# EDGAR Filing Document

**Accession Number:** 0001433660
**File Stem:** 0001433660-26-000071
**Filing Date:** 2026-3
**Character Count:** 77625
**Document Hash:** 77ebb73c7b0f0cda64df7d8af734cfc1
**Contains OCR:** False
**Source Format:** 

## Filing Content

## Filing Summary
**0001433660-26-000071.hdr.sgml**: 20260326

**ACCESSION NUMBER**: 0001433660-26-000071

**CONFORMED SUBMISSION TYPE**: 8-K

**PUBLIC DOCUMENT COUNT**: 36

**CONFORMED PERIOD OF REPORT**: 20260326

**ITEM INFORMATION**: Regulation FD Disclosure

**ITEM INFORMATION**: Financial Statements and Exhibits

**FILED AS OF DATE**: 20260326

**DATE AS OF CHANGE**: 20260326

**FILER**: 

**COMPANY DATA:**
- **COMPANY CONFORMED NAME:** JBT MAREL Corp
- **CENTRAL INDEX KEY:** 0001433660
- **STANDARD INDUSTRIAL CLASSIFICATION:** SPECIAL INDUSTRY MACHINERY (NO METALWORKING MACHINERY) [3550]
- **ORGANIZATION NAME:** 06 Technology
- **EIN:** 911650317
- **STATE OF INCORPORATION:** DE
- **FISCAL YEAR END:** 1231

**FILING VALUES:**
- **FORM TYPE:** 8-K
- **SEC ACT:** 1934 Act
- **SEC FILE NUMBER:** 001-34036
- **FILM NUMBER:** 26794508

**BUSINESS ADDRESS:**
- **STREET 1:** 333 WEST WACKER DRIVE
- **STREET 2:** SUITE 3400
- **CITY:** CHICAGO
- **STATE:** IL
- **ZIP:** 60606
- **BUSINESS PHONE:** 312 861-5900

**MAIL ADDRESS:**
- **STREET 1:** 333 WEST WACKER DRIVE
- **STREET 2:** SUITE 3400
- **CITY:** CHICAGO
- **STATE:** IL
- **ZIP:** 60606

**FORMER COMPANY:**
- **FORMER CONFORMED NAME:** JBT Marel Corp
- **DATE OF NAME CHANGE:** 20241230

**FORMER COMPANY:**
- **FORMER CONFORMED NAME:** John Bean Technologies CORP
- **DATE OF NAME CHANGE:** 20080429

?xml version='1.0' encoding='ASCII'? jbt-20260326

---

| |
|:---|
| **UNITED STATES** |
| **SECURITIES AND EXCHANGE COMMISSION** |
| **Washington, D.C. 20549** |

---

**FORM 8-K** 

---

| |
|:---|
| **CURRENT REPORT** |
| **PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934** |

---

**Date of Report (Date of earliest event reported): March 26, 2026** 

**JBT Marel Corporation** 

**(Exact name of registrant as specified in its charter)**

---

| | | |
|:---|:---|:---|
| **Delaware** | **001-34036** | **91-1650317** |
| **(State or other jurisdiction of<br>incorporation or organization)** | **(Commission File Number)** | **(I.R.S. Employer<br>Identification Number)** |

---

**333 West Wacker Drive, Suite 3400** 

**Chicago, IL 60606** 

**(Address of principal executive offices, including Zip Code)**

**(312) 861-5900** 

**(Registrant's telephone number, including area code)**

**Not Applicable**

**(Former name or former address, if changed since last report)**

---

| | |
|:---|:---|
| Check the appropriate box below if the Forms 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions: | Check the appropriate box below if the Forms 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions: |
| ☐ | Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425) |
| ☐ | Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12) |
| ☐ | Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b)) |
| ☐ | Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c)) |

---

---

| | | |
|:---|:---|:---|
| Securities registered pursuant to section 12(b) of the Act: | Securities registered pursuant to section 12(b) of the Act: |  |
| **Title of each class** | **Trading symbol(s)** | **Name of each exchange on which registered** |
| Common Stock, par value $0.01 per share | JBTM | New York Stock Exchange |

---

---

| | | |
|:---|:---|:---|
| Indicate by check mark whether the registrant is an emerging growth company as defined in Rule 405 of the Securities Act of 1933 (§230.405 of this chapter) or Rule 12b-2 of Securities Exchange Act of 1934 (§240.12b-2 of this chapter). | Indicate by check mark whether the registrant is an emerging growth company as defined in Rule 405 of the Securities Act of 1933 (§230.405 of this chapter) or Rule 12b-2 of Securities Exchange Act of 1934 (§240.12b-2 of this chapter). | |
| | Emerging growth company | ☐ |
| | If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act | ☐ |

---

------

**Item 7.01 &nbsp;&nbsp;&nbsp;&nbsp;Regulation FD Disclosure.**

JBT Marel Corporation is furnishing as Exhibit 99.1 to this Current Report on Form 8-K a presentation that it will present to certain investors and market professionals at an "Investor Day" taking place in New York City on Thursday, March 26, 2026, beginning at 9:00 am ET / 13:00 GMT. The event will be livestreamed and a replay will be available through this website: jbtminvestorday2026.com.

This information, including Exhibit 99.1, furnished in this report is not deemed "filed" for purposes of Section 18 of the Securities Exchange Act of 1934, as amended, or otherwise subject to the liabilities under that section. Registration statements or other documents filed with the Securities and Exchange Commission shall not incorporate this information by reference, except as otherwise expressly stated in such filing..

**Item 9.01 &nbsp;&nbsp;&nbsp;&nbsp;Financial Statements and Exhibits.**

&nbsp;&nbsp;&nbsp;&nbsp;(d) Exhibits.

---

| | |
|:---|:---|
| **Exhibit No.** | **Description** |
| 99.1 | <u>[Investor Presentation dated March 26, 2026](exhibit991-jbtmarel2026i.htm)</u> |
| 104 | Cover Page Interactive Data File (the cover page XBRL tags are embedded within the Inline XBRL document). |

---

------

SIGNATURE

Pursuant to the requirements of the Securities Exchange Act of 1934, the Registrant has duly caused this report to be signed on its behalf by the undersigned hereunto duly authorized.

---

| | | |
|:---|:---|:---|
| | JBT Marel Corporation | JBT Marel Corporation |
| Date: March 26, 2026 | By: | /s/ Matthew J. Meister |
|  | Name | Matthew J. Meister |
|  | Title | Executive Vice President and Chief Financial Officer |

---

## Exhibit 99.1

![](exhibit991-jbtmarel2026i001.jpg)

