2 1 Elevate 2.0 Strategy March 24, 2022 Investor Day Exhibit 99.1 2 2 Forward Looking and Non-GAAP Statements These slides and the accompanying presentation contain “forward-looking” statements, including statements about management’s expectations regarding trends in the food and air transportation markets, strategic initiatives, acquisition strategies and long-term goals, which represent management’s best judgment as of the date hereof, based on currently available information. Actual results may differ materially from those contained in such forward-looking statements. JBT Corporation’s (the “Company”) most recent Annual Report on Form 10-K and subsequent Quarterly Reports on Form 10-Q, filed with the Securities and Exchange Commission, include information concerning risks and uncertainties, including the factors set forth under “Item 1A. Risk Factors”, that may cause actual results to differ from those anticipated by these forward-looking statements. In addition, other factors including the timing of our review of any strategic alternatives for the AeroTech platform; whether we will be able to identify or develop any strategic alternatives; our ability to execute on material aspects of any strategic alternatives; whether we can achieve the potential benefits of any strategic alternatives. The Company undertakes no obligation to update or revise these forward-looking statements to reflect new events or uncertainties. Non-GAAP financial measures are provided to enhance investors’ overall understanding of JBT’s financial performance by eliminating effects of certain items that are not comparable from one period to the next. In addition, this information is used by management as a basis for evaluating performance and for the planning and forecasting of future periods. This information is not intended to be a substitute for, nor should it be considered in isolation of, financial measures prepared in accordance with U.S. GAAP. 2 3 Brian Deck President & CEO Investor Day March 2022 2 4 75% 25% 2021 Revenue $0.5B $1.4B FoodTech AeroTech 87% 13% 2021 Segment Adjusted EBITDA (2) $37M $258M FOUNDED 1884 LISTED JBT (NYSE) since 2008 MARKET CAP $3.7 BILLION (1) EMPLOYEES 6,600 COUNTRIES 25+ JBT at a Glance: Leading Global Technology Solutions Provider to the Food & Beverage Industry Note: Figures may have immaterial differences due to rounding. (1) As of March 22, 2022. (2) Non-GAAP figure. Please see appendix for reconciliations.
2 5 Experienced Management Team with Excellent Track Record Carlos Fernandez* Executive Vice President and President, Diversified Food & Health Brian A. Deck* President and Chief Executive Officer Robert Petrie* Executive Vice President and President, Protein David C. Burdakin* Executive Vice President and President, JBT AeroTech Shelley Bridarolli Executive Vice President, Human Resources James L. Marvin Executive Vice President, General Counsel and Assistant Secretary Matthew J. Meister* Executive Vice President and Chief Financial Officer Kristina Paschall* Executive Vice President, Chief Information & Digital Officer *Indicates Investor Day presenter 2 6 Significant Accomplishments Successfully implemented JBT Business System and RCI (Lean program) Significantly advanced strategic sourcing capabilities Established ESG program focused on sustainable solutions for customers, DEI, and governance Built sustainable business model and high functioning organization Integrated 20 acquisitions (18 FoodTech) with $1.3 billion capital deployed since 2014 with aggregate double- digit ROIC Broadened FoodTech end market participation and portfolio offering via NPD and application penetration Refreshed AeroTech offering and expand into Automation, Electrification, Defense Continued portfolio diversification in attractive food & beverage market Grew JBT revenue from $1.0 billion to $1.9 billion, representing 10% CAGR Increased JBT adjusted EBITDA (1) margins >300 basis points Recurring revenue now represents almost 50% of total FoodTech revenue >130% cumulative free cash flow (1) conversion Grew profitably and generated meaningful cash since 2014 Note: Figures may have immaterial differences due to rounding. (1) Non-GAAP figure. Please see appendix for reconciliations. 2 7 Digitally Enabled Growth Introducing the ELEVATE 2.0 Strategy 2 8 Key Takeaways for Today JBT to explore a pure play FoodTech strategy1 Broad participation across attractive and resilient food & beverage markets2 Compelling macro trends support growth 3 Innovative and market leading technologies and application knowledge4 Elevate 2.0 is a compelling strategy enabled by digital transformation 5 Growth company with demonstrated track record of high value capital deployment6 Strong balance sheet and cash flow to support growth targets7
2 9 Exploring a Pure Play FoodTech Strategy We are excited to share with you today our vision to become a pure play food and beverage technology solutions provider Elevate 2.0 reflects our opportunity to grow FoodTech organically and inorganically and build the most compelling portfolio of solutions for our customers We are exploring strategic alternatives for AeroTech AeroTech is a leader in its markets and is poised for strong recovery; the business will benefit from a focused strategy to serve the global aviation market, deploying capital to accelerate growth We are considering a full range of strategic alternatives for AeroTech to identify the most value opportunity for shareholders We expect to complete our strategic assessment in the first half of 2023; meanwhile, we see significant potential as AeroTech earnings improve with the market recovery 2 10 Financial Framework Through 2025 2025 ADJ. EBITDA MARGIN (1) 17%+ FoodTech (1) 21%+ AeroTech 14%+ FCF CONVERSION >100% Free cash flow conversion to net income REVENUE CAGR (1) 7 – 9% FoodTech (1) 7 – 9% AeroTech 8 – 10% Low CAPEX intensity Disciplined working capital management Disciplined approach for food consolidation Demonstrated success & capacity to succeed M&A FOCUS ROIC 15%+ Targeting 15%+ excluding M&A in 2025 M&A target of double- digit cash ROIC in year three and year four/five for larger deals Executive compensation currently tied to ROIC (1) Excludes any impact from potential M&A activity. Corporate expense ~2.3% of sales 2 11 FoodTech Exploring A Pure Play Strategy 2 12 Consumer • Full-Service Dining • QSR / Fast Casual • Retail / Grocery • Institutional Distribution Global Food & Beverage Producers DELIVERING INNOVATIVE SOLUTIONS WE BELIEVE OFFER BEST-IN-CLASS YIELD AND PRODUCTIVITY, WITH A GOAL OF MAXIMIZING CUSTOMER PROFITABILITY FARM TO FORK VALUE CHAIN Farm/Ranch Leading Technology Solutions Provider to High-value Segments of the Market Upstream to consumer decision…allows for more economic resiliency
