security from 10/31/2008 spin-off from Brink's to 5/13/2010 close of sale to Tyco. (2) S&P Midcap 400 Index. 30 Since MMI Investment’s (“MMI”) investment in Brink's: Brink’s Home Security (BHS) was spun off in 2008 Over the time of MMI nominated Board representation, from May 2, 2008 to May 6, 2011, Brink's stock had a total return of 18.4% (1) versus the S&P Midcap 400 Index total return of 22.2% The Brink's Company (“Brink’s” or “the Company”) is a leader in security- related services including armored car transportation, money processing, long- distance transport of valuables and vaulting. February 6, 2004: MMI discloses ownership of 5.4% in Brink‘s common shares via 13D filing April 20, 2005: MMI writes a letter to Brink's board and says it is frustrated with Brink's poor stock performance and suggests the company sell its Bax Global Inc. unit November 15, 2005: Brink's announces the sale of BAX Global Inc to Deutsche Bahn AG for approx. $1.1B in cash November 18, 2005: MMI discloses it has increased its ownership of Brink's shares to 6.7% December 18, 2006: MMI files a presentation as a part of an amended 13D and recommends strategic alternatives such as splitting-off a business unit or selling the Company February 19, 2008: MMI files proxy statement nominating four director candidates for 2008 election Argues Brink's should split-off either the armored-car business or the home-security business February 25, 2008: Brink's announces board approval to spin off the Brink's Home Security (“BHS”) unit Reaches agreement with MMI to expand board and nominate one of MMI's nominees as a director at the 2008 annual meeting In addition, agrees to nominate another one of MMI’s nominees to serve as a director of BHS following the spin-off MMI withdraws its proxy filing May 2, 2008: Brink's appoints MMI nominee Carroll R. Wetzel, Jr., to its Board of Directors October 31, 2008: Brink's completes spin-off of BHS and appoints MMI nominees to each company’s board Carroll R. Wetzel, Jr., joins the board of BHS Robert J. Strang, CEO of Investigative Management Group, appointed to Brink's board November 17, 2010: Brink's increases its stake in Servicio Pan Americano De Proteccion S.A. De C.V. (“SPP”), a Mexico based secure logistic company, from 21% to approximately 100% for approximately $60 million May 6, 2011: Robert J. Strang’s board representation term expires as he was not nominated by the Board for re-election The Brink’s Company lagged the index by 380 basis points during the tenure of MMI’s Board candidates (2)

Price ($) October 17, 2008 Brink’s Home Security begins trading “when issued”, spun-off on October 31, 2008 Price: $23.50 Stock price performance during tenure of MMI Board candidates The Brink’s Company (Cont’d) Oct 31, 2008: Brink's completes spin-off of the BHS unit and election of directors per agreement with MMI Carroll R. Wetzel, Jr. is switched to BHS’s board Robert J. Strang is appointed to Brink's board Price: $48.49 May 6, 2011: Robert J. Strang’s term expires as he was not nominated by the Board for re-election Price: $29.85 May 2, 2008: Carroll R. Wetzel, Jr., joins the board Price: $72.00 Oct 30, 2008: Q3 2008 earnings announcement Price: $46.24 Nov 17, 2010: Brink's increases its stake in Servicio Pan Americano De Proteccion to approx. 100% Price: $25.52 January 18, 2010 Tyco International announces acquisition of Brink’s Home Security Price: $31.42 Total Return 81.3% (1) Combined Total Return 18.4% (1) Total Return (21.0%) (1) Dec 17, 2008: MMI reports stake in Brink's reduced to 4.8% Price: $23.50 May 14, 2010 Brink’s Home Security sold to Tyco International Price: $42.61 (1) Returns from Bloomberg and represents total stockholder return including price appreciation, dividends and stock splits. 31 $72 $62 $52 $42 $32 $22 $12 May-08 Jul-08 Sep-08 Dec-08 Feb-09 May-09 Jul-09 Sep-09 Dec-09 Feb-10 May-10 Jul-10 Sep-10 Dec-10 Feb-11 May-11 The Brink’s Company Brink’s Home Security Combined Price