2026 Investor Day March 26, 2026 Investor Day 2026 \| 2 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 - GAAP financial measures. JBT Marel provides non - GAAP financial measures in order to increase transparency in our operating r esults and trends. These non - GAAP measures eliminate certain costs or benefits from, or change the calculation of, a measure as calculated under U.S. GAAP. By eliminating these items, JB T M arel provides a more meaningful comparison of our ongoing operating results, consistent with how management evaluates performance. Management uses these non - GAAP measures in financial and operatio nal evaluation, planning and forecasting. These calculations may differ from similarly - titled measures used by other companies. The non - GAAP financial measures disclosed are not intended to be used as a substitute for, nor should they be considered in isolation of, financial measures prepared in accordance with U.S. GAAP. Reconciliations of non - GAAP financial measures can be fo und in the supplemental schedules to this presentation. Also note that a reconciliation of forward - looking non - GAAP measures, including Adjusted EBITDA margin, free cash flow and ROIC, to the mo st directly comparable GAAP measures is not provided because comparable GAAP measures for such measures are not reasonably accessible or reliable due to the inherent difficulty in foreca sti ng and quantifying measures that would be necessary for such reconciliation. We are not, without unreasonable effort, able to reliably predict the impact of adjustment items including, b ut not limited to, restructuring charges, M&A related costs, depreciation and amortization, interest expense and capital expenditures. In addition, we believe such a reconciliation would imply a degr ee of precision and certainty that could be confusing to investors. These items are uncertain, depend on various factors and may have a material impact on our future GAAP results. Forward - Looking Statements This presentation contains forward - looking statements as defined in the Private Securities Litigation Reform Act of 1995. Forwar d- looking statements are information of a non - historical nature and are subject to risks and uncertainties that are beyond JBT Marel's ability to control. The inclusion of this forward - looking inf ormation should not be regarded as a representation by us or any other person that the future plans, estimates or expectations contemplated by JBT Marel will be achieved. These forward - looking statem ents include, among others, statements related to our business and our results of operations, our strategic plans, our restructuring plans and expected cost savings from those plans and ou r liquidity. The factors that could cause our actual results to differ materially from expectations include but are not limited to the following factors: fluctuations in our financial results; ter min ation or loss of major customer contracts and risks associated with fixed - price contracts, particularly during periods of high inflation; catastrophic loss at any of our facilities and business conti nuity of our information systems; loss of key management and other personnel; our ability to remediate the material weaknesses relating to the Marel financial statements; deterioration of economic condit ions, including impacts from supply chain delays and reduced material or component availability; unanticipated delays or acceleration in our sales cycles; inflationary pressures, including increases in energy, raw material, freight, and labor costs; changes in food consumption patterns; weather conditions and natural disasters; impacts of pandemic illnesses, food borne illnesses and disea ses to various agricultural products; work stoppages; customer sourcing initiatives; competition and innovation in our industries; disruptions in the political, regulatory, economic and so cia l conditions of the countries in which we conduct business; changes to tariffs, trade regulations, quotas, or duties; potential liability arising out of the installation or use of our systems; the impact of climate change and environmental protection initiatives; our ability to comply with U.S. and international laws governing our operations and industries; increases in tax liabilities; risks related to acquisitions, such as our ability to integrate the acquisitions we have consummated, including the integration of the legacy businesses of JBT and Marel; our ability to develop and introduce new or enhanced products and services and keep pace with technological developments; difficulty in developing, preserving and protecting our intellectual property or defending claims of infringeme nt; cybersecurity risks such as network intrusion or ransomware schemes; our convertible note hedge and warrant transactions; the maintenance of two stock exchange listings; fluctuations in cu rrency exchange rates and interest rates; our level of indebtedness; availability of and access to financial and other resources; and the factors described under the captions "Risk Fa ctors" and "Management's Discussion and Analysis of Financial Condition and Results of Operations" in in our most recent Annual Report on Form 10 - K. JBT Marel cautions shareholders and prosp ective investors that actual results may differ materially from those indicated by the forward - looking statements. JBT Marel undertakes no obligation to publicly update or revise any forward - looking statements, whether as a result of new information, future developments, subsequent events or changes in circumstances or otherwise . Investor Day 2026 \| 3 Agenda Enabling a High - Performing Culture Shelley Bridarolli \| EVP and Chief Human Resources Officer Advancing our Software and Digital Solutions Arni Sigurdsson \| President Financial Overview and Outlook Matthew Meister \| EVP and Chief Financial Officer Closing Remarks Brian Deck \| Chief Executive Officer Q&A Session Leadership Luncheon and Networking START TIME ~10:35 am ~12:15 pm START TIME 9:00 am ~10:25 am Welcome and Opening Remarks Marlee Spangler \| Senior Director, Investor Relations Company Overview and Strategic Initiatives Brian Deck \| Chief Executive Officer Business Overview: Executing our Organic Growth Strategy Arni Sigurdsson \| President Deep Dive: Protein Solutions Case Studies Roger Claessens \| EVP and President, Poultry Deep Dive: Prepared Food and Beverage Solutions Case Studies Bob Petrie \| EVP and President, Meat and Prepared Foods Unlocking Service and Aftermarket Opportunities Augusto Rizzolo \| EVP and President, Regions and Integration Break Company Overview and Strategic Initiatives Investor Day 2026 Brian A. Deck Chief Executive Officer

------

![](exhibit991-jbtmarel2026i002.jpg)

Investor Day 2026 \| 5 Key Messages 1 2 3 4 5 Leveraging diverse end market exposure and application expertise to drive resilient, secular growth Building a global market leader in food technology with distinct value proposition through comprehensive solutions Harnessing collective strengths to drive exceptional customer experiences through innovation, service, expertise, and digital Executing integration playbook to realize synergies and embed operational excellence across the organization Driving shareholder value through strong organic growth, increasing margins, and disciplined capital allocation Building a global food technology leader with durable competitive advantages Investor Day 2026 \| 6 Driving Customer Success by Delivering Outcomes Enabling Customers to Create the Greatest Value from the Least Amount of Resources To transform the future of food Food safety / traceability Labor saving automation Delivering Our Purpose … Volume throughput Uptime / efficient operations Yield improvement Sustainability / waste reduction … by Solving Our Customers' Largest Challenges Investor Day 2026 \| 7 Customer BenefitsComprehensive Solutions Platform Creating a Comprehensive Global Food Solutions Provider ▪ One partner with expertise and insights across entire value chain enables better efficiencies and uptime ▪ Seamless installation and ongoing aftermarket support ▪ Digital and software tools optimize operational efficiency, traceability, serviceability ▪ Network effects with customers, enabling stickier relationships JBT Marel's advantage is the comprehensive ecosystem to support life cycle performance Integrated equipment Food application knowledge Software and digital tools Service and aftermarket support Investor Day 2026 \| 8 Service excellence enhances trust and our right to win Delivering an Even Stronger Customer Value Proposition Through Life Cycle Support Enhanced Aftermarket Service and Support Furthers Customer Results and Relationship Global service network with >1,600 technicians and deep application expertise Local & regional proximity, enabling faster response times and consistent experiences Multiple touch points enhancing uptime and reliability for customers Digitally driven software tools that optimize production, anticipate customer needs, and extend asset life

------

![](exhibit991-jbtmarel2026i003.jpg)

Investor Day 2026 \| 9 JBT Marel At a Glance Leading Global Food Technology Provider Built to Transform the Future of Food NYSE and Nasdaq Iceland: JBTM Countries: 30+ Manufacturing, Distribution Locations 50+ 2025 Revenue: $3.8B 2025 Adjusted EBITDA Margin (1): 15.8% Diversified End Markets 2025 Equipment Orders 2025 Revenue Breakdown (2) 44% 16% 7% 6% 6% 6% 5% 4% 3% 3% Poultry Meat Beverages, Juices Seafood Ready Meals Fruit & Veg Pet Food, Plant Based Other Pharma & Nutraceuticals AGV Note: Figures may have immaterial differences due to rounding. (1) Non-GAAP financial measure. Please see appendix for reconciliations. (2) AGV stands for automated guided vehicles, which is synonymous with warehouse automation. 50% Recurring Revenue 50% Non - recurring Revenue 45% Protein Solutions 55% Prepared Food and Beverage Solutions … … … Investor Day 2026 \| 10 Global Scale and Regional Expertise Percentage of 2025 Revenue by Regions (1) 10% LATAM 40% EMEA 10% APAC 40% U.S. and Canada Manufacturing & Distribution Locations23 Manufacturing & Distribution Locations5 Manufacturing & Distribution Locations28 Manufacturing & Distribution Locations (2)3 (1) 2025 revenue by regions is measured by the customer location. (2) Includes a third-party logistics site in APAC. Investor Day 2026 \| 11 Providing Best - in- Class Solutions to Meet Resilient Demand Farm to fork value chain Gl obal Food and Beverage Producers Full - Service Dining QSR / Fast Casual Retail / Grocery Institutional Distribution ConsumerFarm / Ranch Upstream to consumer de c ision , allowing for more economic resiliency Investor Day 2026 \| 12 Serving an Industry That is Less Cyclical and More Resilient ■ Food and beverage CAPEX is fundamentally less cyclical than industrial manufacturing ■ Investments by food and beverage companies are tied to structural imperatives as consumers need to eat and drink ■ This creates more predictable revenue mix and margin profile for JBT Marel CAPEX: Food and Beverage vs. Industrials (Indexed as of 2007) (1) Global Food and Beverage CAPEX (1) XLI CAPEX (2) ~2x less volatile Volatility of Food & Beverage CAPEX vs. XLI (1)(2) (1) Source: JBT Marel research and CapIQ. Global food and beverage represents ~50 global food and beverage producers. (2) XLI includes companies in the XLI: Industrial Sector ETF. 0.50 1.00 1.50 2.00 Global F&B CAPEX CAGR ~3% vs. XLI CAPEX of ~2% from 2007 - 2025

------

![](exhibit991-jbtmarel2026i004.jpg)

