Jbt Marel Corporation · NYSE:JBTM
Jbt Marel — Investor Day (March 2026)
96 slides from Jbt Marel's investor day presentation, Mar 26, 2026
Slide 1: 2026 Investor Day
2026 Investor Day March 26, 2026
Slide 2: Non-GAAP and Forward-Looking Statements
Non - GAAP and Forward - Looking Statements Non - GAAP Measures and Reconciliations to GAAP Measures Adjusted EBITDA, Adjusted EBITDA margin, Adjusted income from continuing operations, Adjusted diluted earnings per share from co ntinuing operations (“Adjusted EPS”), and free cash flow are non - GAA
Slide 3: Agenda
Agenda START TIME START TIME Welcome and Opening Remarks Enabling a High - Performing Culture 9:00 am ~10:35 am Marlee Spangler | Senior Director, Investor Relations Shelley Bridarolli |EVP and Chief Human Resources Officer Company Overview and Strategic Initiatives Advancing our Software and Digita
Slide 4: Company Overview and Strategic Initiatives
Company Overview and Strategic Initiatives Brian A. Deck Chief Executive Officer Investor Day 2026
Slide 5: Building a global food technology leader
Key Messages 1 Building a global market leader in food technology with distinct value proposition through comprehensive solutions 2 Harnessing collective strengths to drive exceptional customer experiences through innovation, service, expertise, and digital Building a 3 global food Leveraging divers
Slide 6: Driving Customer Success by Delivering Outcomes
Driving Customer Success by Delivering Outcomes Delivering Our Purpose … … by Solving Our Customers’ Largest Challenges Food safety / Labor saving To transform traceability automation the future Volume throughput Uptime / efficient operations of food Yield Sustainability / improvement waste reductio
Slide 7: Creating a Comprehensive Global Food Solutions Provider
Creating a Comprehensive Global Food Solutions Provider Comprehensive Solutions Platform Customer Benefits Software and Integrated ▪ One partner with expertise and digital tools equipment insights across entire value chain enables better efficiencies and uptime ▪ Seamless installation and JBT Marel’
Slide 8: Stronger Customer Value Proposition Through Life Cycle Support
Delivering an Even Stronger Customer Value Proposition Through Life Cycle Support Service Global service Local & regional Multiple touch Digitally driven excellence network with proximity, enabling points enhancing software tools that enhances trust >1,600 technicians faster response uptime and reli
Slide 9: JBT Marel At a Glance
JBT Marel At a Glance 2025 Revenue Breakdown 50% Recurring NYSE and Nasdaq Iceland: Countries: Diversified End Markets Revenue JBTM 30+ 2025 Equipment Orders Poultry 44% Manufacturing, Distribution Locations Meat 16% 50% Non - recurring 50+ Beverages, Juices Seafood 7% 6% … Revenue 2025 Revenue: Rea
Slide 10: Global Scale and Regional Expertise
Global Scale and Regional Expertise Percentage of 2025 Revenue by Regions (1) 40% EMEA 40% U.S. and 23 Manufacturing & Distribution Manufacturing 10% Canada Locations 28 & Distribution Locations APAC Manufacturing 3 & Distribution Locations (2) 5 Manufacturing & Distribution Locations 10% LATAM (1)
Slide 11: Providing Best-in-Class Solutions to Meet Resilient Demand
Providing Best - in- Class Solutions to Meet Resilient Demand Farm to fork value chain Farm / Ranch Gl obal Food Distribution Full - Service Dining Consumer and Beverage QSR / Fast Casual Producers Retail / Grocery Institutional Upstream to consumer de c ision , allowing for more economic resiliency
Slide 12: Serving an Industry That is Less Cyclical and More Resilient
Serving an Industry That is Less Cyclical and More Resilient Volatility of Food & Beverage CAPEX: Food and Beverage vs. Industrials (Indexed as of 2007) (1) CAPEX vs. XLI (1)(2) 2.00 ~2x less volatile Global F&B CAPEX CAGR ~3% vs. XLI ■ Food and beverage CAPEX is 1.50 CAPEX of ~2% from fundamentally
Slide 13: Meaningful Progress on Our Integration
Meaningful Progress on Our Integration 2025 2026 - 2027 Key Milestones Achieved Expected Milestones ■ Completed org design and began initial ■ Incremental supplier consolidation optimization of certain back - office resources ■ Value add / value engineering (VAVE) projects ■ Reduced duplicative inte
Slide 14: Sustainability Focus to Further Transform the Future of Food