2 13 Warehouse Automation & Other Categories Diversification and Broad Participation in the Food & Beverage Markets is a Strong Differentiator Addressing Attractive End Markets Poultry, Red Meat & Seafood 39% % 2021 Orders by End Market Ready Meals, Convenience & Specialty Foods 13% Pet & Companion Animal Foods 5% Plant-based & Meat Alternatives 3% Fruit & Vegetables 9% 11% Beverages, Juices Dairy & Alternatives 17% Pharmaceuticals & Nutraceuticals 3% 2 14 , Selected Product Solutions Primary Cutting & Skinning Water Re-use & Anti- Microbial Delivery Systems Portioning, Slicing, Injection & Maceration Coating, Frying, Cooking Freezing & Cooling X-Ray, Inspection & Detection Tray Sealing & End of Line Packaging Systems Fresh Cut Fruit & Vegetable Processing Filling & Closing Solutions Preservation Solutions Powder & Liquid Processing Automated Guided Vehicles (AGV) Broad Set of Innovative Solutions and Process Knowledge to Meet Evolving Customer Demands 2 15 North America 55% South America 6% EMEA 26% Asia Pacific 13% Increasingly Global Customer Base Drives Need for Global Suppliers for Support Note: 2021 FoodTech global sales. Figures may have immaterial differences due to rounding. 2 16 Compelling Trends in Food & Beverage Support JBT Growth MARKET & COMMERCIAL DRIVERS (1) OECD – FAO Agricultural Outlook 2021 – 2030. (2) U.S. Center for Disease Control (CDC). (3) Deloitte Creating Pathways for Tomorrow’s Workforce report from May 2021. (4) Food and Agriculture Organization of United Nations. (5) Good Food Institute. PROTEIN CONSUMPTION REMAINS STRONG CONTINUED NEED FOR FOOD SAFETY LABOR CONSTRAINTS ADVANCING AUTOMATION PUSH TO REDUCE GLOBAL FOOD WASTE ~14% growth Estimated growth of global meat consumption 2020 through 2030 (1) ~2.1 million Estimate of unfilled U.S. manufacturing jobs by 2030 (3) ~1.3 billion tons Amount of global food produced for consumption & wasted each year (~33% wasted) (4) ~$15.6 billion Approximate annual U.S. cost from foodborne illnesses (2) CHANGING CONSUMER PREFERENCES ~43% growth U.S. increase in plant- based food dollar sales from 2018 – 2020 (grew 2.5x faster than total food sales) (5)
2 17 Food manufacturing further hampered by ~15% lower compensation rates and harsher work environments vs. traditional manufacturing (2) “COVID-19 absenteeism exacerbating problems at a time where increased capacity is needed to meet manufacturing demand” – WSJ January 2022 “Wage inflation has historically served as a catalyst for companies to invest in productivity- enhancing initiatives” – Bank of America Research January 2022 DRIVERS OF INCREASED NEED FOR AUTOMATION Reduction in engineering staff places higher reliance on full-line solutions/support Manufacturing is facing acute labor shortages– job openings near all-time-highs at more than 800,000 (1) Supply chain challenges enhance need for efficiency Critical Need for Automation Solutions Drives JBT Growth (1) Deloitte 2022 manufacturing industry outlook report. (2) U.S. Bureau of Labor occupational employment and wages, May 2020. 2 18 High Automation Expansion/Replacement Customer Equipment Need (1) (1) Management estimates based on FoodTech 2021 equipment orders. ~40% ~60% Higher labor automation combined with core technology for yield, capacity, safety, etc. Increase throughput, yield, food safety, shelf life, with modest incremental labor automation benefits JBT Offering Enables Resilient Secular Growth 2 19 Food Waste Water / Energy Consumption Packaging Waste Development of Sustainable Foods JBT Support Levers Sustainability an Increasingly Important Purchase Criteria Consumers who say sustainability is an important purchase criteria when it comes to fast moving consumer goods (1) 63% Share of Americans who are very interested in sustainable meats (2) 41% Consumers who are willing to pay a premium for sustainable products (1) 34% JBT Digitalization will provide customers better visibility on their sustainability data (1) Simon-Kucher & Partners, Strategy & Marketing Consultants (October 2021). (2) Spring 2021 MSU Food Literacy and Engagement Poll. JBT Benefits by Supporting Customers’ Sustainability Goals 2 20 Broad application knowledge and food domain expertise Food safety experts Innovative solutions that solve problems – labor automation, yield, throughput, sustainability, uptime Global service and support with ability to scale and grow with customers and maintain uptime Full line offerings and connected solutions - “we are with you right down the line” Why Customers Choose JBT
2 21 $316 $263 $310 $364 $386 $398 $382 $455 Q1 '20 Q2 '20 Q3 '20 Q4 '20 Q1 '21 Q2 '21 Q3 '21 Q4 '21 Orders last 2 Years Backlog last 2 Years $395 $360 $377 $427 $489 $532 $545 $635 Q1 '20 Q2 '20 Q3 '20 Q4 '20 Q1 '21 Q2 '21 Q3 '21 Q4 '21 +29% FY2021 vs 2020 Strong Momentum on Orders and Large Backlog Note: Figures may have immaterial differences due to rounding. +49% 12/31/21 vs 12/31/20 ($ million) ($ million) 2 22 FoodTech Recurring Revenue ($ million) Demonstrated Resiliency Through the Cycle with Recurring Revenue Model Leveraging Large Global Installed Base Recurring Revenue Driven by Sales and Service Network ▪ ~450 Field Service technicians globally support equipment and leases ▪ Cross-training for increased regional support and utilization ▪ Increased bundling of ProCARE contracts with equipment sales – developing more parts kits vs. single-part sales ▪ Generating new opportunities through increased focus on outbound aftermarket sales ▪ Over 40,000 global install base of machinery Parts & Consumables $385M Rebuild $100M Leases $91M Service $86M $486 $518 $587 $611 $662 2017 2018 2019 2020 2021 38.1% (1) Recurring Revenue % 41.5% 44.1% 49.5% 47.2% Note: Figures may have immaterial differences due to rounding. (1) 2018 revenue was positively impacted by the adoption of ASC 606 revenue recognition policy, impacting total revenue by approximately $114 million. 2 23 ACQUISITIONS DIGITAL TRANSFORMATION IMPROVE MARGINS ORGANIC GROWTH 1 2 3 4 1 Organic Growth ▪ New product development ▪ End market penetration ▪ Cross-selling opportunities ▪ Continued penetration into attractive geographies DigitaI Transformation ▪ Roll out digital offering ▪ Enable growth in aftermarket, new equipment, and new recurring revenue streams Margin Enhancement ▪ Direct material savings ▪ Strategic sourcing ▪ Relentless continuous improvement Acquisitions ▪ Deploy capital to both accretive “bolt-on” and larger M&A ▪ Disciplined strategic M&A program to generate double- digit ROIC 2 3 4 Elevate 2.0 Strategy Overview – Leverage Our Broad Position 2 24 Organic Growth that Focuses on Customer Outcomes Penetrate Adjacent End Markets New Product Development Cross-selling Throughout Portfolio Invest in Developing Geographies Leveraging Digital Offering Selected Examples of Recent Product Launches LAST 24 MONTHS Food Safety Yield Speed/ Throughout Automation Sustainability FlexScan X-Ray Next Gen AGV and Dual-Mode Vehicles Robotic Harvester Vertical 3D Cutting Robotic Case Packer Northfield CleanFreeze NeoCAT Chiller M Boss Anti- Microbial Dispenser Avure Flexi Bulk Hi2-FLEX CoreTakr FLEX Retort Water & Heat Recovery Systems DSI Mini AsepSTIX Asepctic Linear Viscous Pouch Filler
2 25 BUSINESS CASE SUCCESSFUL DIGITAL SOLUTIONS CAN UNLOCK SIGNIFICANT REVENUE AND MARGIN FOR JBT ACROSS THREE KEY LEVERS MONETIZATION LEVERS Solutions to monitor & improve equipment maintenance & uptime AFTERMARKET Solutions to improve machine/JBT overall value proposition EQUIPMENT PULL THROUGH Solutions to offer related or adjacent services (e.g., software license) v NEW REVENUE STREAMS JBT’s Digital Transformation We will accelerate JBT's shift toward a digitally enabled, customer-centric solutions company Necessary investment required to maintain leadership position and meet evolving customer demands 2 26 Supply Chain & Strategic Sourcing Continued Margin Enhancement Opportunities Key Elements ▪ Focused learning at key levels ▪ Leader & Manager levels serve as the foundational training in Kaizen, daily management and problem-solving coaching JBT Business System & Relentless Continuous Improvement (Lean) Near term focus on continuity of supply and offsetting inflation to support operations 200+bps Medium-term opportunity Strategy Deployment Kaizen & Lean Tools Root Problem Solving Process Continuous Improvement Learning System DO PRACTICE LEARN ▪ Supply base consolidation ▪ Value engineering/component standardization ▪ Make vs buy decisions ▪ Best cost country 2 27 Capital investments in digital, product innovation, R&D and opex improvements Continue historical dividend, reflective of financial strength and reliability of cash flows Continue to grow through a highly strategic and disciplined M&A approach Share repurchases to offset dilution of incentive compensation 1 2 3 4 Capital Allocation Framework to Accelerate Growth 2 28 Primary, further processing, end of line packaging, and complimentary software, services, and consumables Note: Illustrative selected examples. List not exhaustive or reflective of overlapping strategic categories. ACQUISITION INTENT KEY M&A FOCUS AREAS OF: TARGETS WITH: Strong intellectual property in key technologies that can be globalized and added to the broader JBT portfolio ROIC Target: Double-digit by year three for bolt-ons, year four/five for larger deals Grow the core and extend into near adjacencies Advance the business model Financial criterium and returns Continued Growth Through Acquisitions Focused on Building Capabilities