Investor Day 2026 \| 13 Meaningful Progress on Our Integration Integration is On - Track and Delivering Tangible Cost Synergy Savings ■ Completed org design and began initial optimization of certain back - office resources ■ Reduced duplicative internal company costs and third - party contracts ■ Finished first wave of rationalization and cost savings with suppliers 2025 2026 - 2027 ■ Incremental supplier consolidation ■ Value add / value engineering (VAVE) projects ■ Additional back - office resource optimization ■ Select operating footprint rationalization Key Milestones Achieved Expected Milestones Investor Day 2026 \| 14 Sustainability Focus to further Transform the Future of Food Advancing our Customers' Sustainability Journeys Investing in innovative solutions that solve our customers' pain points Our solutions help customers: ■ Improve water, energy, labor efficiency ■ Reduce food loss, improved food yield ■ Minimize packaging waste and extend shelf life ■ Support sustainable new food initiatives ■ Enhance food safety and traceability Completed double materiality index to guide our data - driven strategy and identify key focus areas for future compliance Environmental reporting and processes in place to support compliance with U.S. and EU standards Continuous improvement culture to minimize our environmental impact, strengthen our business resilience, and share best practices across sites Embedding Sustainability in Our Operations Investor Day 2026 \| 15 Operational Excellence is Core to Our Culture Enterprise Wide Continuous Improvement Culture Enhances Profitable Growth and Competitiveness Daily M an a g e m e n t K a iz e n a n d Le an Tools Root Problem Solving Pro cess Chec kA ct P la n Business System + Relentless Continuous Improvement (Lean) D o JBT Marel Framework Relentless Continuous Improvement (RCI) culture to reduce operational complexity and drive efficiency JBT Marel Business System - a disciplined operating cadence that ties business performance to strategic initiatives and a continuous feedback loop Daily management tools deployed at the site level, providing a rigorous process to identify root causes and corrective actions Busi s System Relentless Continuous Improvement (Lean) Investor Day 2026 \| 16 Introducing Our NextGen Strategy, Enabling Strong Organic Growth and Margin Enhancement Our Strategic Priorities Are Enhanced by Our Operating Model and Core Competencies Customer First Service Organization Capture Full Market Potential Integrated Value Proposition Operational Distinctiveness Strategic & Disciplined M&A

------

![](exhibit991-jbtmarel2026i005.jpg)

Investor Day 2026 \| 17 Execution Focused and Experienced Leadership Team with Deep Expertise Brian Deck Chief Executive Officer Arni Sigurdsson President Matt Meister Executive Vice President and Chief Financial Officer Shelley Bridarolli Executive Vice President and Chief Human Resources Officer James Pelletier Executive Vice President and General Counsel Jack Martin Executive Vice President and Chief Supply Chain Officer Mary Beth Siddons Executive Vice President and President, Diversified Food and Health Deep industry experience: Extensive global knowledge across industrials and food technology Leadership attributes: ■ Accountability ■ Transparency ■ Continuous improvement Today's speakers Augusto Rizzolo Executive Vice President and President, Regions and Integration Roger Claessens Executive Vice President and President, Poultry Robert Petrie Executive Vice President and President, Meat and Prepared Foods Vidar Erlingsson Executive Vice President and Chief Digital Officer Investor Day 2026 \| 18 Executing transformation Compelling market exposure Resilient recurring revenue Operational excellence Delivering shareholder value Differentiated value proposition Why Invest in JBT Marel Approximately half of revenue generated from predictable aftermarket parts/service with strong margins Positioned in large, resilient, and growing food and beverage markets supported by long - term trends Continuous improvement and lean initiatives underpinning margin expansion Significant opportunity for continued revenue growth, margin expansion, and robust free cash flow generation Unlocking value with clear strategic priorities and strong execution against integration/synergy plan Unmatched, integrated ecosystem driving customer loyalty and growth opportunities Arni Sigurdsson President Business Overview: Executing our Organic Growth Strategy Investor Day 2026 Investor Day 2026 \| 20 Key Messages 2 1 Winning in attractive, large, and fast - growing food & beverage markets with rising demand and automation needs 3 Enhancing resilience to downturns in any one market with broad end - market exposure across the business 4 Accelerating growth by combining advanced equipment, purpose - built software, and emerging digital capabilities 5 Growing large installed base and enhancing service and aftermarket capabilities to reinforce long - term customer relationships and accelerate recurring revenue Well positioned to drive profitable growth Creating sustainable competitive advantage through innovation, differentiated integrated line solutions, process know - how, and application expertise

------

![](exhibit991-jbtmarel2026i006.jpg)

Investor Day 2026 \| 21 We Play in a Large and Growing Food and Beverage Market Protein Solutions and Prepared Food and Beverage Solutions Delivering Above Market Growth ▪ Unmatched value with fuller - line, integrated solutions and software ▪ Continuous investment in innovation – application knowledge, process know how, technology and software ▪ Customer aligned go - to- market strategy with complementary solutions enables deeper customer engagement and cross - selling ▪ Customer - centric service model deepens relationships and lifetime value capture ▪ Deep application expertise positions to support consolidation of food processors across multiple end markets JBT Marel Consolidated End Markets JBT Marel Consolidated 2025 Revenue 5 - 7% 3 - Year Market CAGR 3 - 4% JBT Marel Expected 3 - Year Revenue CAGR $3.8B Service Addressable Market (SAM) (1) ~$50B (1) Source: Third-party and Company estimates. Investor Day 2026 \| 22 Secular Consumption and Consumer Trends Driving Market Growth Population Growth and Rising Incomes ▪ Moving up food value chain, with increased demand for protein and prepared foods ▪ Seeking premium products vs. traditional grain - based diets ▪ Increasing spend on pet food 90% 100% 110% 120% 130% 140% 150% 160% 170% 180% 2010 2012 2014 2016 2018 2020 2022 2024 2026 2028 2030 2032 2034 Protein Production by Species (Indexed as of 2010) (1) Beef Pork Poultry Seafood (1) Source: OECD. Investor Day 2026 \| 23 Additional Secular Consumption and Consumer Trends Driving Market Growth Food Innovation and SKU Expansion ▪ Demand for more variety to meet constantly evolving preferences (premium products, flavors , diets, etc.) Prepared Foods ▪ Busy lifestyles and desire for time - savings solutions requires more de - boned and ready - to- eat products 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 1962 1972 1982 1992 2002 2012 2022 U.S. Marketing of Chicken by Category (%) (1) Whole Cut - up/Parts Prepared Foods (1) Source: National Chicken Council, 2025. Investor Day 2026 \| 24 Labor challenges create increased demand for automation technology, higher uptime and responsiveness, and remote servicing Performance optimization Skilled labor scarcity Customer consolidation Customers becoming more active in multiple value chain steps / multiple end markets Customers More Willing to Invest in JBT Marel's Differentiated, Integrated Solutions Offering Food safety and sustainability Food Processing Trends Accelerating Demand for Our Solutions Increased food safety traceability requirements and desire to minimize waste and improve sustainability metrics I r s f s f t and traceability requirem nts with desir to minimize waste Integrated solutions Greater customer operations complexity creates need for integrated line solutions across equipment, service, and software Complex, high volume operations create need to enhance margins by maximizing yield and throughput along with reducing waste and inefficiencies

------

![](exhibit991-jbtmarel2026i007.jpg)

Investor Day 2026 \| 25 Unique positioning with integrated equipment solutions that deliver automation, efficiency, traceability, and ease of doing business through a single partner JBT Marel's sustainable competitive advantages drive above - market growth Deep food application and innovation expertise across complex protein and prepared food and beverage operations Large installed base drives service and customer relationships through consistent execution, strong customer engagement, and global scale Software and digital capabilities that connect the line, provide actionable insight to improve performance service effectiveness Why We Win in Protein Solutions and Prepared Food and Beverage Solutions Investor Day 2026 \| 25 Investor Day 2026 \| 26 Protein Solutions Overview 2025 Recurring Revenue 52% 2025 Adjusted EBITDA Margin 20.1% 2025 Revenue by Geography U.S. and Canada EMEA LATAM APAC ~$1.7B 2025 Revenue Strengths ▪ Market leadership in poultry with strong positions across meat and fish ▪ Broad, integrated portfolio, enabling integrated line solutions with software ▪ Deep application and process expertise embedded with large, global customers ▪ Large, global installed base supporting long - term customer service and relationships Initial stage processing and harvesting of animal proteins, including cut - up & de - bone and fresh processing , primarily within ▪ poultry ▪ pork ▪ beef ▪ fish 32% 48% 9% 11% Note: Figures may have immaterial differences due to rounding. Investor Day 2026 \| 27 Prepared Food and Beverage Solutions Overview 2025 Recurring Revenue 49% 2025 Adjusted EBITDA Margin 17.2% 2025 Revenue by Geography U.S. and Canada EMEA LATAM APAC ~$2.1B 2025 RevenuePrimarily downstream value - added preparation, preservation, and packaging with solutions that are often end - market agnostic, spanning: ▪ Market leading solutions , such as juice extraction, freezing , preservation, and extruding , that are more end - market agnostic ▪ Strong positions and line solutions in high - value end markets, including fruit & vegetables, pet food, and prepared foods ▪ Flexible platforms that scale across customers, products, and production formats ▪ protein ▪ beverages ▪ fruit & vegetables ▪ pet food / plant based ▪ ready meals ▪ pharma / nutraceuticals ▪ warehouse automation 47% 33% 10% 10% Strengths Note: Figures may have immaterial differences due to rounding. Investor Day 2026 \| 28 Executing Our Clear Strategic Pillars to Further Drive Value Creation Customer First Service Organization Capture Full Market Potential Integrated Value Proposition Operational Distinctiveness 1 2 4 3

