EXHIBIT 99.1
Published on March 27, 2017
JBT Investor Presentation
March 2017
These slides and the accompanying presentation contain “forward-looking”
statements, including statements about management’s expectations
regarding trends in the food 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 filings with the Securities
and Exchange Commission include information concerning factors, including
the factors set forth under “Item 1A. Risk Factors” in the Company’s Annual
Report on Form 10-K filed with the Securities and Exchange Commission on
February 28, 2017 that may cause actual results to differ from those
anticipated by these forward-looking statements. The Company undertakes
no obligation to update or revise these forward-looking statements to reflect
new events or uncertainties.
Forward-Looking Statements
2
JBT Snapshot
3
One Purpose & Set of Values
Across the Entire Organization
Leading Global Technology Solutions
Provider to High-value Segments of the
Food & Beverage Industry
69%
31%
Total Revenue
$1.4 billion
Segment Operating Profit
$158 million
72%
28%
2016 at a Glance
AeroTech
FoodTech
Founded
Listed
Market Cap
Employees
Customers
Countries
Locations
1884
JBT (NYSE)
$2.5 billion1
5,000
500+
25+
20+
1As of March 6, 2017
Enjoy Lunch
Day
Ends
Drive to Airport
Day
Begins
Enjoy Dinner… …& Dessert
Fly to Meeting
Feed Pet
Grocery Shop Attend Meeting
Enjoy Breakfast
4
If you ate or drank something today, there’s a
good chance JBT equipment played a critical
role in its preparation
Our FoodTech Solutions for Customers
5
C
us
to
m
er
s
1Represents % of FoodTech segment revenue of $928M for FY 2016; the balance (6%) represents revenue of Automated Systems
Market Leader Room to Grow Capability Gap
EOL Further Secondary Primary
Primary Portioning Weighing / Packaging
Coating/
Frying Cooking Freezing
Filling /
Forming Slicing Inspection Packaging Preservation
Mixing /
Grinding /
Blending
Inspection Injecting / Marination
Raw
Material
Handling
Extraction /
Refining
Ingredient
& H2O
Prep
Mixing /
Metering Blending Sterilization Thawing
CIP/
Controls &
Instruments
Beverage
Handling Filling Packaging
Pasteurizing /
Evaporation /
Bulk Filling
Preservation Storage
Protein
Technology
(48%) 1
Liquid
Food
Solutions
(46%) 1
Food Production Value Chain
Margins
Reinvest
Grow
Returns
6
Durable Shareholder Value Creation
“Value creation is a virtuous
circle, starting with margin
expansion initiatives
generating results that are
reinvested to drive organic
growth, creating customer
value and returns that
support further growth – and
the cycle continues…”
Serving Large, Growing Food Markets with
Low Cyclicality
1 Source: Technavio, “Global Food Processing Machinery Market, 2016-2020”
2 Euromonitor International
3 Technavio, “Global Functional Drinks Market 2016-2020”, April 2016
4 OECD-FAO Agricultural Outlook 2016-2025, WATTAgNet.com
5 JBT management estimate
6 AT Kearney, “Is Big Food in Big Trouble”
Global Food Machinery Market1
Size: $53 billion as of 2016
Global Packaged Food Market1
Size: $3.2 trillion by 2020
Growth: 5% CAGR Global
Packaged Meat
$145 billion2
Functional Fruit &
Vegetable Juices
5%
2016-2020 CAGR3
Supportive Key Global Trends in Global Consumption4
(in millions of metric tons; kg/person/year)
Functional Fruit &
Vegetable Juices
$58 billion3
25
70
90
Per Capita Meat Consumption
APAC Europe North America
Growing Global Income
5.8%
Global Disposable Income CAGR
2017-20302
JBT FoodTech Market
~$26 billion5
100
200
300
400