2 29 Purpose and flexible working arrangements are critical to attracting and retaining talent Focus on internal talent development and growth opportunities TALENTCULTURE INNOVATION & EXECUTION Durable Shareholder Value Creation is Enabled by Talented, Engaged Teams that we Reinvest in We are built on mission to help the world make better use of the World’s precious resources Embrace One JBT culture Safety focus – Target Zero Embracing multicultural views and backgrounds to support our DEI journey Our culture drives our ability to attract and retain key contributors Our talent drives our ability to create value Diversity of talent and employee engagement drive enhanced performance and better outcomes for our customers and shareholders Leadership series and cultural learning communities 2 30 Holistic Business Model to Drive Customer Value Evolving Customer Care philosophy to an intimate engagement approach driven by Digital Infrastructure Core technology to enhance food safety, yield, throughput, shelf life, automation, sustainability Leverage existing food domain and application knowledge and engineering 2 31 Robert Petrie Executive Vice President and President, Protein Carlos Fernandez Executive Vice President and President, Diversified Food & Health Investor Day March 2022 2 32 $635 $725 $928 $1,172 $1,361 $1,329 $1,235 $1,400 2014 2015 2016 2017 2018 2019 2020 2021 JBT FoodTech at a Glance Revenue A Growth Story Resilient organic growth engine through cycle… …driving large global installed base of equipment …further enhanced by 18 M&A deals since 2014 with runway for further consolidation. …followed by an attractive mix of profitable recurring revenue... Note: Figures may have immaterial differences due to rounding. (1) 2018 revenue was positively impacted by the adoption of ASC 606 revenue recognition policy, impacting revenue by approximately $114 million and adjusted EBITDA by approximately $24 million. (2) Non-GAAP figure. Please see appendix for reconciliations. Adj. EBITDA (2) Margin % 15.0% 15.3% 15.9% 16.3% 16.6% 19.3% 19.1% 18.4% ($ million) (1) Revenue CAGR 14.2% 20.9% 22.7% 21.0% 15.9% 11.7% 12.0%
2 33 LEADING SUPPLIER Processing Equipment and Packaging Solutions Diversified Food & Health Overview 2 34 Broad Participation in Attractive Food & Beverage End Markets Supported by Strong Secular Growth Trends $20B $12B Original Equipment $8B After Market Plant-based Meat and Beverage Alternatives Soups, Sauces & Condiments Juices, Beverages Dairy & Alternatives Ready Meals, Salads & Specialty Foods Pet & Companion Animal Foods Pharmaceuticals & Nutraceuticals Estimated Total Available Market (1) (1) Proprietary market study. 2 35 Broad Portfolio of Innovative Equipment Solutions FRESH ▪ Fresh fruit & vegetable processing ▪ High pressure processing ▪ Fresh produce consumables FILLING & PRESERVATION ▪ Filling and closing ▪ Powder processing solutions ▪ Retorts, rotary & hydrostatic preservation ▪ Tuna processing PACKAGING ▪ Tray sealing ▪ Packaging line software, label inspection & verification ▪ End of line packing solutions PROCESSING ▪ Juice extraction and processing ▪ Aseptic and secondary processing solutions ▪ Controls, automation and clean-in-place 2 36 Uptime, quality and yield Global service, sales and technology centers New business models and customer-centric culture Food safety, shelf life and cost per unit FoodTech’s Diversified Food & Health solutions focus on the success of our customers by ensuring we deliver: Application knowledge, process expertise and system design FoodTech’s DF&H Solutions Deliver Value for Our Customers
2 37 Food Domain Experts with Best-in-class Application Engineering and End-to-end Solutions Customer Inquiry Identify & Design Solution RFP/ Quote Design & Develop Specs Win Order Build Out Deliver & Install Commission Service Part Sales Refurbishment Replacement ORIGINAL EQUIPMENT AFTER MARKET Broad and diverse application knowledge allows for cross-sell opportunities across the FoodTech portfolio Customer engagement throughout the entire life cycle of the products Engineered solutions providing food safety, automation, yield, and throughput benefits Digital solutions allow for life cycle partnerships generating recurring aftermarket parts and services franchise 2-4X LIFETIME VALUE OF ORIGINAL EQUIPMENT PURCHASE 3-6 MONTHS 3-9 MONTHS 8-20 YEARS BY OUR CUSTOMER’S SIDE THROUGHOUT THE EQUIPMENT LIFE CYCLE 2 38 DF&H Research and Development key to Continued Growth Increased Options ▪ Flavors and nutritional value ▪ Alternative protein foods & beverages ▪ Focus on sustainability ▪ Convenience Market Solutions ▪ Uncompromised food & operator safety ▪ Increasingly automated lines ▪ Sustainability in production and packaging ▪ Utility reductions, efficiency improvements MARKET TRENDS TECHNOLOGY ADVANCMENTS THAT ADDRESS TRENDS Clean Labels Flexitarian (plant-based) alternatives Organic Pet Food 2 39 Expanding Solutions Through M&A and R&D Developed in 2021 Reducing manual labor by automatically packing cases CASE PACKER Acquired in 2019 Automatic Filling, sealing and gas flushing multi component salad bowls Acquired in 2021 Providing software and hardware solutions for the automated set-up and control of complete packaging lines Sustainable Automation Cost Savings Improved Quality Higher Yields 2 40 Sustainability is in our DNA What the world needs and what our customers want Making better use of the world’s precious resources by providing solutions that sustainably enhance our customers’ success. Water, Steam and Utility Optimization ▪ Equipment efficiency & increased run times ▪ New technologies Food Waste Reductions ▪ Increasing shelf-life ▪ Maximizing use/yield of food and ingredient inputs Non-food Waste Reduction ▪ Increase use of recyclable and biodegradable packaging ▪ Efficient use of oils and other consumables Innovative Research & Development ▪ New technologies for blending plant-based ingredients ▪ Developing cell-based meats and seafood technology