------

![](exhibit991-jbtmarel2026i008.jpg)

Investor Day 2026 \| 29 Customer First Service Organization Service Excellence Drives Growth ▪ 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 customer satisfaction ▪ Digitally enabled services, such as prescriptive maintenance and remote support, deepen engagement and expand recurring revenue 1 2 3 4 Investor Day 2026 \| 30 Integrated Value Proposition Differentiated Product & Innovation Leadership Continued innovation to strengthen offerings in key end markets and reinforce technological leadership Deliver solutions that improve yield, throughput, and operational flexibility while reducing water and energy use Expand digitally connected services across more solutions to increase uptime and improve performance Enhance integrated equipment that flows seamlessly and operates as cohesive system for optimized performance Robotic loading of products Raw material post portioning Tray sealing & tooling solutions Pack visual inspection Case conveying Metal detect, labelling & weigh price labelling Crate and case packing solutions Crate / case weigh and label Cobot palletization Line control, digital quality control, and line performance reporting software solutions 1 2 3 4 Investor Day 2026 \| 31 Capture Full Market Potential Focus on Commercial Execution Customer - centric account model drives cross - selling, enabled by customer retention and trust Sales teams trained to sell integrated systems , not just individual machines Early wins: ~$30M (2025 order synergies) Increased integrated line quotes / adoption of holistic solutions Enhanced service and software create further opportunities for equipment sales Increased scale drives further support for customers in higher growth markets , such as LATAM & APAC 1 2 3 4 Investor Day 2026 \| 32 Operational Distinctiveness Enterprise Operational Excellence 1 2 3 4 Enterprise Relentless Continuous Improvement ▪ JBT Marel Business System ▪ Continuous improvement system and culture ▪ Kaizen tools deployed across the business ▪ Daily management and root cause problem solving ▪ 80/20 mindset focused on customer value streams Procurement and Supply Chain Excellence ▪ Strengthen strategic supplier relationships ▪ Value engineering and standardization ▪ Supply base consolidation and make - vs - buy rigor ▪ Fit - for - purpose footprint to drive profitability and tariff mitigation

------

![](exhibit991-jbtmarel2026i009.jpg)

Investor Day 2026 \| 33 Key Takeaways 2 1 Winning in attractive, large, and fast - growing food & beverage markets with rising demand and automation needs 3 Accelerating growth by combining advanced equipment, purpose - built software, and emerging digital capabilities 4 Growing large installed base and enhancing service and aftermarket capabilities to reinforce long - term customer relationships and accelerate recurring revenue 5 Enhancing resilience to downturns in any one market with broad end - market exposure across the business Creating sustainable competitive advantage through innovation, differentiated integrated line solutions, process know - how, and application expertise Roger Claessens Executive Vice President and President, Poultry Deep Dive: Protein Solutions Case Studies Investor Day 2026 Investor Day 2026 \| 35 Delivering Tailored Solutions Across the Poultry Processing Life Cycle Protein Solutions in Action: Solving a Variety of Complex Customer Needs Delivering customized, full - line solutions with modular building blocks Achieving higher yield and operational productivity at scale Solving customer pain points by unlocking additional throughput within regulatory framework Investor Day 2026 \| 36 Enabling Customers to Optimize Poultry Processing with Integrated Solutions Comprehensive, end - to - end poultry processing solutions, solving customer pain points Fully connected equipment and digital line - control software, ensuring most efficient plant operations Outcomes JBT Marel Solution Delivering customized, integrated solutions with modular building blocks Global poultry processor operating high - volume, multi - stage processing lines from live bird handling to dispatch Customer Challenge Seeking innovative solutions that enable superior product quality, provide secure animal welfare and food safety, and enhance sustainable poultry operations ▪ Integrated processing equipment across entire plant with high automation ▪ Line - level software enables processing insights and traceability ▪ One accountable partner for ease of installation and commissioning ▪ Customer care service contracts to ensure reliability and uptime ▪ Traceability from farm to fork ▪ Increased reliability with more consistent line performance ▪ Highest yield and throughput across the system ▪ Reduced operational complexity and faster ramp - up ▪ Minimized labor dependency "JBT Marel is the only company that has all the pieces figured out and in place together to offer a truly remarkable processing system that I'm proud to use in our processing plant." - Scott Sechler, Owner, Bell & Evans

------

![](exhibit991-jbtmarel2026i010.jpg)

Investor Day 2026 \| 37 Targeted Innovation that Improves Yield and Product Quality Through Automation ATHENA chicken breast de - boning system delivers industry leading yield and productivity JBT Marel Solution Global poultry customer operating secondary poultry processing lines that typically operate with significant human labor Customer Challenge Needed to achieve fully automated, high - yield and high quality de - boned chicken breast filets ▪ Data - driven, fully automated system reduces the need for manual trimming and product positioning downstream ▪ Integrated hardware and software connect to upstream and downstream processes, optimizing production across the line ▪ Machine learning - enabled vision optimizes individual, size - adaptive deboning to improve yield Outcomes ▪ Improved customer value proposition with highest de - boning yield and top - quality end - product ▪ Reduced labor requirements by > 60% for loading, harvesting, and trimming ▪ Enhanced core element of the integrated solution for poultry breast processing "We have significantly less trimming and rework. Since our focus is on head count, that is a big advantage." - Glenn de Boer, Operations Manager, Plukon Achieving higher yield and consistent product quality at scale Investor Day 2026 \| 38 Opportunity to Further Improve Throughput for U.S. Poultry Customers Line architecture that enables higher throughput while maintaining USDA compliance JBT Marel Solution Large U.S. poultry processors operating high - speed primary processing lines Customer Challenge Aspiring to increase throughput and line optimization while meeting USDA inspection requirements of maximum 140 birds per minute (bpm) ▪ Innovative, unique solution that splits a higher - speed primary line into two parallel inspection points ▪ Strategic approach to improving line utilization and efficiency Outcomes ▪ Optimized primary throughput from 140 bpm to 250 bpm via 2 inspections running at 125 bpm, resulting in productivity increase of 70% ▪ Maintained adherence to regulatory inspection standards ▪ Improved line balance and utilization ▪ Lowered processing cost per bird with better use of existing equipment capacity Solving customer pain points by unlocking additional throughput within regulatory framework Robert Petrie Executive Vice President and President, Meat and Prepared Foods Deep Dive: Prepared Food and Beverage Solutions Case Studies Investor Day 2026 Investor Day 2026 \| 40 Prepared Food and Beverage Solutions in Action: Solving a Variety of Complex Needs Addressing multiple customer processing applications with fuller - line and integrated solutions Enabling flexible, multi - product operations while reducing energy use and total cost of ownership Enhancing product quality and processing output through AI vision systems Standardizing operations to reduce cost, complexity, and service burden at scale Optimizing Prepared F&B Processing for Simplicity and Flexibility

------

![](exhibit991-jbtmarel2026i011.jpg)