Global Meat Production, 1995 - 2025
Innovation Driving Equipment
Investment
11-15%
Medium and Small Food
Companies’ Revenue CAGR
2012-20156
7
JBT is Positioned to Benefit From Positive
Macro Trends…
8
Accelerating Trends Positive Macro Drivers
Consolidating Food Industry
Industry increasingly served by fewer global producers
Growing Middle Class
2x growth by 20301; Asia a significant contributor
…unique and supportive trends in both developed and
developing markets
Emergence of Clean Labels & Organic Foods
10%+ annual growth2
Consumer Focus on Health, Safety & Convenience
Increasingly selective consumers seeking ‘on-demand’ food
Increasing Customer Adoption of Automation
Shrinking labor pool coupled with rising wages
Protein & Value-Added Food & Bev Consumption
Positively correlates to GDP per capita
JBT Positioning
Global Footprint
International & local
customers
Strong Asia
Presence
Mfg, engineering,
Innovation center
Wolf-tec
protein Injection
technology
SF&DS solutions &
ReadyGo Veggie
skid
Largest Selection
of Preservation
Solutions
iOPS
Development
Internet of Things
initiative
Avure
HPP solutions
JBT Positioning
DSI
waterjet portioners,
iOPS capabilities
Source:
1https://www.ota.com/news/press-releases/19031
2http://www.reuters.com/middle-class-infographic
Consumer Distribution
Leading Technology Solutions Provider to
High-Value Segments of the Market
9
Delivering innovative solutions we believe offer best-in-class yield and productivity,
with a goal of maximizing customer profitability
Clear Value Proposition
for JBT Customers
Yield
Food Safety
Reduced Operating Costs
Uptime
Full-Line Solutions
Global Food and Beverage Producers Farm / Ranch
Restaurants
Entire Market Value Chain
Grocery / C-Store
Foodservice
Commissary
Canada
U.S.
Mexico
Brazil
Chile
Argentina
U.K.
Belgium
Spain
Sweden
Germany
South Africa
Saudi Arabia
Russia
India
Malaysia
Philippines
Australia
New Zealand
Netherlands
China
Vietnam
Thailand
Indonesia
Global Footprint and Comprehensive
Offerings
Global Reach Strengthens Competitive Advantage
10
FoodTech Production
AeroTech Production
Personnel Location
Corporate HQ
Italy
2016 Sales
NA 62%
EMEA 20%
APAC 10%
LatAm 8%
Significant Recurring Revenue…
11
…through aftermarket parts, service, and emerging iOPS
offering with further penetration opportunities
• Developing economies driving demand
• New equipment designed to meet
evolving customer preferences
− Organic foods
− Clean labels
− Functional beverages
− Convenience foods
• Real-time data allows for
predictive maintenance
• Enables ability to improve
equipment performance,
resulting in higher customer
profitability
• 130 years delivering equipment and systems
• Solutions are highly customized
• Equipment operates in challenging
environment for extended periods of
time
• Significant downtime expense
for customers results in
planned rebuild opportunities
• Food safety requirements
driving need for regular
servicing
$413 $438 $455
$518
38%
2013 2014 2015 2016
Significant Recurring Revenue
Recurring Revenue % of Total Revenue
• Improve customer profitability with higher yield
and efficiency, while reducing labor costs
• Equipment can preemptively notify
of service need
Aftermarket Share of
Customer Wallet:
30 – 35%
ONE JBT
Continuing Margin Expansion Opportunities
12
Multi-pronged approach continues to deliver value to all stakeholders
Key Initiative Focus Long-Term Benefits
Integrity, accountability, relentless
improvement and teamwork
Unlocks benefits of common ownership, e.g.