2 41 Revolutionary Technology in Cell Based Food Production From Engineering to Expert Fabrication, JBT is the Leader Cell-based Meat Production ▪ New technologies that are revolutionizing the food industry, by cultivating meat using cells from animals. ▪ Sustainable and reliable meat production JBT’s Expertise and Trust in the Industry ▪ Process knowledge - nourish, cultivate, harvest cellular production ▪ Expert engineering and fabrication ▪ Pharmaceutical-grade for new food applications ▪ JBT Protein Division brings downstream application support 2 42 Process Knowledge & Application Engineering Expertise and Proven Technologies Plant-Based Beverage Process High Sheer Vacuum System JBT AsepTech® Filler and JBT AsepFlex™ - Linear Pouch Filler INGREDIENTS, PASTE, CONCENTRATE, POWDER WATER Homogenization and preheat treatment Recirculation & Preparation Batch Tanks Standard Basic Sterideal® UHT A Tank Steritank® Filling and Closing Preservation FINAL FORMULA BATCH ADJUSTMENT 2 43 High Pressure Processing (HPP) – FlexiBulk Sustainable Packaging Extend Shelf Life Improved Quality Cost Savings Higher Yields Solution ▪ New option uses conventional aseptic bulk bag technology adapted for HPP. After HPP the food product may be filled into any container, including cans and bottles ▪ Filling and emptying is outside the HPP press; FlexiBulk will fill bags in baskets while other bags are being pressed and unfilled ▪ Fastest and most efficient bulk HPP machine Customer Needs ▪ High Pressure Processing (HPP) for both individual and bulk packaging ▪ Ability to simultaneously fill different types of containers ▪ Option to use sustainable glass packaging FlexiBulk FlexiBulk HPP IS A POST-PACKAGE PRESERVATION PROCESS THAT USES COLD WATER P.S.I TO PRESERVE FOOD INSTEAD OF HEAT OR CHEMICALS 2 44 LEADING SUPPLIER Protein Processing Equipment from Raw to Cooked & Frozen Protein Overview
2 45 Broad Participation in Attractive Food End Markets Supported by Strong Secular Growth Trends Poultry Red Meat Fish & Seafood Fruit Vegetables Bakery Ready Meals & Prepared Foods Plant-based Meat Alternatives Estimated Total Available Market (1) ~$20B ~$11B Original Equipment ~$9B After MarketPet & Companion Animal Foods (1) Proprietary market study. 2 46 Protein Products Provide Critical Solutions POULTRY RED MEAT SEAFOOD Chilling & Antimicrobial Cut-Up / De-boning Skinning Water Re-Use Portioning Slicing & Trimming Inspection Injection Massaging Coating/Frying Cooking Freezing Clipping & Packaging HPP PRIMARY Processing SECONDARY Processing FURTHER Processing & End of Line 2 47 FoodTech’s protein solutions focus on the success of our customers by ensuring our equipment delivers: Great tasting food Seamless integration Advanced technology that reduces maintenance while improving uptime and reliability More throughput Food safety Significantly minimized labor Highest portioning yields available FoodTech’s Protein Processing Solutions Deliver Value for our Customers 2 48 Protein Research and Development key to Continued Growth ▪ Food safety ▪ Diet shifts; flexitarian, free-from, low fat, organic ▪ Sustainability ▪ Animal welfare ▪ Convenience foods ▪ Lack of labor ▪ Increasingly automated machines ▪ Auto-CIP & water re-use ▪ Foreign object detection ▪ Sustainable packaging solutions ▪ High Pressure Processing ▪ Hygienic designs MARKET OUTCOMES/TRENDS TECHNOLOGY NEEDS TO ADDRESS OUTCOMES/TRENDS Food Safety Flexitarian (plant-based) alternatives Labor Availability Sustainability
2 49 Solution ▪ Automation eliminates up to 15 positions per day ▪ Fully wash down and use air to move product (no gripper) ▪ Optimized scan/cut software leads to higher yields ▪ Air picker - harvests up to 220 portions per minute ▪ ProCare contract Rise of Automation in Protein Processing – DSI with Dual Robotic Harvester Customer Need ▪ Unavailability of labor ▪ Food safety ▪ Higher yields ▪ Production speed ▪ Easy maintenance Automation Extend Shelf Life Improved Quality Cost Savings Higher Yields 2 50 Innovative Solutions for Whole Bird Chilling Integrated technology combined with M-BOS automation to deliver: “Industry first” fully automated whole bird water chilling process Improved Sustainable Process Cost Savings Improved Food Safety Improved Quality ▪ Improved food safety ▪ Lower energy consumption ▪ Elimination of labor & human error ▪ Highest output & floor space in industry ▪ Reduction in chemical usage up to 20% ▪ Water use reduction up to 20% ▪ Yield increases up to 2% Anti-microbial delivery & Auto-CIP Whole bird chiller Water re-use 2 51 Food & Beverage Freezer Warehouse Automation Labor Reduction Sustainability TraceabilitySafety Operating Efficiencies Solution: JBT Freezer Warehouse AGV ▪ JBT’s Freezer Warehouse Automated Guided Vehicle (AGV) extends our participation further downstream in the food & beverage value chain ▪ The AGV operates in harsh temperature environments moving the finished product into the freezer warehouse, enabling more efficient operation of the food warehouse ▪ Provides a safer work environment, reduces labor costs, and improves materials flow and operations for our customers Rising Need for Automation in Cold Storage ▪ Consumption of frozen or prepared meals driving the need for cold storage capacity at the last-mile stage of food distribution ▪ Rising need for automation technology that can operate in harsh, low temperature environments in an increasingly challenging labor environment 2 52 Relentless Continuous Improvement Margin Levers ▪ Pricing ▪ Direct material savings ▪ JBT Business System ▪ LEAN / RCI deployment ▪ Inventory investments ▪ Flexible working policies ▪ Parts & commodity inflation ▪ Increased lead times ▪ Increased absenteeism ▪ Component availability ▪ Labor availability ▪ Freight costs CURRENT MARGIN PRESSURES FOCUS AREAS / MARGIN LEVERS
2 53 FoodTech Growth Strategy Innovative new product development for automation, sustainability and food safety 1 Digital tools to support customers and enhance JBT recurring revenues 2 New outcome-based business models to increase customer intimacy and ease of doing business 3 Expand into near adjacent segments with new product development and M&A 4 Margin improvement via RCI, sourcing and value engineering5 Cash flow and balance sheet management to allow reinvestment6 2 54 Kristina Paschall Executive Vice President, Chief Information and Digital Officer Investor Day March 2022 2 55 Vision | Become the Preferred Digitally Enabled Solutions Partner for our Customers Throughout the Lifecycle of their Machines We are investing to provide customers: Better machine insights Improved access to inventory Best-in-class service We are enabling better performance and value creation for our customers We are becoming a digitally enabled solutions partner for our customers… …Enabling a virtuous cycle of value creation and revenue growth Create more value for customers Generate higher JBT recurring revenue Invest in our tools and capabilities 2 56 Customer research highlights pain points only addressed by digital capability and improved service to customer Current Advantage Incremental Value Machine and parts business Lifecycle relationships Core technology- driven innovation System-wide performance Product focus Solutions focus Processing and application knowledge Outcome driven Transformation from Equipment Supplier to Digitally Enabled Solutions Provider
