Jbt Marel Corporation · NYSE:JBTM
Jbt Marel — Investor Presentation (May 2026)
18 slides from Jbt Marel's investor presentation, May 27, 2026
Slide 1: Investor Presentation
Investor Presentation May 27, 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, Adjusted diluted earnings per share (“Adjusted EPS”), and Free cash flow are non-GAAP financial measures. JBT Marel provides non-GAAP financial mea
Slide 3: JBT Marel At a Glance
Why JBT Invest Marel At in JBT Marel a Glance Full Year 2025 Revenue Breakdown 50% Recurring NYSE and Nasdaq Iceland: Countries: Diversified End Markets Revenue JBTM 30+ Full Year 2025 Equipment Orders Poultry 44% Manufacturing, Distribution Locations Meat 16% 50% 50+ Beverages, Juices Non-recurring
Slide 4: 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 CAPEX: Food and Beverage vs. Industrials (Indexed as of 2007)(1) 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 l
Slide 5: Strong Growth Opportunities in Both Segments
Strong Growth Opportunities in Both Segments JBT Marel Segments Key Market Growth Drivers JBT Marel Value Proposition ▪ Constant need for consumers to eat Software and Integrated Protein Solutions digital tools equipment / drink drives market resiliency Market-leading capabilities in front end solut
Slide 6: Our Strategic Pillars Enable Further Value Creation
Our Strategic Pillars Enable Further Value Creation Executing NextGen Strategy… …to Achieve 2028 Financial Targets Customer First Service Organization Organic Revenue CAGR (2025A – 2028E) 5 – 7% Integrated Value Proposition Adjusted EBITDA Margin(1) (2028E) 20% Capture Full Market Potential Free Cas
Slide 7: Customer First Service Organization
Customer First Service Organization Critical Role of Service and Aftermarket ▪ High volume customer processes require essential need for uptime and timely service / parts delivery ▪ Great service builds trusts and ultimately strengthens equipment sales / installed base and increases recurring revenu
Slide 8: Integrated Value Proposition
Integrated Value Proposition Differentiated Product and Innovation Leadership Continued innovation to Deliver solutions that Enhance integrated Expand digitally strengthen offerings in improve yield, equipment that flows connected services key end markets and throughput, and seamlessly and across mo
Slide 9: Capture Full Market Potential
Capture Full Market Potential Focus on Commercial Execution Customer-centric Sales teams trained to Increased scale drives Enhanced service and account model drives sell integrated further support for software create further cross-selling, enabled systems, not just customers in higher opportunities
Slide 10: Operational Distinctiveness
Operational Distinctiveness Enterprise Wide Operational Excellence Enables Profitable Growth JBT Marel Framework ools Da T il Relentless Continuous Improvement (RCI) culture to reduce an yM operational complexity and drive efficiency n D Le an Pla o nd age Kaizen a JBT Marel Business System - a disc
Slide 11: Executing Integration Playbook and On-Track to Deliver Target Cost Synergy Savings
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 COGS $19 ~$40 $20 - $25 $5 - $10 $85 - $95 ~$85M Total $43 ~$60 $30 - $40 $10 -
Slide 12: Balanced Capital Allocation Priorities with Disciplined Approach to Potential M&A
Balanced Capital Allocation Priorities with Disciplined Approach to Potential M&A Capital Allocation Priorities De-lever to Organic investment to Share repurchases to target range Maintain Strategic and support growth and primarily offset dilution of supported by dividend disciplined M&A innovation
Slide 13: Robust Free Cash Flow Profile and Strong Balance Sheet Position Support Growth
Robust Free Cash Flow Profile and Strong Balance Sheet Position Support Growth Free Cash Flow(1) Profile ($M) Leverage Ratio $332 Just below 4.0x 2.9x $100 2.6x $18 Q1 2025 Q1 2026 Trailing 4 Quarters Transaction 12/31/25 3/31/2026 as of 3/31/26 Close FCF Conversion as 16% 70% 53% % of Adj. EBITDA(1
Slide 14: Why Invest in JBT Marel
Why Invest in JBT Marel Unlocking value with clear strategic priorities and strong Executing transformation execution against integration/synergy plan Positioned in large, resilient, and growing food and beverage Compelling market exposure markets supported by long-term trends Unmatched, integrated
Slide 15: Appendix
Appendix -- JBT Maret
Slide 16: 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, financial measures p
Slide 17: JBT Marel Reconciliation of Net Income to Adjusted EBITDA
JBT Marel Reconciliation of Net Income to Adjusted EBITDA 17
Slide 18: JBT Marel Reconciliation of Cash Provided by Operating Activities to Free Cash Flow
JBT Marel Reconciliation of Cash Provided by Operating Activities to Free Cash Flow (FCF) 18