Sustainability Focus to further Transform the Future of Food Embedding Sustainability in Our Operations Advancing our Customers’ Sustainability Journeys Continuous improvement culture to minimize our Investing in innovative solutions that solve environmental impact, strengthen our business our custo
Slide 15: Operational Excellence is Core to Our Culture
Operational Excellence is Core to Our Culture JBT Marel Framework ools Da T il Relentless Continuous Improvement (RCI) culture to an y D M n Le reduce operational complexity and drive an Pla o nd age efficiency Kaizen a ment JBT Marel Business System - a disciplined operating cadence that ties busin
Slide 16: Introducing Our NextGen Strategy
Introducing Our NextGen Strategy, Enabling Strong Organic Growth and Margin Enhancement Customer First Integrated Capture Operational Strategic & Service Value Full Market Distinctiveness Disciplined Organization Proposition Potential M&A Our Strategic Priorities Are Enhanced by Our Operating Model
Slide 17: Execution Focused and Experienced Leadership Team
Execution Focused and Experienced Today’s speakers Leadership Team with Deep Expertise Brian Deck Arni Sigurdsson Matt Meister Shelley Bridarolli Augusto Rizzolo Robert Petrie Deep industry Chief Executive President Executive Vice Executive Vice Executive Vice Executive Vice experience: Officer Pres
Slide 18: Why Invest in JBT Marel
Why Invest in JBT Marel Unlocking value with clear strategic priorities and Executing transformation strong execution against integration/synergy plan Positioned in large, resilient, and growing food and Compelling market exposure beverage markets supported by long - term trends Unmatched, integrate
Slide 19: Business Overview: Executing our Organic Growth Strategy
Business Overview: Executing our Organic Growth Strategy Arni Sigurdsson President Investor Day 2026
Slide 20: Well positioned to drive profitable growth
Key Messages 1 Winning in attractive, large, and fast - growing food & beverage markets with rising demand and automation needs 2 Enhancing resilience to downturns in any one market with broad end - market exposure across the business Well 3 Accelerating growth by combining advanced equipment, posit
Slide 21: We Play in a Large and Growing Food and Beverage Market
We Play in a Large and Growing Food and Beverage Market JBT Marel Consolidated End Markets Delivering Above Market Growth Protein Solutions and ▪ Unmatched value with fuller - line, integrated Prepared Food and Beverage Solutions solutions and software ▪ Continuous investment in innovation – Service
Slide 22: Secular Consumption and Consumer Trends Driving Market Growth
Secular Consumption and Consumer Trends Driving Market Growth Protein Production by Species (Indexed as of 2010) (1) 180% 170% 160% 150% 140% Population Growth and Rising Incomes 130% 120% ▪ Moving up food value chain, with increased 110% demand for protein and prepared foods 100% ▪ Seeking premium
Slide 23: Additional Secular Consumption and Consumer Trends
Additional Secular Consumption and Consumer Trends Driving Market Growth U.S. Marketing of Chicken by Category (%) (1) 100% 90% 80% 70% 60% 50% Food Innovation 40% and SKU Expansion Prepared Foods 30% ▪ Demand for more variety ▪ Busy lifestyles and desire 20% to meet constantly for time - savings so
Slide 24: Food Processing Trends Accelerating Demand for Our Solutions
Food Processing Trends Accelerating Demand for Our Solutions Performance Integrated Skilled labor Customer Food safety optimization solutions scarcity consolidation and sustainability Complex, high volume Greater customer Labor challenges Customers becoming Increased food safety operations create ne
Slide 25: Why We Win in Protein Solutions and Prepared Food and Beverage
Why We Win in Protein Solutions and Prepared Food and Beverage Solutions JBT Marel's Unique positioning Deep food Large installed base Software and digital sustainable with integrated application and drives service and capabilities that competitive equipment solutions innovation expertise customer c
Slide 26: Protein Solutions Overview
Protein Solutions Overview Strengths Initial stage processing 2025 Revenue 2025 Revenue by and harvesting of animal Geography proteins, including cut - up & de - bone and fresh processing , primarily within ▪ Market leadership in poultry with strong positions across meat and fish ~$1.7B ▪ Broad, int
Slide 27: Prepared Food and Beverage Solutions Overview
