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2025 Capital Markets Day May 15, 2025
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2025 Capital Markets Day Safe HarborThis presentation contains “forward-looking statements” intended to qualify for the safe harbor from liability established by the Private Securities Litigation Reform Act of 1995. In addition, the accompanying webcast may include, and officers and representatives of ITT may from time to time make and discuss, projections, goals, assumptions, and statements that may constitute “forward-looking statements”. These forward-looking statements are not historical facts, but rather represent only a belief regarding future events based on current expectations, estimates, assumptions and projections about our business, future financial results, the industry in which we operate, and other legal, regulatory and economic developments. These forward-looking statements include, but are not limited to, future strategic plans and other statements that describe the company’s business strategy, outlook, objectives, plans, intentions or goals, and any discussion of future events and future operating or financial performance. We use words such as “anticipate,” “believe,” “continue,” “could,” “estimate,” “expect,” “future,” “guidance,” “intend,” “may,” “plan,” “potential,” “project,” “should,” “target,” “will,” “would,” and other similar expressions to identify such forward-looking statements. Forward-looking statements are uncertain, and, by their nature, many are inherently unpredictable and outside of ITT’s control, and involve known and unknown risks, uncertainties and other important factors that could cause actual results to differ materially from those expressed or implied in, or reasonably inferred from, such forward-looking statements. Where in any forward-looking statement we express an expectation or belief as to future results or events, such expectation or belief is based on current plans and expectations of our management, expressed in good faith and believed to have a reasonable basis. However, we cannot provide any assurance that the expectation or belief will occur or that anticipated results will be achieved or accomplished. More information on factors that could cause actual results or events to differ materially from those anticipated is included in the Risk Factors section of the Company's Annual Report on Form 10-K, Quarterly Reports on Form 10-Q and other documents filed from time to time with the Securities and Exchange Commission.The forward-looking statements included in this presentation speak only as of the date hereof. We undertake no obligation (and expressly disclaim any obligation) to update any forward-looking statements, whether written or oral, as a result of new information, future events or otherwise. Non-GAAP DisclosuresThis presentation and the discussion on the accompanying webcast contain certain financial measures that are not prepared under U.S. generally accepted accounting principles (GAAP). These non-GAAP financial measures supplement our GAAP disclosures and are not meant to be considered in isolation or as a substitute for the most directly comparable measures that are prepared in accordance with GAAP. These measures may not be comparable to similarly titled measures disclosed by other companies. For a reconciliation of these non-GAAP financial measures to the most directly comparable measures disclosed under GAAP, refer to the supplemental data to this presentation or investors.itt.com. All metrics presented herein reflect the retrospective application of a change in our inventory accounting method from last-in, first-out (LIFO) to first-in, first-out (FIFO), effective January 1, 2025. For further details regarding this change in accounting principle, refer to ITT’s Quarterly Report on Form 10-Q for the first quarter of 2025. Safe Harbor and Non-GAAP Disclosures 2