coordinated supply chain, and shared service
centers and production facilities
Increase customers’ profitability with higher
levels of engagement and thorough
understanding of their business
Enables above market growth rates and
margin expansion
Deliver continuous improvement in Safety,
Quality, Delivery, and Cost metrics and
become a lean enterprise
Boosts competitive advantage, drives organic
growth and lowers cost of goods sold
Focus on opportunities that add
complementary solutions across portfolio
Continuous value creation coupled with
stronger global customer opportunities
Customer First
Relentless
Continuous
Improvement (RCI)
Disciplined
Acquisitions
…supported by specific JEM and RCI initiatives
13
Demonstrated Margin Expansion Results
$91
$103
$124
$158
2013 2014 2015 2016
9.8%
10.4%
11.2%
11.7%
2013 2014 2015 2016
CAGR
20%
Margin Expansion Through JEM Framework Execution
…margin expansion driving segment operating profit growth
well in excess of 2013-2016 sales CAGR of 13%
Segment Operating Profit Margin (%) Segment Operating Profit ($M)
1.8%
4.5%
10.8% 9.0%0.9%
1.7%
13.0%
1.8%
5.4%
12.5%
22.0%
2013 2014 2015 2016
Delivering Sustainable Growth Through
Organic Initiatives & Disciplined Acquisitions
14
• Accelerate new product & service
development
• Grow recurring revenue
• Build Asia-Pacific business
• Execute JBT Excellence Model
Total
CAGR
13%
• Strategic capital allocation focused on
FoodTech
• Disciplined and standardized always-on
acquisition program
Exceeded Next Level framework of:
Organic growth 3 – 4%
Acquisitions 3 – 4%
Total 6 – 8%
Attractive Revenue Growth Profile Focus on Core Organic Growth Initiative
Along with Disciplined Acquisition Growth
Organic Growth Inorganic Growth
A Leader in the Consolidation of Our Large,
Highly Fragmented Food Equipment Industry
15
Repeatable,
disciplined,
metrics-driven
approach
Target Business Purchase Price
Avure Protein &
Liquid Foods $57M
Tipper Tie Protein $160M
C.A.T. Protein $90M
Novus X-Ray Protein &
Liquid Foods $3M
A&B Process
Systems Liquid Foods $102M
Stork Food &
Dairy Systems Liquid Foods ~$61M
Protein:
$18bn+
Liquid Foods:
$8bn+
Opportunity1
Technology strength
Lack access to global entrants
and customers
Require additional R&D and
consistent capital
Opportunity to augment
aftermarket capabilities
Generational ownership
transition
Plus 3 acquisitions in 2014
Total Capital Deployed across 9
acquisitions: ~$560M
…using a disciplined, focused, strategic approach to consolidate pipeline of high quality, attractive targets
1 JBT management estimates
Leading food
equipment & service
provider
Food ~70% of JBT sales | Grew
business by 44% since 2013
$1.2-1.3B in Sales | 8-
10% Operating Income
Margin | Solid cash
conversion
$1.3B+ in sales for 2016 |
~9% Operating Income Margin |
3-yr. average >100% cash conversion
FoodTech: Compelling
growth trajectory
delivering 80% of total
earnings
3-yr CAGR of 13% | 72% of
total earnings | ~75% pro forma for
2016 acquisitions
AeroTech: Solid
returns & cash
generation to fund
overall value creation
10%+ Operating Income Margin |
~25% W/C as a % of Sales
Clear capital allocation
priorities, effective
deployment;
demonstrated
capability to grow
organically & through
acquisitions
Demonstrated allocation to
FoodTech | Completed 6 acquisitions,
with collective performance exceeding
expectations
Experienced Management Team with Track
Record of Delivering on Past Commitments
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Tom Giacomini
Chairman, President & CEO
25+ Yrs
Debarshi Sengupta
EVP, Corporate Development
15+ Yrs
Jim Marvin
EVP, General Counsel &
Secretary
25+ Yrs
Brian Deck
EVP & CFO
25+ Yrs
Dave Burdakin
EVP, President -
AeroTech
25+ Yrs
Steve Smith
EVP, President - FoodTech
25+ Yrs
Jason Clayton
EVP, Human Resources
15+ Yrs
Management Delivered Early on 2017
Next Level Commitments
Seasoned Team Each With
15+ Years in Industry
What We Delivered What We Committed To
JBT: Elevate Framework (2016-2019 Strategy)
2019
• Leading food equipment solutions provider
• Sustained capability to grow organically &
meaningfully through acquisitions
• $1.7-1.8B in Sales | >11% EBIT Margin
• Annualized 3-5% Organic growth | 6-7%
Inorganic growth | ~15% EPS growth |
~15% ROIC
• Clear capital allocation priorities & investor
messaging
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JBT Investor Presentation
March 2017