Prepared Food and Beverage Solutions Overview Strengths Primarily downstream 2025 Revenue 2025 Revenue by value - added preparation, ▪ Market leading solutions , such as Geography preservation, and packaging with solutions that are often end - market juice extraction, freezing , preservation, and ex
Slide 28: Executing Our Clear Strategic Pillars
Executing Our Clear Strategic Pillars to Further Drive Value Creation 4 2 1 Operational Distinctiveness Integrated Value Customer Proposition First Service Organization Capture Full Market Potential 3 Investor Day 2026 | 28
Slide 29: Customer First Service Organization
Customer First Service Organization 1 2 4 Service Excellence Drives Growth 3 ▪ Great service drives equipment sales / installed base and increases recurring revenue ▪ High - touch service model builds trust and strengthens customer relationships ▪ Focus on growing share of wallet through increased c
Slide 30: Integrated Value Proposition
Integrated Value Proposition 4 Differentiated Product & Innovation Leadership 1 2 3 Continued innovation Deliver solutions that Enhance integrated Expand digitally to strengthen offerings improve yield, equipment that flows connected services in key end markets and throughput, and seamlessly and acr
Slide 31: Capture Full Market Potential
Capture Full Market Potential 2 4 Focus on Commercial Execution 1 3 Customer - centric Sales teams trained Increased scale drives Enhanced service and account model to sell integrated further support for software create drives cross - selling, systems , not just customers in higher further opportuni
Slide 32: Operational Distinctiveness
Operational Distinctiveness 1 2 4 Enterprise Operational Excellence 3 Enterprise Relentless Continuous Improvement Procurement and Supply Chain Excellence ▪ JBT Marel Business System ▪ Strengthen strategic supplier relationships ▪ Continuous improvement system and culture ▪ Value engineering and sta
Slide 33: Key Takeaways
Key Takeaways 1 Winning in attractive, large, and fast - growing food & beverage markets with rising demand and automation needs 2 Accelerating growth by combining advanced equipment, purpose - built software, and emerging digital capabilities 3 Growing large installed base and enhancing service and
Slide 34: Deep Dive: Protein Solutions Case Studies
Deep Dive: Protein Solutions Case Studies Roger Claessens Executive Vice President and President, Poultry Investor Day 2026
Slide 35: Protein Solutions in Action
Protein Solutions in Action: Solving a Variety of Complex Customer Needs Delivering Tailored Solutions Across the Poultry Processing Life Cycle Delivering customized, Achieving higher yield Solving customer pain full- line solutions with and operational points by unlocking modular building blocks pr
Slide 36: Optimizing Poultry Processing with Integrated Solutions
Delivering customized, Enabling Customers to Optimize Poultry integrated solutions with modular building blocks Processing with Integrated Solutions Outcomes Fully connected equipment and digital line - control Customer Challenge software, ensuring most efficient plant operations Global poultry proc
Slide 37: Targeted Innovation Improving Yield and Product Quality
Achieving higher yield Targeted Innovation that Improves Yield and consistent product quality at scale and Product Quality Through Automation Outcomes Customer Challenge ▪ Improved customer value proposition with highest de - boning yield and top - Global poultry customer operating Needed to achieve
Slide 38: Further Improve Throughput for U.S. Poultry Customers
Solving customer pain points by Opportunity to Further Improve unlocking additional throughput within regulatory framework Throughput for U.S. Poultry Customers Customer Challenge Outcomes Large U.S. poultry processors Aspiring to increase throughput and ▪ Optimized primary throughput from 140 bpm o
Slide 39: Deep Dive: Prepared Food and Beverage Solutions Case Studies
Deep Dive: Prepared Food and Beverage Solutions Case Studies Robert Petrie Executive Vice President and President, Meat and Prepared Foods Investor Day 2026
Slide 40: Prepared Food and Beverage Solutions in Action
Prepared Food and Beverage Solutions in Action: Solving a Variety of Complex Needs Optimizing Prepared F&B Processing for Simplicity and Flexibility Addressing multiple Enabling flexible, multi - Enhancing product Standardizing customer processing product operations quality and processing operations