Investor Day 2026 \| 41 Solving Complexity in Prepared Foods with Full Line Solutions Simplifying complex, multi - step production lines without sacrificing food safety Fully integrated hamburger processing line, built with JBT Marel equipment JBT Marel Solution Danish Crown operating a highly complex, multi - step quick - service restaurant (QSR) hamburger processing line Customer Challenge Needed to manage operational complexity while maintaining standardized products across global markets with high levels of uptime and reliable delivery ▪ Only solutions provider that can provide technology integration from meat preparation to end product, enabling consistent, standardized product ▪ Single accountable partner, improving service quality, uptime, traceability, and food safety performance Outcomes ▪ Improved uptime and more predictable throughput ▪ Reduced operational complexity and faster ramp - up for new lines ▪ Enhanced traceability and food safety ▪ Lowered total cost of ownership and simplified vendor management ▪ Line - level coordination, enabling consistent performance across the production flow Check text: should the text be the same as in the first box on slide 43? Addressing multiple customer processing applications with fuller - line and integrated solutions Investor Day 2026 \| 42 Innovation that Enables Flexible, Efficient Beverage Packaging Enabling flexible, multi - product operations while reducing energy use and total cost of ownership EV filler solution, supporting multiple beverage products and packaging JBT Marel Solution ▪ Flexible filling technology to enable rapid changeovers across beverage types Global beverage producers operating water, juice, tea, and other filling lines Customer Challenge Require greater flexibility to run multiple beverage types and packaging formats while reducing energy use and total cost of ownership ▪ Integration capabilities to support broader formulation requirements ▪ Simplified system design to reduce complexity while improving efficiency Outcomes ▪ Lowers total cost of ownership by ~$0.7M per year through optimization of ambient operations, reduced waste, and lower energy usage ▪ Reduces complexity of processing steps, including pre - filling chilling and post - seaming warming ▪ Improves uptime, serviceability, and cleanliness Investor Day 2026 \| 43 Improving Product Quality and Overall Line Efficiency Enhancing product quality and processing output through AI vision systems IRIS smart processing technology with an AI enabled vision system JBT Marel Solution ▪ Monitors and reports on overall equipment effectiveness (OEE) related output Global processing customers creating formed products for downstream QSR and high - end retail categories Customer Challenge Need to create highest quality downstream products with higher line efficiency driven by reduced defective products and manual re - work ▪ Detects foreign materials and product deficiencies such as holes in formed product, color variances, etc. ▪ When defective product is detected, IRIS automatically stops forming process to address line issue Outcomes ▪ Improved line efficiency from reduction of manual re - work ▪ Enabled significant labor savings ▪ Achieved higher throughput and improved product quality Investor Day 2026 \| 44 Standardizing operations to reduce cost, complexity, and service burden at scale Investor Day 2026 \| 44 Standardized control panel design implemented through a value - engineering approach JBT Marel Solution ▪ Common, modular control panel architecture across product lines ▪ Reduced engineering hours required for custom panel design Control panels used across multiple JBT Marel product lines were over - engineered, inconsistent, and costly to design and manufacture, creating unnecessary complexity across engineering, sourcing, and service JBT Marel Operational Need Outcomes ▪ 40 - 50% reduction in control panel costs ▪ Meaningful reduction in lead times ▪ Faster installation and fewer on - site reworks ▪ Improved scalability as new products leverage existing panel architecture Invest Day 2026 Driving Operational Excellence in Prepared Food and Beverage Solutions ▪ Lower material costs through standardization and optimized sourcing from best - cost regions ▪ Simplified service and maintenance

------

![](exhibit991-jbtmarel2026i012.jpg)

Investor Day 2026 \| 45 Solving Customer Challenges at Scale with Differentiated, Integrated Solution Set Uniquely Positioned to Solve Complex Customer Challenges at Scale Across the Full Production Life Cycle JBT Marel Differentiation Comprehensive ecosystem across equipment, software, and service Designed to work together seamlessly to address complex, end - to- end customer challenges Product innovation purpose built for real production environments Flexible, adaptable platforms that scale across use cases, products, and end markets Integrated line capabilities with a global installed base Allowing JBT Marel to solve problems holistically rather than point - by - point Deep application and process expertise Extensive knowledge of how customer lines operate enables repeatable performance improvements Augusto Rizzolo Executive Vice President, Regions and Integration Unlocking Service and Aftermarket Opportunities Investor Day 2026 Investor Day 2026 \| 47 2 Improving customer - facing metrics through localized service, enhanced parts distribution, and stronger technical capabilities 1 3 Increasing service and aftermarket share of wallet in core and emerging regions , such as LATAM and APAC 4 Driving prescriptive maintenance and enhanced equipment performance through digital tools and machine connectivity 5 Leveraging the power of actions above to deliver above market service and aftermarket growth with margin expansion Key Messages Capitalizing on large, global installed base requiring consistent care and uptime reliability Investor Day 2026 \| 48 The Critical Role of Service and Aftermarket Uptime is Crucial for Customers; Strong Performance & Reliability Allows Us to Capture Value 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 knowledge and capabilities for service & maintenance ▪ Aftermarket Parts Availability Critical high - wear parts required to keep equipment / processes running

------

![](exhibit991-jbtmarel2026i013.jpg)

Investor Day 2026 \| 49 Strategic Initiatives to Enhance Customer - Facing Metrics… ▪ Response time ▪ Resolution time ▪ Parts availability / stock - out rate ▪ On - time delivery Aligning and Measuring Customer - Facing Metrics Embedding Greater Customer Centricity in Org. Enhancing Service and Aftermarket Model ▪ Integrating and elevating service model into operating units, with clear regional accountability ▪ Creating distinct service strategy, reporting, and KPIs ▪ Empowering regional leadership through a decentralized operating structure ▪ Leveraging 1,000+ customer surveys to align service model with voice of the customer ▪ Investing in warehouse automation, IT & digital, and strategic inventory, supported by JBTM Business System ▪ Consolidating distribution centers and centralizing parts fulfilment in core regions for speed and reliability Investor Day 2026 \| 50 Customer Benefits …Driving Value Creation for Both Customers and JBT Marel Customer - Centric Service Improvements Expand Recurring Revenue and Support Margin Growth ▪ Improved service experience and ease of doing business ▪ Faster parts delivery and issue resolution ▪ Increased preventative maintenance and technician touchpoints, reducing downtime events ▪ JBT Marel as one - stop partner, providing integrated line solutions, application knowledge, and exceptional service Our Outcomes Partner of choice across the full customer life cycle Expanded capabilities to support underserved regions, including LATAM and APAC Stronger recurring revenue growth with an attractive margin profile Investor Day 2026 \| 51 Scaling Service Capabilities Through Digital Offering Enhancing JBT Marel's value proposition through digital capabilities Full life cycle support positions us as the partner of choice across entire ecosystem Digital tools enable a more integrated offering, strengthening aftermarket and equipment sales Data from connected devices improves service quality and enables prescriptive maintenance Regional model enables scaled penetration of the global installed base Investor Day 2026 \| 52 Optimizing Parts Distribution with Dedicated Network, Support, and Standardization JBT Marel Business System Supports Simplified Parts Distribution Model and Outcomes for Customers Current State ■ Spare parts distribution largely shared with manufacturing sites ■ Processes, KPIs, and priorities primarily designed for new equipment ■ Potential misalignment on speed, responsiveness, and parts availability Expected Benefits 20 - 25% shorter order fulfilment via enhanced parts availability and reduced processing time Improved service capture and response time in emerging regions Inventory reduction via optimized distribution center view , dedicated resources, and advanced tools Further opportunities for cost efficiencies via standardization and automation Future State ■ Simplified network reduces complexity and enables local speed ■ Mix of global and regional distribution centers improves proximity to customers, ensuring responsiveness and faster delivery Global Distribution Centers (GDCs) Regional Distribution Centers (RDCs)

------

![](exhibit991-jbtmarel2026i014.jpg)

Investor Day 2026 \| 53 Our Actions - ProCare® Benefits for Customers Demonstrating the Value of a Proactive Service Model via ProCare® High - Quality Service Execution Drives Customer Uptime and Higher - Value Aftermarket Revenue Significant Aftermarket Value Creation vs. Original Equipment (OE) ▪ Digital insights from connected equipment help prevent downtime and improve maintenance, enabling faster and more accurate response ▪ Timely delivery of critical spare parts ▪ Deployment of highly skilled service technicians ▪ Life - extension through upgrades and new features ▪ Consistent performance and improved uptime with fewer unexpected stoppages ▪ Faster issue resolution through timely troubleshooting and spare parts delivery ▪ Greater flexibility and longer machine life through upgrades, regulatory compliance, and technology improvements Parts and consumables ServiceSoftware / digital contracts Upgrades / refurbishments ~2 – 4x lifetime value vs. OE Investor Day 2026 \| 54 Significant Opportunity to Increase Wallet Share Unlocking Aftermarket Growth Service Priorities Expected to Increase Share of Wallet Capture and Unlock Profitable Growth ▪ Incremental service revenue driven by investment in additional field service engineers and productivity - enhancing technologies ▪ Increased penetration of digital solutions through targeted selling of the installed base ▪ Product rebuilds and upgrades driven by market trends, sustainability requirements, and customer needs across the product lifecycle ▪ Higher parts share of wallet supported by improved on - time delivery (OTD) through an enhanced distribution network Aftermarket Share Capture Potential to be higher than today Current Aftermarket Capture ~40% Target Aftermarket Capture 50%+ Large Global Installed Base 200K+ machines Investor Day 2026 \| 55 Key Takeaways 2 Improving customer - facing metrics through localized service, enhanced parts distribution, and stronger technical capabilities 1 3 Increasing service and aftermarket share of wallet in core and emerging regions , such as LATAM and APAC 4 Driving prescriptive maintenance and enhanced equipment performance through digital tools and machine connectivity 5 Leveraging the power of actions above to deliver above market service and aftermarket growth with margin expansion Capitalizing on large, global installed base requiring consistent care and uptime reliability Break Investor Day 2026