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2025 Capital Markets Day Agenda 1:00pm 1:05pm 1:35pm 2:05pm 2:25pm 2:55pm 3:15pm 3:35pm 4:10pm 4:35pm 4:55pm Mark Macaluso, VP, Investor Relations and Global CommunicationsWelcome and Introduction 5:00pm 2025 Capital Markets DayLuca Savi, Chief Executive Officer and President Differentiation through ExecutionHamdy Salem, Global Vice President, Goulds PumpsArt Dunn, General Manager, Global ConnectorsDavide Barbon, President, Motion Technologies and ITT Asia Pacific Q&A session #1Differentiation through InnovationLuca Martinotto, General Manager Friction TechnologiesDan Kernan, General Manger, VIDARMichael Guhde, President, Connect & Control TechnologiesQ&A session #2 Break | Technology Demonstrations Differentiation through M&ABartek Makowiecki, Chief Strategy Officer and President, Industrial ProcessSøren Kringelholt, Chief Executive Officer, SvanehøjMichael DiPoto, President, kSARIA Emmanuel Caprais, Chief Financial OfficerValue Creation Q&A session #3 Closing RemarksLuca Savi, Chief Executive Officer and PresidentTechnology Demonstrations and Social Hour Kasturi Rangan, Group Vice President, IP Specialty Products 2025 Capital Markets Day 3
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2025 Capital Markets Day What You Will Hear Today 2030 Long-term targets and capital deployment framework Differentiation Through Execution and Innovation Compounding organic value creation with M&A Long-term value creation through differentiation and scalable growth 01 02 03 04 4
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2025 Capital Markets Day 2025 Capital Markets DayLuca SaviChief Executive Officer and President 5
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2025 Capital Markets Day WhatYouWill Hear ITT01 Value Creation Journey02 Enterprise Strategy and Portfolio Evolution 04The Next Chapter and… Value Creation 03 2030 Long-Term Targets05 6
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2025 Capital Markets Day LeadingManufacturerof Critical Componentsfor HarshEnvironment Applications Businesses 37% Industrial Process 37% Motion Technologies 26% Connect & Control Technologies $3.7B Revenue End Markets 21% Auto OE 14% Energy 32% General Industrial 18% Aerospace & Defense 5% Rail 10% Auto Aftermarket 29% Aftermarket Geography 29% Europe 44% North America 27% Asia Pacific and RoW 37% Emerging Markets Organic Revenue CAGR 3-year Performance 9% Adjusted EPS CAGR13% Average ROIC15% +45% Total Shareholder Return 1 +1,600 bps vs S&P 500 All results unaudited. businesses, end markets and geography charts represent pro forma revenue and composition of pro forma revenue for 2024 to include recent acquisitions and divestitures. Emerging Markets includes Eastern Europe, Africa, Middle East, Latin America (including Mexico), Asia Pacific (excl. Japan, Australia, New Zealand), China and India. 1 . TSR for the period 12/31/2021 to 12/31/2024. Assumes dividends reinvested. 7
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2025 Capital Markets Day $1.4B Revenue General Industrial Chemical Energy Mining Industrial Process >1.6M Global Pump Installations All results unaudited. Represents pro forma revenue and composition of pro forma revenue for 2024 to include recent acquisitions and exclude recent divestitures. $1.4B Revenue Auto OE Rail Defense and Other Motion Technologies Auto Aftermarket >30% Friction OE Market Share $0.9B Revenue General Industrial Defense Energy Aerospace Connect & Control Technologies Content on Coveted Defense Platforms LeadingManufacturerof Critical Componentsfor HarshEnvironment Applications 2025 Capital Markets Day 8
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2025 Capital Markets Day Divested Legacy Asbestos Liabilities2021 Acquired Habonim2022 Long-term targets at ITT’s first Investor Day2022 TransferredUS Pension2020 +1,200 bpsvs. S&P500 +76%TSR ITTS&P 500 indexS&P MidCap 400 The ITT Journey TSR for the period 12/31/2018 to 12/31/2024. Building the Foundation 20302018 2022 2024 9
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2025 Capital Markets Day TransferredUS Pension2020 20302018 2022 Building the Foundation +1,200 bpsvs. S&P500 +76%TSR The ITT Journey 2024Organic Value Creation whilst Building M&A Muscle Announced acquisition of Svanehøj2023 Announced acquisition of kSARIA and divestiture of Wolverine2024 +2,200 bpsvs. S&P500 +80%TSR TSR for the period 12/31/2018 to 12/31/2024. Divested Legacy Asbestos Liabilities2021 Acquired Habonim2022 Long-term targets at ITT’s first Investor Day2022 ITTS&P 500 indexS&P MidCap 40010
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2025 Capital Markets Day Long term targets introduced at 2022 Investor Day, delivered over time period FY 2021 to FY 2024,excluding the impact of M&A on margin1. Reflects transition in company’s 2026 target segment operating margin (previously 20%) to adjusted operating margin made in Q4 2023. Committed Delivered 5-7%CAGR Sales Growth 9%Organic CAGRExcluding M&A(2024) ~18.5% Adjusted Operating Margin 18.7% 10%+CAGR Adjusted EPS Growth 13%CAGR 11-13% Free CashFlow Margin 12% 1 (2024) SurpassedLong-Term Targets 11 Two Years Ahead of Plan11