Slide 41: Solving Complexity in Prepared Foods with Full Line Solutions
Simplifying complex, multi - step Solving Complexity in Prepared Foods production lines without sacrificing food safety with Full Line Solutions Customer Challenge Outcomes Danish Crown operating a highly Needed to manage operational complexity ▪ Improved uptime and more complex, multi - step quick
Slide 42: Flexible, Efficient Beverage Packaging
Enabling flexible, multi - product Innovation that Enables Flexible, operations while reducing energy use and total cost of ownership Efficient Beverage Packaging Outcomes Customer Challenge ▪ Lowers total cost of ownership by ~$0.7M per year through optimization of ambient operations, Global bevera
Slide 43: Improving Product Quality and Overall Line Efficiency
Enhancing product quality and Improving Product Quality and processing output through AI vision systems Overall Line Efficiency Customer Challenge Outcomes Global processing customers creating Need to create highest quality ▪ Improved line efficiency from formed products for downstream downstream pr
Slide 44: Driving Operational Excellence in Prepared Food and Beverage
Standardizing operations to Driving Operational Excellence in reduce cost, complexity, and service burden at scale Prepared Food and Beverage Solutions JBT Marel Operational Need Outcomes Control panels used across multiple JBT Marel product lines were over - ▪ 40 - 50% reduction in control panel co
Slide 45: Solving Customer Challenges at Scale
Solving Customer Challenges at Scale with Differentiated, Integrated Solution Set JBT Marel Differentiation Comprehensive ecosystem across Product innovation purpose built for equipment, software, and service real production environments Designed to work together seamlessly to address Flexible, adap
Slide 46: Unlocking Service and Aftermarket Opportunities
Unlocking Service and Aftermarket Opportunities Augusto Rizzolo Executive Vice President, Regions and Integration Investor Day 2026
Slide 47: Key Messages
Key Messages 1 Capitalizing on large, global installed base requiring consistent care and uptime reliability 2 Improving customer - facing metrics through localized service, enhanced parts distribution, and stronger technical capabilities 3 Increasing service and aftermarket share of wallet in core
Slide 48: The Critical Role of Service and Aftermarket
The Critical Role of Service and Aftermarket Customer Need ▪ Uptime and Responsiveness High volume processes run 16 - 18 hrs per day, 6 - 7 days per week, creating essential need for timely service ▪ Need for Field Service Engineers Customers relying more heavily on our product & application knowled
Slide 49: Strategic Initiatives to Enhance Customer-Facing Metrics
Strategic Initiatives to Enhance Customer - Facing Metrics… Embedding ▪ Integrating and elevating service model into operating Aligning and Greater Customer units, with clear regional accountability Measuring Customer - Centricity in Org. ▪ Creating distinct service strategy, reporting, and KPIs Fac
Slide 50: Driving Value Creation for Both Customers and JBT Marel
…Driving Value Creation for Both Customers and JBT Marel Our Outcomes Customer Benefits Partner of choice across the full customer life cycle ▪ Improved service experience and ease of doing business Expanded capabilities to support ▪ Faster parts delivery and issue resolution underserved regions, in
Slide 51: Scaling Service Capabilities Through Digital Offering
Scaling Service Capabilities Through Digital Offering Enhancing JBT Marel's value proposition through digital capabilities Regional model Data from connected Digital tools enable a more Full life cycle support enables scaled devices improves integrated offering, positions us as the partner of penetr
Slide 52: Optimizing Parts Distribution
Optimizing Parts Distribution with Dedicated Network, Support, and Standardization Global Distribution Current State Centers (GDCs) Expected Benefits ■ Spare parts distribution largely shared Regional Distribution Centers (RDCs) with manufacturing sites 20 - 25% shorter order fulfilment ■ Processes,
Slide 53: Value of a Proactive Service Model via ProCare