2 57 Continue IoT development: IoT is a key component that enables collection of important data Continuously improve – discover, build, test, feedback loop to continue Innovate alongside customer working together in customer facilities Revitalize service offering Expand digital solution offering to additional customer experiences Yield Safety Quality Uptime Throughput Reduce waste IMPROVE THE EFFICIENCY & RELIABILITY OF THE WORLD’S FOOD SUPPLY CHAIN = JBT AIMS TO BE THE LEADING ‘SOLUTIONS PARTNER’ OF THE FOOD & BEVERAGE INDUSTRY, POWERED BY OUR DIGITAL FOCUS 2016 – 2021 IoT Development (iOPS®) ‘Smart’ connected equipment to drive decision making Complete development for majority of Foodtech product lines & expand functionality of customer experience 2022 – 2025 Complete Digital Solutions Rollout Unlock opportunities in consulting, sustainability & traceability 2025 and beyond Expansion of Digital Services JBT has been on a Journey in Digital and will now Increase Investment to Create a Premium Service Offering 2 58 This Work is Deeply Grounded in Customer-centric Design Journey in DEVELOPMENT PROCESS Identify outcomes that can be delivered digitally Understanding user journeys and customer pain points Development of working prototype Continued improvement of prototype Interviews commenced at customers of JBT in our food and beverage industries In Multiple Regions With Multiple Customer Roles 2 59 “Omni” … Complete Customer Experience …“Blu” “JBT Blue” Pinnacle Life Cycle Support Introducing OmniBlu 2 60 OmniBlu is our promise to be the partner by your side in the digital era… …Enhanced 'Frictionless' way of doing business with JBT …Proactive Maintenance Operations ...Optimized Food Production Operations by JBT Prepare Respond Optimize Rapid response & commitment of delivery of critical parts Experienced service supportCustomer training Proactive Maintenance, Diagnostics, Inspections Cutting edge digital tools and AI- driven insights Feedback to operations to maximize production OmniBlu… TANGIBLE CUSTOMER BENEFITS
2 61 Provide a comprehensive one-stop view for Maintenance Managers to understand and plan events, powered by Machine Learning Manage and/or reuse utilities, waste, and process byproducts (especially oil) with digital tools to improve plant sustainability Orchestrate a frictionless and data-driven system to optimize remote diagnostics, service scheduling and parts ordering/delivery FRICTIONLESS PARTS & SERVICE 1 Monitor real-time machine data to anticipate failures & predictive maintenance Connect machines digitally to each other and automate OEE improvements Use machine vision algorithms for immediate issue detection to improve yield, food safety, and quality RELEVANT USE CASES IN FOCUS Identified Five use Cases that, Coupled with Existing Solutions, will Create one Holistic Offering to Drive Customer Value MACHINE PERFORMANCE2 MACHINE VISION3 MAINTENANCE MANAGEMENT4 BYPRODUCTS & SUSTAINABILITY5 OMNIBLU TAKES A MULTIPRONGED APPROACH TO DELIVER VALUE TO THE CUSTOMER 2 62 Frictionless Parts & Service ▪ Digital diagrams of machines and parts ▪ Automatically schedule service and ship parts to preempt predicted failures ▪ Self-service visibility into order tracking and part lead times Description ▪ Downtime reduced by 24/7 virtual access to technician support ▪ Downtime reduced by getting customers service and parts in advance of failures Customer Value Proposition Orchestrate a frictionless and data- driven system to optimize remote diagnostics, service scheduling & parts ordering / delivery FRICTIONLESS PARTS & SERVICE1 2 63 Machine Performance ▪ Smart alerts automatically notify users of issues, anticipate failures and enable quick resolution through suggested actions ▪ All machines within full line are connected via sensors which identify bottlenecks, and JBT machines respond automatically to upstream/downstream changes Description ▪ Substantial improvements to yield from continuous monitoring of entire line ▪ Decrease in downtime of machines due to maintenance monitoring Customer Value Proposition Monitor machine performance to prevent failures. Connect machines digitally to each other to inform and automate OEE improvements MACHINE PERFORMANCE2 2 64 Machine Vision ▪ Integrate vision systems in more places along line to: ▪ Compute throughput actuals and trends ▪ Identify foreign material sooner ▪ Provide supervisors with real-time alerts concerning yield, food safety, and quality Description ▪ Improved yield and safety by enabling real-time intervention of issues ▪ Reduced product throwaway from more precisely identified outbreak locations Customer Value Proposition Use machine vision algorithms for immediate issue detection to improve yield, food safety, and quality MACHINE VISION3
2 65 ▪ Aggregate sensor data into easy-to-read machine health dashboards ▪ Recommend preventative and predictive maintenance services based on usage Description ▪ Downtime reduced by proper care of machine based on actual usage ▪ Catastrophic failures reduced by prediction and planning Customer Value Proposition MAINTENANCE MANAGEMENT4 Monitor real-time machine data to anticipate failures and enable predictive maintenance Maintenance Management 2 66 Byproducts and Sustainability ▪ Identify process outputs / byproducts for sale to create new revenue streams ▪ Develop reduction recommendations to reduce / reuse scare resources like: ▪ Water ▪ Electricity ▪ Oil Description ▪ Reduce environmental footprint by more sustainably running plant ▪ Lower production costs via more efficient resource usage (water, electricity, oil, etc.) Customer Value Proposition Utilize digital analytics to diligently monitor and reduce waste BYPRODUCTS & SUSTAINABILITY5 2 67 RECENT CASE STUDY Example Customer Value Creation Our offering addresses what matters most to the customer... >1,300 annual hours productivity gained $500K OpEx reduction $1.5M Sales growth Machine Performance KPI Monitoring Alerts Machine Connectivity via Gateways Virtual Maintenance Manager Virtual Maintenance Manager Digital Catalog Diagram-Driven for Replacement Parts and Maintenance Manager Enhanced Search Order Generation Frictionless Parts & Service 2 68 Commercial & Operational Investment to Support OmniBlu COMMERCIAL PROCESS SUPPLY CHAIN TALENT TECHNOLOGY ▪ Commercial offering design ▪ Lead generation ▪ Marketing/clear messaging ▪ Service organization ▪ Engineering ▪ Data science ▪ Software development ▪ Inventory management ▪ Supply chain process design ▪ Service optimization ▪ Modern cloud architecture ▪ Security first focus and certification ▪ Machine learning/AI ▪ Intuitive user experience
2 69 JBT’s Monetization Opportunity | The Aftermarket Business Transformation will Deliver Large Recurring Revenue Increase Across FoodTech Initial equipment revenue Lifetime aftermarket revenue 2 – 4x 1x 50%+ Target aftermarket capture Current aftermarket capture 20 – 40% Potential higher than today Aftermarket Share Capture Higher than initial sale Lifetime Aftermarket Value 2 70 OmniBlu’s Differentiated Approach will Drive Revenue Returns Projected JBT Outcomes Incremental Total FoodTech Revenue Growth of 1 – 2% CAGR through 2025 ROIC of 20%+ by 2025 INVEST CAPITAL CUSTOMER- CENTRIC FOCUS Solutions to monitor & improve equipment maintenance & uptime AFTERMARKET Solutions to improve machine value proposition EQUIPMENT Solutions to offer related or adjacent services (e.g., software license) v NEW REVENUE STREAMS 2 71 David C. Burdakin Executive Vice President and President, JBT AeroTech Investor Day March 2022 2 72 AeroTech: Leading the Way in Airport Infrastructure • 4 Strong End Market Fundamentals 4 Billion Overall expected traveler numbers in 2024 exceeding pre-COVID-19 levels (1) $25 Billion Additional funding to air transportation under the 2021 Infrastructure Investment and Jobs Act (2) #1 or #2 In key product categories in North America ~90% Commercial airports in North America rely on AeroTech equipment & services ~12% CAGR Revenue growth 2014 to 2019 ~460 bps Adj. EBITDA (3) margin expansion 2014 to 2019 Leading Market Position Pre-Covid Strong Track Record, Poised to Recover 1 (1) IATA March 2022. (2) Federal Aviation Administration. (3) Non-GAAP figure. Please see appendix for reconciliations.