------

![](exhibit991-jbtmarel2026i015.jpg)

Shelley Bridarolli Executive Vice President and Chief Human Resources Officer Enabling a High - Performing Culture Investor Day 2026 Investor Day 2026 \| 58 Key Messages 2 1 Driving disciplined, well - coordinated integration and strategy execution grounded in shared purpose, values, and leadership alignment 3 Retaining and attracting top talent to advance a unified operating model that empowers local decision - making, increases speed, and improves customer responsiveness 4 Leveraging established unified talent systems, incentives, and expectations to drive accountability, collaboration, and cross - selling behaviors Building a high - performance, customer - oriented culture that strengthens customer experience and accelerates synergy realization Harnessing the power of our people to activate full potential Investor Day 2026 \| 59 Building a Unified Culture Anchored in Our Values A Shared Set of Values Accelerates Integration, Execution, and Customer Impact Serve with Integrity Reinforcing accountability and results - driven mindset through clear expectations, consistent behaviors, and the highest standards of safety, ethics, and quality Grow with Excellence Embedding continuous improvement into how we operate and make decisions by learning, sharing best practices, and applying disciplined execution across the organization Create with Collaboration Driving strong cultural alignment and performance through shared purpose, clear ownership, and trusted relationships across teams, customers, and partners Advance with Innovation Advancing a hybrid, decentralized model by staying curious, challenging the status quo, and turning new ideas into practical customer and business impact Investor Day 2026 \| 60 Advancing a High - Performance, Customer - First Organization Leveraging scale and global capabilities to improve operational effectiveness Delivering a Superior Customer Experience to Ensure Long - Term Value Creation Elevating customer - facing capabilities / resources across service techs, application engineers, and commercial teams Embedding culture of responsiveness , active listening , and problem solving as core skills for customer - focused roles Broadening commercial excellence mindset , creating more touchpoints for cross - selling and recurring revenue Upskilling technical experts to deliver food application expertise differentiated in the market 1 2 3 4 5 Elevating our focus on exceptional customer experiences

------

![](exhibit991-jbtmarel2026i016.jpg)

Investor Day 2026 \| 61 Targeted Approach to Building a World - Class Workforce Disciplined Talent Approach Ensures JBT Marel is an Industry Employer of Choice Purpose - driven talent strategy ▪ Anchored in a clear purpose to transform the future of food ▪ Resonates with employees and candidates across critical roles Targeted talent actions ▪ Strengthening customer facing roles through military partnerships ▪ Reducing time to hire for critical field service roles by ~ 25 % ▪ Expanding regional capabilities through digital hubs and customer innovation centers Retaining, Developing, and Attracting the Best Talent Investor Day 2026 \| 62 Strengthening Leadership and Organizational Capability to Support Strategic Initiatives Performance - Driven Model Emphasizing Disciplined Execution and Accountability Leadership Selecting and developing the right leadership based on proven capabilities, domain expertise, and track records of P&L execution Performance Management Continuous Improvement Clear Expectations Establishing clear operating model and performance management structure tied to financial and operational accountability Embedding a cadence of continuous improvement, daily management, and execution discipline across regions and functions Increasing feedback regarding both individual leadership growth and business unit performance to meet short - term and long - term commitments Investor Day 2026 \| 63 Transformation of Total Rewards Leveraging Aligned Incentives to Deliver Results Short - term results aligned with strategic goals ▪ Adjusted EBITDA ▪ Adjusted EBITDA margin ▪ Free cash flow generation Ensuring incentives reinforce: ▪ Customer experience ▪ Cross - selling ▪ Accountability and ownership ▪ Leadership effectiveness (measured behavior + results) High percentage of at - risk long - term compensation demonstrates pay - for - performance culture ▪ Adjusted EPS ▪ ROIC ▪ Relative TSR modifier and multiplier for achieving stretch goals Investor Day 2026 \| 64 Key Takeaways 2 1 Driving disciplined, well - coordinated integration and strategy execution grounded in shared purpose, values, and leadership alignment 3 Retaining and attracting top talent to advance a unified operating model that empowers local decision - making, increases speed, and improves customer responsiveness 4 Leveraging established unified talent systems, incentives, and expectations to drive accountability, collaboration, and cross - selling behaviors Building a high - performance, customer - oriented culture that strengthens customer experience and accelerates synergy realization

------

![](exhibit991-jbtmarel2026i017.jpg)

Arni Sigurdsson President Advancing our Software and Digital Solutions Investor Day 2026 Investor Day 2026 \| 66 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 3 Building a unique, hard - to - replicate value proposition with integrated solutions, deep process knowledge, and decades - long software expertise 4 Strengthening customer relationships by leveraging software and digital tools to improve service/aftermarket support, enabling JBT Marel to grow wallet share Investor Day 2026 \| 67 Industry Shift Underway Secular Trends Accelerating Need for Digital and Software Solutions Industry Trends Secular Trends Accelerating Demand for Digital & Software Solutions Operational efficiency and adaptability, driven by tech - forward approach Machine performance management / remote & prescriptive service Order management and optimization enabled by integrated system & software Full traceability and digital regulatory compliance with audit trail Enterprise management and transparency driven by unified data with strong cybersecurity Increasing equipment complexity and scarcity of skilled labor Faster line speeds and increasing SKU complexity , creating fulfillment and optimization challenges Growing need for process transparency to ensure food safety & regulatory compliance Ongoing industry consolidation , increasing need for centralized decision making New generation of operators that are more comfortable with digital tools JBT Marel Value Proposition Investor Day 2026 \| 68 Integrated Solutions Reinforce Each Element, Providing Stronger Value to the Customer Addressing Customer Needs Our Solutions: Built on Extensive Portfolio of Equipment, Software, and Services ▪ Optimizing efficiency requires integration of equipment, software, services, and application knowledge into holistic solutions ▪ Combining software and service with machine - level IoT capabilities allows for prescriptive maintenance, remote support, and process monitoring and improvement ▪ Enabling a step change in food processing with extensive software and digital portfolio that drives next generation efficiency gains Integrated equipment Food application knowledge Software and digital tools Service and aftermarket support Integrated equipment Food application knowledge Software and digital tools Service and aftermarket support

------

![](exhibit991-jbtmarel2026i018.jpg)

Investor Day 2026 \| 69 Delivering Unique Software and Digital Solutions Increasingly Mission - Critical to Solve Customer Pain Points ▪ Increasing machine complexity with higher throughput ▪ Fewer skilled laborers ▪ Ever - increasing need for uptime and performance Customer Pain Points JBT Marel Solution ▪ Ability to manage complexity and multiple SKUs orders while ensuring compliance ▪ Need for higher productivity ▪ Desire to optimize raw materials across process ▪ Lack of transparency and ability to optimize across factories ▪ Need for performance benchmarks AXIN Machine Solutions Remote support, prescriptive maintenance, overall equipment effectiveness, and consultancy AXIN Process Solutions Machines that work as a system, with full traceability and coordination across the line; adapt based on orders and raw materials AXIN Factory / Enterprise Solutions Visibility across locations, with unified production setups and strong integration from equipment to enterprise COMPLEXITY Lines FactoriesMachines Investor Day 2026 \| 70 Single Integrated Platform Supporting Full JBT Marel Software and Digital Offering Single Platform Built for Security and Scale with the Process in Mind JBT Marel Digital Platform Single platform to support full software and digital offering ▪ Modular approach supporting regulatory compliance ▪ Designed to integrate with customer IT landscape ▪ Optimized for own equipment but with ability to support other vendors ▪ Strong data and cloud infrastructure, enabling AI optimization ▪ "Best of breed" integration of JBT and Marel capabilities (by YE26) Line / process solutions Factory / enterprise solutions Machine solutions Investor Day 2026 \| 71 Fragmented Industry Technology Landscape Extensive Integrated Solutions Breadth and Process Expertise Creates Strong Competitive Advantage Increasing Our Differentiation Unique Offering Combining Equipment Depth with Enterprise Breadth ERP Providers Strong enterprise systems but less robust equipment integration and limited process know - how Shop - Floor Vendors Good equipment solutions but limited application knowledge to optimize lines and maintain equipment Equipment Manufacturing Peers Some applications but insufficient breadth/scale and limited software and IoT capabilities The JBT Marel Difference ▪ Greater scope and breadth of software and digital solutions ▪ Unique process expertise and application knowledge, leading to actionable insights ▪ Large installed base with a hard to replicate service network ▪ Ability to integrate with customers' existing ERP platform for greater visibility ▪ Long track record of building and delivering tailored software solutions for food processing Investor Day 2026 \| 72 Focus Areas Focus Areas and Innovation Priorities Unlocking the Next Wave of Efficiency and Optimization Meaningful Runway For Strengthening Digital Leadership and Expanding Competitive Advantage ▪ Integrate JBT & Marel platforms and functionality ▪ Grow connected service across equipment portfolio with focus on uptime & performance optimization ▪ Enhance line solutions offering with better value chain and end market coverage ▪ Strengthen cloud - based master data management and system integration ▪ Cyber security and compliance Acceleration with AI Proactive maintenance solutions Production planning & execution solutions Performance and optimization solutions AI Acceleration with AI Proactive maintenance s olutions Production planning & execution solutions Performance and optimization s olutions AI Proactive maintenance solutions Production planning & execution solutions Performance and optimization solutions AI