Demonstrating the Value of a Significant Aftermarket Proactive Service Model via ProCare® Value Creation vs. Original Equipment (OE) Our Actions - ProCare® Benefits for Customers Upgrades / Parts and ▪ Digital insights from connected ▪ Consistent performance and refurbishments consumables equipment
Slide 54: Unlocking Aftermarket Growth
Unlocking Aftermarket Growth Large Global Installed Base 200K+ machines Significant Opportunity to Increase Wallet Share ▪ Incremental service revenue driven by investment in additional field Aftermarket Share Capture service engineers and productivity - enhancing technologies Potential to be higher
Slide 55: Key Takeaways
Key Takeaways 1 Capitalizing on large, global installed base requiring consistent care and uptime reliability 2 Improving customer - facing metrics through localized service, enhanced parts distribution, and stronger technical capabilities 3 Increasing service and aftermarket share of wallet in core
Slide 56: Break
Break Investor Day 2026
Slide 57: Enabling a High-Performing Culture
Enabling a High - Performing Culture Shelley Bridarolli Executive Vice President and Chief Human Resources Officer Investor Day 2026
Slide 58: Key Messages
Key Messages 1 Driving disciplined, well - coordinated integration and strategy execution grounded in shared purpose, values, and leadership alignment 2 Building a high - performance, customer - oriented culture that strengthens customer experience and accelerates synergy realization 3 Harnessing Re
Slide 59: Building a Unified Culture Anchored in Our Values
Building a Unified Culture Anchored in Our Values Create with Serve with Grow with Advance with Collaboration Integrity Excellence Innovation Driving strong cultural Reinforcing accountability Embedding continuous Advancing a hybrid, alignment and and results - driven improvement into how we decentr
Slide 60: Advancing a High-Performance, Customer-First Organization
Advancing a High - Performance, Customer - First Organization Leveraging scale and global capabilities to improve 1 operational effectiveness Elevating customer - facing capabilities / resources across 2 service techs, application engineers, and commercial teams Embedding culture of responsiveness ,
Slide 61: Retaining, Developing, and Attracting the Best Talent
Retaining, Developing, and Attracting the Best Talent Targeted Approach to Building a World - Class Workforce Purpose - driven talent strategy Targeted talent actions ▪ Anchored in a clear purpose to ▪ Strengthening customer facing roles transform the future of food through military partnerships ▪ R
Slide 62: Strengthening Leadership and Organizational Capability
Strengthening Leadership and Organizational Capability to Support Strategic Initiatives Leadership Performance Continuous Clear Management Improvement Expectations Selecting and developing Establishing clear Embedding a cadence of Increasing feedback the right leadership based operating model and co
Slide 63: Leveraging Aligned Incentives to Deliver Results
Leveraging Aligned Incentives to Deliver Results Transformation of Total Rewards Short - term results aligned with Ensuring incentives reinforce: strategic goals ▪ Customer experience ▪ Adjusted EBITDA ▪ Cross - selling ▪ Adjusted EBITDA margin ▪ Accountability and ownership ▪ Free cash flow generat
Slide 64: Key Takeaways
Key Takeaways 1 Driving disciplined, well - coordinated integration and strategy execution grounded in shared purpose, values, and leadership alignment 2 Building a high - performance, customer - oriented culture that strengthens customer experience and accelerates synergy realization 3 Retaining an
Slide 65: Advancing our Software and Digital Solutions
Advancing our Software and Digital Solutions Arni Sigurdsson President Investor Day 2026
Slide 66: Key Messages
Key Messages 1 Capitalizing on accelerating demand for processing insights and increased uptime to address evolving consumer needs and increasingly complex operating environment 2 Addressing customer needs with software and digital tools that help customers realize the full value of their production
Slide 67: Industry Shift Underway
Industry Shift Underway Secular Trends Accelerating Need for Digital and Software Solutions Industry Trends New generation Increasing Faster line speeds Growing need Ongoing of operators equipment and increasing for process industry that are more complexity SKU complexity , transparency consolidatio