2 73 $350 $383 $423 $463 $558 $616 $493 $468 ~$600 $0 $100 $200 $300 $400 $500 $600 $700 2014 2015 2016 2017 2018 2019 2020 2021 2023 +13% (1) AeroTech: A Strong History and Vibrant Future 2014 – 2019 TRANSFORMING THE BUSINESS GLOBAL PANDEMIC RECOVERY % YoY Revenue Growth % Adj. EBITDA (2) Margin 9.4% 9.5% 20.5% 10.4% (20.0%) (5.1%) 9.1% 10.5% 11.5% 12.1% 13.7% 12.2% >13%7.9% 10.4% 11.2% Note: Figures as reported including AMSS beginning in June 2017 and LEKTRO beginning in Feb 2019. 2018 figures include favorable impact of ASC 606 revenue recognition accounting change of approximately $13 million in sales and $4 million in adjusted EBITDA. (1) Represents 2021 to 2023 compound annual growth rate (CAGR). (2) Non-GAAP figure. Please see appendix for reconciliations. 2 74 AeroTech is the Most Comprehensive Platform Serving the Airport Infrastructure Market Key Products & Services (1) Figures represent illustrative pre-COVID business and end market mix. Fixed Mobile Airport Services Airports Commercial Airlines Ground Handlers Cargo Defense Pre-Covid Revenue by Product Line (1) Pre-Covid Revenue by End Market (1) Mobile Ground Support Equipment Fixed Gate & Ramp Equipment Baggage Handling System & Facility Maintenance Services 2 75 Recovery Underway MARKET & COMMERCIAL DRIVERS AIR TRAFFIC DEMAND RECOVERING STRONG GROWTH IN THE AIR CARGO MARKET AIRCRAFT FLEETS CONTINUE TO EXPAND AIRPORT INFRASTRUCTURE INVESTMENT 4B Overall expected traveler numbers in 2024 (1) 39,020 Required new planes from 2021 to 2040 (3) $25B Additional funding to air transportation under the 2021 Infrastructure Investment and Jobs Act (4) ~19% Global air cargo demand volume in 2021 (2) (1) IATA March 2022. (2) IATA December 2021. (3) Airbus November 2021. (4) Federal Aviation Administration. 2 76 Faster Turns & Improved Productivity Reputation for High Reliability, Low TCO, Ease of Operation & Maintenance Sustainability Strong Demand for Environmentally Friendly Solutions Digital Connectivity Real Time Monitoring & Predictive Analytics Automation Early Stages of Implementation Why Customers Choose JBT
2 77 Automation Gaining Momentum Passenger Boarding BridgesMobile Ground Support Equipment Labor shortages and turnover ▪ Auto-docking solutions improve efficiency and enable remotely controlled bridge docking ▪ “APD” sensor technology assists operators to avoid aircraft damage ▪ Deicer operator assist “AutoPosition” and boom “AutoPark” ▪ “AutoDock” for cargo loaders Cargo handling productivity Aircraft protection Requires less operator skill Faster aircraft turns DRIVERS FOR AUTOMATION AeroTech’s Solution 2 78 Key Highlights Digital Connectivity Cloud-based Performance Optimization ✓ Fleet management ✓ Gate management ✓ Predictive maintenance ✓ Remote monitoring and troubleshooting Value Proposition ✓ Higher asset utilization ✓ Lower fuel consumption ✓ Faster aircraft turns ✓ Reduced downtime ✓ Lower maintenance cost ✓ Feedback on vehicle and operator performance 2 79 Sustainability Airports are striving to be more environmentally friendly ✓ Increasing number of “carbon accredited” airports ✓ Mandating conversion from diesel to electric ✓ COP21’s agreement of 50 carbon neutral airports by 2030 Alternative Power GSE Fuel Efficient Defense Products Electric Infrastructure Growing Trend Toward Electric GSE AeroTech’s Expanded Alternative Fuel Offering Green initiatives across the public private sector ✓ Public grants encouraging spend on electrification such as EPA Clean Diesel National Grants and FAA VALE ✓ Defense sector looking for more fuel-efficient solutions Robust history of innovation ✓ Decades of experience with electric GSE ✓ Acquired LEKTRO in 2019 to broaden electric GSE offering Multiple ongoing initiatives ✓ New electric / hydrogen fuel products ✓ Deicing operator assist features – reduces glycol use ✓ Fuel efficient defense products reduce “fuel tail” ✓ Airport infrastructure solutions – AmpTek, JetDock, iOPS 2 80 Pursuing Attractive Defense Programs High Pressure Conditioned Air Carts for Fighter Aircraft Combination Air, Power, and Hydraulic Carts for Helicopters Combination Air and Power Carts for Fighter Aircraft Cargo Loaders – Electrification for Cargo Aircraft and Tankers Electric Tow Tractors for all types of Aircraft Low Pressure Conditioned Air Carts for Cargo and Specialty Aircraft RELEVANT NEW U.S. DoD PROGRAM $2B TAM OVER NEXT 10 YEARS (1) (1) Company estimates of revenue value of new programs being awarded in 2023 – 2026.