------

![](exhibit991-jbtmarel2026i019.jpg)

Investor Day 2026 \| 73 Focus on Customer Value Creation… Driving Deeper Customer Integration, Greater Share of Wallet, and Expanded Recurring Revenue Driving Long - Term Value with Focused Expansion Across Customer Segments G ro w Sh are o f C u sto m e r W alle t P e n e tratio n ▪ Expand offering by solving customer pain points ▪ Tailor customer acquisition approach to address customer segments with varying maturity levels ▪ Create multi - stage roadmaps with key accounts to help them optimize value …Drives Value for JBT Marel ▪ Enhanced installed base visibility ▪ Increased customer stickiness and increased recurring revenue ▪ Higher revenue pull - through on equipment, services, and parts ▪ Lower cost - to- serve Investor Day 2026 \| 74 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 production 3 Building a unique, hard - to - replicate value proposition with integrated solutions, deep process knowledge, and decades - long software expertise 4 Strengthening customer relationships by leveraging software and digital tools to improve service/aftermarket support, enabling JBT Marel to grow wallet share Matthew J. Meister Executive Vice President and Chief Financial Officer Financial Overview and Outlook Investor Day 2026 Investor Day 2026 \| 76 Key Messages 2 Unlocking revenue synergies and growing organically by leveraging cross - selling and customer value proposition 1 Executing a disciplined strategy to deliver on long - term earnings power of the business 3 Continuing to improve profitability through operational discipline, growth impacts, and synergy realization 4 Strengthening the balance sheet through robust cash generation and disciplined capital deployment 5 Driving long - term shareholder value with clear capital allocation priorities and attractive ROIC trajectory

------

![](exhibit991-jbtmarel2026i020.jpg)

Investor Day 2026 \| 77 Driving the JBT Marel Value Creation Engine Resilient markets Secular tailwinds Integrated equipment solutions Enhanced service & aftermarket Digital/software tools Recurring revenue growth Cost synergy savings Continuous improvement and RCI Volume leverage Continued margin improvement opportunities Robust free cash flow generation Disciplined capital allocation Low capex intensity at 3 – 3.5% of sales Significant value creation through cycle Financial Differentiators Full Year 2028 GoalsGrowth Drivers Profitability Enablers Investor Day 2026 \| 78 Key Market Growth Drivers Strong Revenue Opportunities in Both Segments ▪ Constant need for consumers to eat / drink drives market resiliency ▪ Rising incomes and population growth creates higher demand for protein / prepared food products ▪ Constantly evolving consumer preferences requires diverse products to meet needs ▪ Labor scarcity and high - volume operations drives further adoption of automation technology JBT Marel Value Proposition Our Unique Value Proposition Enhances Ability to Deliver Above - Market Growth JBT Marel Segments Protein Solutions Prepared Food and Beverage Solutions Market - leading capabilities in front end solutions for poultry, meat, and fish Market - leading capabilities in diversified solutions that are further down the line and more end - market agnostic Integrated equipment Food application knowledge Software and digital tools Service & aftermarket support Financial Differentiators Profitability Enablers FY 2028 Goals Growth Drivers Investor Day 2026 \| 79 Integrated Solutions Model and GTM Strategy Enabling Better than Expected Revenue Synergies Synergy Opportunities Expected to Provide ~1% Revenue CAGR Contribution (2025 – 2028E) Financial Differentiators Profitability Enablers FY 2028 Goals Growth Drivers Deliver integrated protein processing solutions with enhanced line coverage Drive higher share of wallet by offering end - to- end protein solutions Order Synergy Examples Accelerate cross - selling of broader portfolio across the installed base Unlock incremental revenue by pairing complementary equipment across processing steps Utilize combined company scale to drive growth Create a platform to drive local growth, efficiency, and service density in LATAM and APAC ~$4M Greenfield with 3 lines in Australia ~$4M Fully integrated prepared foods line in Brazil ~$3M Full further processing line in Indonesia ~$1M Portioning equipment in Brazil ~$5M Processing line for chicken nuggets in Poland ~$4M Processing line for burger patties in Denmark ~$3M Secondary processing for U.S. poultry customer Investor Day 2026 \| 80 Executing Integration Playbook and On - Track to Deliver Target Cost Synergy Savings Integration Focus and Strong Execution Against Plan is Delivering Margin Benefits Annual Run - Rate Savings Exiting 2025 Target Annual Run - Rate Savings Exiting 2027 ~$85M ~$150M Run Rate Cost Synergy Savings Financial Differentiators Profitability Enablers FY 2028 Goals Growth Drivers In Year Cost Synergy Savings ($M) 2025 2026E 2027E 2028E Total OPEX $24 ~$20 $10 - $15 ~$5 $60 - $65 COGS $19 ~$40 $20 - $25 $5 - $10 $85 - $95 Total $43 ~$60 $30 - $40 $10 - $15 ~$150 ▪ 2025 actions included initial optimization of resources, third party spend, and supplier consolidation ▪ 2026 and beyond focuses predominantly on supply chain initiatives, including value add value engineering and select footprint consolidation Note: Figures may have immaterial differences due to rounding.

------

![](exhibit991-jbtmarel2026i021.jpg)