Slide 68: Addressing Customer Needs
Addressing Customer Needs Our Solutions: Built on Extensive Portfolio of Equipment, Software, and Services Software and Integrated digital tools equipment ▪ Optimizing efficiency requires integration of equipment, software, services, and application knowledge into holistic solutions ▪ Combining soft
Slide 69: Delivering Unique Software and Digital Solutions
Delivering Unique Software and Digital Solutions Increasingly Mission - Critical to Solve Customer Pain Points COMPLEXITY Machines Lines Factories Customer ▪ Increasing machine complexity ▪ Ability to manage complexity and ▪ Lack of transparency and ability with higher throughput multiple SKUs order
Slide 70: Single Platform Built for Security and Scale
Single Platform Built for Security and Scale with the Process in Mind Single platform to support full Factory / software and digital offering enterprise ▪ Modular approach supporting solutions regulatory compliance ▪ Designed to integrate with Line / process customer IT landscape solutions ▪ Optimiz
Slide 71: Increasing Our Differentiation
Increasing Our Differentiation Unique Offering Combining Equipment Depth with Enterprise Breadth Fragmented Industry Technology Landscape The JBT Marel Difference ERP Providers ▪ Greater scope and breadth of software Strong enterprise systems but less robust and digital solutions equipment integrati
Slide 72: Focus Areas and Innovation Priorities
Focus Areas and Innovation Priorities Unlocking the Next Wave of Efficiency and Optimization Acceleration Focus Areas with AI Production planning & ▪ Integrate JBT & Marel platforms and functionality execution s olutions ▪ Grow connected service across equipment portfolio with focus on uptime & perf
Slide 73: Driving Long-Term Value with Focused Expansion
Driving Long - Term Value with Focused Expansion Across Customer Segments Focus on Customer Value Creation… …Drives Value for JBT Marel ▪ Expand offering by solving customer ▪ Enhanced installed base visibility Customer Wallet Grow Share of pain points Penetration ▪ Increased customer stickiness and
Slide 74: Key Takeaways
Key Takeaways 1 Capitalizing on accelerating demand for processing insights and increased uptime to address evolving consumer needs and increasingly complex operating environment 2 Addressing customer needs with software and digital tools that help customers realize the full value of their productio
Slide 75: Financial Overview and Outlook
Financial Overview and Outlook Matthew J. Meister Executive Vice President and Chief Financial Officer Investor Day 2026
Slide 76: Key Messages
Key Messages 1 Executing a disciplined strategy to deliver on long - term earnings power of the business 2 Unlocking revenue synergies and growing organically by leveraging cross - selling and customer value proposition 3 Continuing to improve profitability through operational discipline, growth imp
Slide 77: Driving the JBT Marel Value Creation Engine
Driving the JBT Marel Value Creation Engine Growth Drivers Profitability Enablers Financial Differentiators Full Year 2028 Goals Resilient markets Recurring revenue Continued margin growth improvement Secular tailwinds opportunities Cost synergy savings Significant Integrated Robust free cash flow e
Slide 78: Strong Revenue Opportunities in Both Segments
Growth Profitability Financial FY 2028 Drivers Enablers Differentiators Goals Strong Revenue Opportunities in Both Segments JBT Marel Segments Key Market Growth Drivers JBT Marel Value Proposition ▪ Constant need for consumers to Software and Integrated Protein Solutions digital tools equipment eat
Slide 79: Integrated Solutions Model and GTM Strategy
Growth Profitability Financial FY 2028 Drivers Enablers Differentiators Goals Integrated Solutions Model and GTM Strategy Enabling Better than Expected Revenue Synergies Deliver integrated protein Accelerate cross - selling of broader Utilize combined company scale processing solutions with portfoli
Slide 80: Executing Integration Playbook and Cost Synergy Savings
Growth Profitability Financial FY 2028 Drivers Enablers Differentiators Goals Executing Integration Playbook and On - Track to Deliver Target Cost Synergy Savings Run Rate Cost Synergy Savings In Year Cost Synergy Savings ($M) 2025 2026E 2027E 2028E Total ~$150M OPEX $24 ~$20 $10 - $15 ~$5 $60 - $65