2 81 AeroTech is Poised for Growth Growth Levers Strong market tailwinds Accelerate new product development International expansion Grow defense sales Increase base of recurring revenue Margin enhancement Revenue CAGR 8 – 10% 2025 Financial Targets Adj. EBITDA Margin 14%+ 2 82 Matt Meister Executive Vice President and Chief Financial Officer Investor Day March 2022 2 83 Key Strategic Highlights Built a solid foundation with demonstrated record of nearly double- digit revenue growth and margin expansion 2022 is expected to experience strong demand with a challenging operating environment Elevate 2.0 accelerates investment in digital platform & contributes to above market annual growth rates Strong free cash flow and disciplined capital deployment to expand core capabilities and deliver double-digit returns Exploring a Pure Play FoodTech Strategy 1 2 3 4 2 84 Demonstrated Resiliency and Commitment to Profitable Growth Through the Cycle Total JBT Revenue Note: Figures may have immaterial differences due to rounding. (1) 2018 revenue was positively impacted by the adoption of ASC 606 revenue recognition policy, impacting revenue by approximately $127 million and adjusted EBITDA by approximately $28 million. (2) Non-GAAP figure. Please see appendix for reconciliations. $1.0 $1.1 $1.4 $1.6 $1.9 $1.9 $1.7 $1.9 $2.1+ 2014 2015 2016 2017 2018 2019 2020 2021 2022E ($ billions) Adj. EBITDA (2) Margin % 13.5% (1) 15.0%15.0%13.2%12.4%11.2%10.4%10.2% Double revenue from $1B to >$2B ▪ FoodTech 12.0% CAGR ▪ AeroTech Adj. EBITDA (2) margin improvement >300 bps ▪ FoodTech >350 bps, ~19% in 2022 ▪ AeroTech ▪ Corporate investment in digital $14 – $15M in 2022 Summary Financial Performance 2014 – 2022E 5.8% total CAGR 12.0% pre-pandemic (2019) CAGR ~460 bps improvement pre- pandemic, with recovery underway Sales CAGR 9.6%9.8%14.6%18.2%18.4%17.1%12.5%
2 85 Keys to Success for 2022 ▪ Realizing price actions taken in back half of 2021 and early 2022 to close gap on price/cost ▪ Mitigating productivity issues from supply and labor availability issues ▪ Proactively ordering ahead to improve supply ▪ Increasing safety stock and order quantities ▪ Working with outsource vendors and recruiting firms to increase available manufacturing hours ▪ FoodTech 12 – 15% organic plus 3% from acquisitions ▪ AeroTech 15 – 20% organic ▪ 75 – 80% visibility to achieve revenue target ▪ Record backlog of ~$1B ▪ Continued growth of recurring revenue MARGIN IMPROVEMENT SEQUENTIALLY THROUGH THE YEAR DRIVEN BY DELIVER 15%+ TOTAL REVENUE GROWTH 2 86 $635 $725 $928 $1,172 $1,361 $1,329 $1,235 $1,400 2014 2015 2016 2017 2018 2019 2020 2021 FoodTech: JBT’s Growth Engine Revenue A Growth Story Resilient organic growth engine through cycle… …driving large global installed base of equipment …further enhanced by 18 M&A deals since 2014 with runway for further consolidation. …followed by an attractive mix of profitable recurring revenue... Note: Figures may have immaterial differences due to rounding. (1) 2018 revenue was positively impacted by the adoption of ASC 606 revenue recognition policy, impacting revenue by approximately $114 million and adjusted EBITDA by approximately $24 million. (2) Non-GAAP figure. Please see appendix for reconciliations. Adj. EBITDA (2) Margin % 15.0% 15.3% 15.9% 16.3% 16.6% 19.3% 19.1% 18.4% ($ million) (1) Revenue CAGR 14.2% 20.9% 22.7% 21.0% 15.9% 11.7% 12.0% 2 87 M&ADigitalOrganic ▪ Broad participation in markets with strong secular growth ▪ Automation trends ▪ Innovative new products ▪ Solutions to support sustainability ▪ Digitally enabled, customer- centric solutions ▪ Lifecycle support ▪ Enhanced recurring revenue ▪ Highly fragmented food and beverage market ▪ Ample white space to deliver full-line solutions ▪ Integration with JBT global sales, service & digital platform Expansive FoodTech Growth Opportunities 2 88 FoodTech Expected to Provide Meaningful Growth FoodTech Revenue FoodTech Segment Adj. EBITDA Margin FoodTech organic revenue growth CAGR of 7 – 9% ▪ Includes robust 2022 organic growth of 12 – 15% ▪ Volume growth exceeds market growth driven by innovative new product introductions & digital capabilities ▪ Benefits from Digital Investment beginning in 2023 FoodTech M&A provides meaningful growth opportunities ▪ Targeting to deploy $1 – $1.5B of capital through 2025 ▪ Potential to add $500 – $750M of incremental revenue FoodTech 2025 segment adj. EBITDA margin of 21%+ ▪ Pricing slightly more than offsets input cost inflation ▪ Productivity and continuous improvement drive margin expansion ▪ Digital strategy increases recurring revenue mix adding ~50 basis points of improvement ▪ Total margin opportunity of 250 – 350 bps ▪ Excludes corporate related expenses M&A strategy ▪ Deploying capital to FoodTech focused M&A adds quality margins in the core food & beverage space 2025 with M&A 2021 Price/ Cost 2025 Organic 18.4% ~25 bps 21%+ Productivity Digital 200 – 275 bps $100 - $150M EBITDA ~21% M&A ~50 bps ($ billion except CAGR) 2021 $1.4 Core Growth 6 – 7% Digital 1 – 2% 2025 Organic ~$1.9 M&A 7 – 9% 2025 with M&A ~$2.5
2 89 Robust Free Cash Flow Generation to Support Strategic Growth 2014 – 2021 Cumulative FCF (1) Conversion ($ millions) 132% FCF Conversion Low Capex Intensity Operating Cash Flow Free Cash Flow Net Income $1,107 $922 $698 Note: Figures may have immaterial differences due to rounding. (1) Non-GAAP figure. Please see appendix for reconciliations. Free Cash Flow Conversion >100% ▪ 2022 is an investment year with digital investment and mid-teens revenue growth ▪ Beyond 2022, will exceed 100% as investment normalizes FoodTech ▪ Target free cash flow conversion >110% ▪ Lower working capital intensity ~10% of sales AeroTech ▪ Target free cash flow conversion >90% ▪ Working capital ~25% of sales Low capital expenditure investment ▪ 2022 includes ~$45M of digital investment ▪ Expect ongoing investment to revert back to 2.5 – 3.0% of revenue 2022 & Beyond 2 90 Disciplined Capital Allocation Strategy Supports Growth Sources & Uses of Capital (2022 – 2025) $2.3 – $2.5B of available capital $1.0 – $1.2B Operating cash flow ~$1.3B Bank facility $200 – $300M Capex $75 – $100M Dividends & share buybacks Available cash to pursue strategic M&A ROIC ▪ Targeting ROIC of 15%+ excluding M&A ▪ M&A criteria: double-digit cash ROIC by year three for “bolt-on” & years four/five for larger deals ▪ Executive compensation currently aligned with ROIC BALANCE SHEET STRENGTH ▪ Consistent free cash flow generation ▪ Target leverage ratio of 2.0 – 3.0x ▪ Willingness to expand beyond target leverage for larger deals with clear path to de-lever to target range; mindful of rate/risk environment Capital Deployment Priorities Strategic M&A Target leverage of 2.0 – 3.0x Return generating capital expenditures Return capital to shareholders ~$1.5B 2 91 Financial Framework Through 2025 2025 ADJ. EBITDA MARGIN (1) 17%+ FoodTech (1) 21%+ AeroTech 14%+ FCF CONVERSION >100% Free cash flow conversion to net income REVENUE CAGR (1) 7 – 9% FoodTech (1) 7 – 9% AeroTech 8 – 10% Low CAPEX intensity Disciplined working capital management Disciplined approach for food consolidation Demonstrated success & capacity to succeed M&A FOCUS ROIC 15%+ Targeting 15%+ excluding M&A in 2025 M&A target of double- digit cash ROIC in year three and year four/five for larger deals Executive compensation currently tied to ROIC (1) Excludes any impact from potential M&A activity. Corporate expense ~2.3% of sales 2 92 Key Takeaways for Today JBT to explore a pure play FoodTech strategy1 Broad participation across attractive and resilient food & beverage markets2 Compelling macro trends support growth 3 Innovative and market leading technologies and application knowledge4 Elevate 2.0 is a compelling strategy enabled by digital transformation 5 Growth company with demonstrated track record of high value capital deployment6 Strong balance sheet and cash flow to support growth targets7
2 93 Non-GAAP financial measures are provided to enhance investors’ overall understanding of our financial performance by eliminating effects of certain items that are not comparable from one period to the next. In addition, this information is used by management as a basis for evaluating performance and for the planning and forecasting of future periods. This information is not intended to be a substitute for, nor should it be considered in isolation of, financial measures prepared in accordance with U.S. GAAP. Appendix Non-GAAP Reconciliations 2 94 Reconciliation of Net Income to Adjusted EBITDA 1 In 2019, we changed our presentation of non-GAAP measures to exclude pension (income) expense, other than service cost and as a result Adjusted EBITDA for the comparative years of 2018 and 2017 were also presented to exclude these costs within the December 31, 2019, 10-K filing. For purposes of comparability, we have excluded pension (income) expense, other than service cost from Adjusted EBITDA for the years 2014 - 2016 presented above. 2 M&A related costs include integration costs, amortization of inventory step-up from business combinations, earn out adjustments to fair value, advisory and transaction costs for both potential and completed M&A transactions and strategy. In 2019, we changed our presentation of non-GAAP measures to exclude M&A related costs and as a result Adjusted operating profit and Adjusted EBITA for the comparative years of 2018 and 2017 were also presented to exclude M&A related costs. However, Adjusted operating profit and Adjusted EBITA for the years 2016 and prior continue to include M&A related costs. 3 In 2020, we adjusted certain of our non-GAAP financial measures for management succession costs relating to severance paid to our former CEO, net of the reversal of stock-based compensation expense for forfeited equity awards and costs related to filling executive positions. (In millions) JBT Consolidated 2021 2020 2019 2018 2017 2016 2015 2014 Net income $ 118.4 $ 108.8 $ 129.0 $ 104.1 $ 80.5 $ 67.6 $ 55.9 $ 30.8 Loss from discontinued operations, net of taxes - - 0.3 0.3 1.6 0.4 0.1 - Income from continuing operations as reported 118.4 108.8 129.3 104.4 82.1 68.0 56.0 30.8 Income tax provision 34.3 36.7 37.6 24.6 50.1 26.0 26.2 13.9 Interest expense, net 8.7 13.9 18.8 13.9 13.6 9.4 6.8 6.0 Depreciation and amortization 76.8 71.8 65.6 57.7 51.7 38.5 29.6 25.3 EBITDA 238.2 231.2 251.3 200.6 197.5 141.9 118.6 76.0 Restructuring related costs Restructuring expense 5.6 12.1 13.5 47.0 1.7 12.3 - 14.5 Inventory impairment due to restructuring 0.2 1.9 - - - - - - Pension (income) expense, other than service cost1 (1.3) 3.7 2.5 0.9 (2.0) (2.3) (2.9) 0.8 M&A related cost2 9.2 5.8 24.7 4.8 5.1 - - - Management succession costs3 - 4.8 - - - - - 6.4 Strategy and pricing consulting - - - - - - - 2.4 Adjusted EBITDA $ 251.9 $ 259.5 $ 292.0 $ 253.3 $ 202.3 $ 151.9 $ 115.7 $ 100.1 Total Revenue $ 1,868.3 $ 1,727.8 $ 1,945.7 $ 1,919.7 $ 1,635.1 $ 1,350.5 $ 1,107.3 $ 984.2 Adjusted EBITDA Margin % 13.5% 15.0% 15.0% 13.2% 12.4% 11.2% 10.4% 10.2% 2 95 Reconciliation of Segment Operating Profit to Adjusted EBITDA 1 M&A related costs include integration costs, amortization of inventory step-up from business combinations, earn out adjustments to fair value, advisory and transaction costs for both potential and completed M&A transactions and strategy. In 2019, we changed our presentation of non-GAAP measures to exclude M&A related costs and as a result Adjusted operating profit and Adjusted EBITA for the comparative years of 2018 and 2017 were also presented to exclude M&A related costs. However, Adjusted operating profit and Adjusted EBITA for the years 2016 and prior continue to include M&A related costs (In millions) JBT FoodTech 2021 2020 2019 2018 2017 2016 2015 2014 Operating profit $ 187.0 $ 170.6 $ 184.7 $ 169.5 $ 139.1 $ 113.2 $ 85.4 $ 72.7 Restructuring related costs Inventory impairment due to restructuring 0.2 - - - - - - - M&A related cost1 1.6 1.6 13.9 4.2 4.9 - - - Adjusted operating profit 188.8 172.2 198.6 173.7 144.0 113.2 85.4 72.7 Depreciation and amortization 69.0 63.6 58.2 51.7 46.8 34.6 25.5 22.2 Adjusted EBITDA $ 257.8 $ 235.8 $ 256.8 $ 225.4 $ 190.8 $ 147.8 $ 110.9 $ 94.9 Total Revenue $ 1,400.4 $ 1,234.5 $ 1,329.4 $ 1,361.4 $ 1,171.9 $ 928.0 $ 725.1 $ 634.7 Adjusted EBITDA Margin % 18.4% 19.1% 19.3% 16.6% 16.3% 15.9% 15.3% 15.0% (In millions) JBT AeroTech 2021 2020 2019 2018 2017 2016 2015 2014 Operating profit $ 32.6 $ 52.9 $ 78.9 $ 64.1 $ 50.7 $ 45.1 $ 38.2 $ 30.0 Restructuring related costs Inventory impairment due to restructuring - 1.9 - - - - - - M&A related cost1 - - 0.9 0.6 0.2 - - - Adjusted operating profit 32.6 54.8 79.8 64.7 50.9 45.1 38.2 30.0 Depreciation and amortization 4.5 5.5 4.7 2.9 2.5 2.2 2.0 1.8 Adjusted EBITDA $ 37.1 $ 60.3 $ 84.5 $ 67.6 $ 53.4 $ 47.3 $ 40.2 $ 31.8 Total Revenue $ 467.5 $ 493.3 $ 615.9 $ 558.1 $ 463.0 $ 422.5 $ 383.1 $ 350.2 Adjusted EBITDA Margin % 7.9% 12.2% 13.7% 12.1% 11.5% 11.2% 10.5% 9.1% 2 96 Reconciliation of Cash Provided by Continuing Operating Activities to Free Cash Flow (In millions) JBT Consolidated 2021 2020 2019 2018 2017 2016 2015 2014 Cumulative 2014 - 2021 Cash provided by continuing operating activities $ 225.7 $ 252.0 $ 110.6 $ 154.6 $ 106.3 $ 67.9 $ 112.2 $ 78.0 $ 1,107.3 Less: capital expenditures 54.1 34.3 37.9 39.8 37.9 37.1 37.7 36.7 315.5 Plus: proceeds from sale of fixed assets 5.7 1.5 2.1 2.9 2.2 2.3 3.5 1.4 21.6 Plus: pension contributions 13.1 12.5 8.0 19.5 11.2 10.5 14.3 19.9 109.0 Free cash flow (FCF) $ 190.4 $ 231.7 $ 82.8 $ 137.2 $ 81.8 $ 43.6 $ 92.3 $ 62.6 $ 922.4 Income from continuing operations $ 118.4 $ 108.8 $ 129.3 $ 104.4 $ 82.1 $ 68.0 $ 56.0 $ 30.8 $ 697.8 Free cash flow conversion 161% 213% 64% 131% 100% 64% 165% 203% 132%