Investor Day 2026 \| 81 Continuous Improvement Operational Excellence Drives Margin Expansion These Evergreen Initiatives Will Help to Enable Margin Improvement Beyond 2028 Targets Profitability Enablers RCI provides cadence for daily management and root problem solving across entire organization Emphasis on cost discipline and project selection JBT Marel Business System drives standard process decisions Procurement and supply chain excellence with value add / value engineering and sourcing optimization Supply Chain Initiatives Financial Differentiators Profitability Enablers FY 2028 Goals Growth Drivers ■ Continued optimization of direct and indirect spend categories ■ Accelerating harmonization of procurement decisions and spend across JBT and Marel ■ Advancing value add / value engineering projects ■ Exploring long - term footprint optimization across 50+ sites ■ Leveraging scale for structured supplier negotiation Investor Day 2026 \| 82 Robust FCF Generation Supports Growth Strong Cash Flow Model Expected to Generate Greater Than $1B in Cumulative FCF 2026E - 2028E ▪ Resilient end markets ▪ Working capital estimated to be 6 – 7% of sales given high percentage of cash advanced payment from orders ▪ Low capex intensity, which is expected to be 3 – 3.5% of sales ▪ Robust cash generation supports growth strategy and provides meaningful flexibility Cash Profile ($ in millions) 2025 Actual Adjusted EBITDA (1) $600 Interest expense $103 Cash flow from continuing operations $342 CAPEX $104 Free cash flow (1) $250 One - time cash payments Primarily transaction related costs ~$100M 2028 FCF Conversion Target 55 - 60% of Adjusted EBITDA / 10%+ of revenue FCF Profile Financial Differentiators Profitability Enablers FY 2028 Goals Growth Drivers Note: Figures may have immaterial differences due to rounding. (1) Non-GAAP measure. Please see appendix for reconciliation. Investor Day 2026 \| 83 Strong and Flexible Balance Sheet ▪ Total revolving credit facility is $1.8B with minimal borrowings ▪ Ample liquidity and expected cash flow generation provide flexibility to address convert maturity in May 2026 ▪ 2030 convertible senior note provides fixed rate, low - cost debt ▪ Strong free cash flow and EBITDA generation resulted in leverage reduction of ~1.1x since closing of Marel transaction ▪ Targeting long - term leverage range of 2.0 - 2.5x, while deploying capital towards strategic growth initiatives Transaction Close Year End 2025 Expected Year End 2026 Issued/ Drawn ($ M) (2) Effective Rate Maturity Schedule 2026 Convertible Senior Notes ~$400 Fixed at 0.25% May 2026 Revolving Credit Facility ~$38 SOFR + spread based on leverage Jan 2030 2030 Convertible Senior Notes ~$575 Fixed at 0.375% Sep 2030 Term Loan B ~$900 $700M at EURIBOR +175 bps Jan 2032 Proven Ability to Quickly De - lever Balance Sheet (1) Manageable Debt Maturity Profile (2) Financial Differentiators Financial Differentiators Profitability Enablers FY 2028 Goals Growth Drivers Just below 4.0x 2.9x ~2x Note: Figures may have immaterial differences due to rounding. (1) Chart represents net debt to trailing twelve months adjusted EBITDA as of the period presented. (2) Issued/drawn amounts are as of December 31, 2025. Investor Day 2026 \| 84 Balanced Capital Allocation Priorities with Disciplined Approach to Potential M&A De - lever to target range supported by strong FCF Financial Differentiators Strategic and disciplined M&A Organic investment to support growth and innovation Share repurchases to offset dilution of incentive compensation Disciplined M&A Strategy and Criteria Capital Allocation Priorities Financial Differentiators Profitability Enablers FY 2028 Goals Growth Drivers Maintain dividend Financial Criteria ▪ Target double - digit cash ROIC by year three for "bolt- ons " and years four / five for larger deals ▪ Target adj. EPS accretion within 1 year post - close ▪ Clear path to de - lever to target range ▪ Aligned with long - term executive compensation (ROIC and adjusted EPS performance) Strategic Criteria ▪ Market leading technology that can improve customer value proposition and be globalized ▪ Enhance full line solution capabilities, further supporting cross - selling and an enhanced service model ▪ Ability to grow aftermarket wallet share capture or businesses with high percentage of recurring revenue

------

![](exhibit991-jbtmarel2026i022.jpg)

Investor Day 2026 \| 85 Confidence in Achieving 2028 Financial Targets 5 - 7% 20% 55 – 60% / 10%+ Represents % of Adjusted EBITDA / revenue, respectively Double - digit Organic Revenue CAGR (2025A – 2028E) Adjusted EBITDA Margin (1) (2028E) Free Cash Flow Conversion (2028E) Financial Differentiators Profitability Enablers FY 2028 Goals Growth Drivers ROIC (2028E) (1) Non-GAAP measure. Please see appendix for reconciliation. Investor Day 2026 \| 86 Organic Revenue Growth Bridge 2025A Market Growth Revenue Synergies Key Initiatives 2028E Expected Consolidated Revenue Growth CAGR (2025 – 2028E) (1) FY 2028 Goals Financial Differentiators Profitability Enablers FY 2028 Goals Growth Drivers Key Revenue Growth Assumptions ▪ Recurring revenue expected to grow slightly faster than non - recurring revenue ▪ Geographically, LATAM and APAC are expected to grow faster ▪ Key initiatives driven by comprehensive value proposition 3 – 4% ~1% 1 - 2% 5 – 7% $3.8 Note: Figures may have immaterial differences due to rounding. (1) Revenue growth CAGR assumption uses a USD to EUR FX translation rate of ~1.16. Investor Day 2026 \| 87 Margin Improvement Bridge 2025A Growth Impact Synergy Savings Continuous Improvement 2028E Expected Consolidated Adjusted EBITDA Margin (1) FY 2028 Goals Financial Differentiators Profitability Enablers FY 2028 Goals Growth Drivers Key Adj. EBITDA Margin Assumptions ▪ Growth impact includes investment to support revenue growth, net tariff impacts, expected cost inflation, and pricing ▪ Expect any impact from tariffs to be neutralized 15.8% 20%50 - 75 bps 225 - 250 bps 110 – 130 bps Note: Figures may have immaterial differences due to rounding. (1) Non-GAAP measure. Please see appendix for reconciliation. Investor Day 2026 \| 88 Profitable Growth Expected in Both Segments Financial Differentiators Profitability Enablers FY 2028 Goals Growth Drivers Protein Solutions Prepared Food and Beverage Solutions 2025 Revenue 2025 Adjusted EBITDA Margin Organic Revenue CAGR Outlook (2025-2028E) Adjusted EBITDA Margin Outlook (2028E) ~$1.7B 20.1% Key Highlights for Segment Outlook ~$2.1B 17.2% ■ For 2026, strong revenue growth is expected in Protein Solutions, which is driven by solid poultry backlog ■ For 2027, revenue recovery is expected in pork and fish end markets, and poultry growth is expected to moderate ■ Diversification from Prepared Food and Beverage Solutions is expected to contribute to healthy growth from 2026 – 2028 ■ Revenue synergies are largely forecast to provide benefits for Prepared Food and Beverage Solutions from 2026 - 2028 ■ Margins in both segments are expected to benefit from revenue growth, synergy cost savings, and continuous improvement ~23% ~21%~MSD (1) growth . ~MSD (1) growth Note: Figures may have immaterial differences due to rounding. (1) MSD represents mid-single digits.

------

![](exhibit991-jbtmarel2026i023.jpg)

Investor Day 2026 \| 89 Key Takeaways 2 Unlocking revenue synergies and growing organically by leveraging cross - selling and customer value proposition 1 Executing a disciplined strategy to deliver on long - term earnings power of the business 3 Continuing to improve profitability through operational discipline, growth impacts, and synergy realization 4 Strengthening the balance sheet through robust cash generation and disciplined capital deployment 5 Driving long - term shareholder value with clear capital allocation priorities and attractive ROIC trajectory Closing Remarks Investor Day 2026 Brian A. Deck Chief Executive Officer Investor Day 2026 \| 91 Executing transformation Compelling market exposure Resilient recurring revenue Operational excellence Delivering shareholder value Differentiated value proposition Why Invest in JBT Marel Approximately half of revenue generated from predictable aftermarket parts/service with strong margins Positioned in large, resilient, and growing food and beverage markets supported by long - term trends Continuous improvement and lean initiatives underpinning margin expansion Significant opportunity for continued revenue growth, margin expansion, and robust free cash flow generation Unlocking value with clear strategic priorities and strong execution against integration/synergy plan Unmatched integrated ecosystem driving customer loyalty and growth opportunities Q&A Session Investor Day 2026

------

![](exhibit991-jbtmarel2026i024.jpg)

Investor Day 2026 \| 93 Appendix Investor Day 2026 Investor Day 2026 \| 94 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 measures prepared in accordance with U.S. GAAP. Adjusted EBITDA and Adjusted EBITDA margin: We define Adjusted EBITDA as earnings adjusted for income taxes, interest expense (income), net, other financing income, pension expense other than service cost, restructuring, M&A related costs and deprecia tion and amortization, including acquisition related depreciation and amortization. We define Adjusted EBITDA margin as Adjusted EBITD A d ivided by revenue. Adjusted income from continuing operations and Adjusted diluted earnings per share from continuing operations: We adjust earnings for restructuring expense, M&A related costs, which include integration costs, amortization of inventory step - up from business combi nations, impacts of foreign currency derivatives and trades to hedge variability of exchange rates on the cash consideration paid for bus iness combination, advisory and transaction costs for both potential and completed M&A transactions and strategy ("M&A related cost s"), acquisition related amortization and depreciation, amortization of debt issuance costs related to bridge financing for potent ial M&A transactions, non - cash pension plan related settlement costs and the related tax impact. Free cash flow: We define free cash flow as cash provided by continuing operating activities, less capital expenditures, plus proceeds from sale of fixed assets and pension contributions. For free cash flow purposes, we consider contributions to pension plans to be mo re comparable to the payment of debt, and therefore exclude these contributions from the calculation of free cash flow. ROIC: ROIC takes our tax affected EBITA divided by average invested capital. Investor Day 2026 \| 95 JBT Marel Reconciliation of Income from Continuing Operations to Adjusted EBITDA Investor Day 2026 \| 96 JBT Marel Reconciliation of Cash Provided by Operating Activities to Free Cash Flow

------