Slide 81: Operational Excellence Drives Margin Expansion
Growth Profitability Financial FY 2028 Drivers Enablers Differentiators Goals Operational Excellence Drives Margin Expansion Continuous Improvement Supply Chain Initiatives ■ Continued optimization of direct and RCI provides cadence for daily management and indirect spend categories root problem sol
Slide 82: Robust FCF Generation Supports Growth
Growth Profitability Financial FY 2028 Drivers Enablers Differentiators Goals Robust FCF Generation Supports Growth FCF Profile Cash Profile 2028 FCF ▪ Resilient end markets ($ in millions) 2025 Actual Conversion Target ▪ Working capital estimated to be 6 – 7% Adjusted EBITDA (1) $600 of sales given
Slide 83: Strong and Flexible Balance Sheet
Growth Profitability Financial FY 2028 Drivers Enablers Differentiators Goals Strong and Flexible Balance Sheet Proven Ability to Quickly De - lever Balance Sheet (1) Manageable Debt Maturity Profile (2) Just below 4.0x Issued/ Effective Maturity Drawn ($ M) (2) Rate Schedule 2.9x 2026 Convertible ~
Slide 84: Balanced Capital Allocation Priorities
Growth Profitability Financial FY 2028 Drivers Enablers Differentiators Goals Balanced Capital Allocation Priorities with Disciplined Approach to Potential M&A Capital Allocation Priorities De - lever to Organic investment to Share repurchases to target range Maintain Strategic and support growth an
Slide 85: Confidence in Achieving 2028 Financial Targets
Growth Profitability Financial FY 2028 Drivers Enablers Differentiators Goals Confidence in Achieving 2028 Financial Targets Organic Revenue CAGR (2025A – 2028E) 5 - 7% Adjusted EBITDA Margin (2028E) (1) 20% Free Cash Flow Conversion 55 – 60% / 10%+ (2028E) Represents % of Adjusted EBITDA / revenue,
Slide 86: Organic Revenue Growth Bridge
Growth Profitability Financial FY 2028 Drivers Enablers Differentiators Goals Organic Revenue Growth Bridge Expected Consolidated Revenue Growth CAGR (2025 – 2028E) (1) 1 - 2% 5 – 7% Key Revenue Growth Assumptions ~1% 3 – 4% ▪ Recurring revenue expected to grow slightly faster than non - recurring r
Slide 87: Margin Improvement Bridge
Growth Profitability Financial FY 2028 Drivers Enablers Differentiators Goals Margin Improvement Bridge Expected Consolidated Adjusted EBITDA Margin (1) 50 - 75 bps 20% 225 - 250 bps Key Adj. EBITDA Margin Assumptions ▪ Growth impact includes investment 110 – 130 bps to support revenue growth, net t
Slide 88: Profitable Growth Expected in Both Segments
Growth Profitability Financial FY 2028 Drivers Enablers Differentiators Goals Profitable Growth Expected in Both Segments 2025 2025 Adjusted Organic Revenue CAGR Adjusted EBITDA Margin Revenue EBITDA Margin Outlook (2025-2028E) Outlook (2028E) Protein ~23% Solutions ~$1.7B 20.1% ~MSD (1) growth Prep
Slide 89: Key Takeaways
Key Takeaways 1 Executing a disciplined strategy to deliver on long - term earnings power of the business 2 Unlocking revenue synergies and growing organically by leveraging cross - selling and customer value proposition 3 Continuing to improve profitability through operational discipline, growth im
Slide 90: Closing Remarks
Closing Remarks Brian A. Deck Chief Executive Officer Investor Day 2026
Slide 91: Why Invest in JBT Marel
Why Invest in JBT Marel Unlocking value with clear strategic priorities and Executing transformation strong execution against integration/synergy plan Positioned in large, resilient, and growing food and Compelling market exposure beverage markets supported by long - term trends Unmatched integrated
Slide 92: Q&A Session
Q&A Session Investor Day 2026
Slide 93: Appendix
Appendix Investor Day 2026 Investor Day 2026 | 93
Slide 94: Non-GAAP Financial Measures
Non - GAAP Financial Measures The non - GAAP financial measures presented in this report may differ from similarly - titled measures used by other companies. The non - GAAP financial measures are not intended to be used as a substitute for, nor should they be considered in isolation of, finan cia l
Slide 95: Reconciliation of Income from Continuing Operations to Adjusted EBITDA
JBT Marel Reconciliation of Income from Continuing Operations to Adjusted EBITDA Investor Day 2026 | 95
Slide 96: Reconciliation of Cash Provided by Operating Activities to Free Cash Flow
JBT Marel Reconciliation of Cash Provided by Operating Activities to Free Cash Flow Investor Day 2026 | 96