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2025 Capital Markets Day The Next Chapter Compounding Growth 20302018 2022 2024 TSR for the period 12/31/2018 to 12/31/2024. Divested Legacy Asbestos Liabilities2021 Acquired Habonim2022 Long-term targets at ITT’s first Investor Day2022 TransferredUS Pension2020 +1,200 bpsvs. S&P500 +76%TSR Building the Foundation Announced acquisition of Svanehøj2023 Announced acquisition of kSARIA and divestiture of Wolverine2024 +2,200 bpsvs. S&P500 +80%TSR Organic Value Creation whilst Building M&A Muscle The ITT Journey ITTS&P 500 indexS&P MidCap 40012
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Enterprise Strategy and Portfolio Evolution 13
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2025 Capital Markets Day The Next Chapter General Industrial Aero & Defense Rail Energy Auto $2.7B Revenue 2018 $3.7B Revenue Aero & Defense Rail Energy Auto General Industrial Today Enterprise Strategy and Portfolio Reshape Aero & Defense Rail Energy Auto General Industrial 2030 >$6B Revenue All results unaudited. Today represents composition of pro forma revenue for 2024 to include recent acquisitions and exclude recent divestitures. 14
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2025 Capital Markets Day 2025 Capital Markets Day The Next Chapter 2030 Portfolio Motion Technologies•Vehicle production expected to reach previous record in 2030•Global electrification continues driven by consumer demand and energy transition•Increased investments in rail modernization and high-speed infrastructure >$6BRevenue 15
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2025 Capital Markets Day 2025 Capital Markets Day The Next Chapter 2030 Portfolio Connect & Control Technologies•Increasing global defense spend•Defense modernization in U.S. driving higher, more complex technological requirements focused on data, speed and size for connectors•Increase in passenger miles flown driving recovery in aerospace >$6BRevenue 16
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2025 Capital Markets Day 2025 Capital Markets Day The Next Chapter 2030 Portfolio Industrial Process•Manufacturing reshoring and efficiency drives capital investments•Energy growth investments in Middle East and Asia, including green projects•Svanehøj strong multi-year growth driven by energy transition >$6BRevenue 17
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Organic growth and margin expansion 01 Compounding with M&A 02 The Next Chapter 18
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2025 Capital Markets Day The Next Chapter •VIDAR, revolutionary industrial motor adds $6B addressablemarket•Friction material scienceleadership driving out-performance •Higher technological require-ments in Connectors for data, speed, and miniaturization•Automated rail coupling; large European addressable TAM Differentiation through Innovation •Safety, Quality, Delivery, Cost (SQDC) framework•Pump project excellence;98% Saudi on-time performance•Rapid connector prototype development (in days) +Differentiation through Execution Outperformance Market-Leading Positions •Friction best-in-class quality and on-time delivery•>1.6M pump installations providing recurring aftermarket revenue •Connectors customizationand development speed•KONI leading positions on high-speed rail platforms + Long-Term OrganicGrowthDrivers •Growing funnel of energy transition •Transition to future fuels•Increased global defense spend and modernization•Continued Aerospace recovery •Rail infrastructure and high-speed investments Growing EndMarkets+ 19
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2025 Capital Markets Day The Next Chapter 2024 Operating Margin by Manufacturing Site underperforming sites to ITT operating margin ~400 bpswith higher performing sitescontinuous improvement >150 bps Opportunityand Further Opportunities Remain Long-Term Market Expansion Unprecedented GranularityEntrepreneurial CultureLean, Automation, Technology and Machine Learning Operating Margin 18.7%(excl. M&A) 20
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2025 Capital Markets Day The Next Chapter Building the M&A Machine Building the TeamBuilding the StrategyBuilding the Muscle = •Recruited Bartek in 2021, extensive M&A and strategy experience•Built and strengthened segment strategy teams organically•Began ITT ventures program; enhanced focus on VIDAR •Building scale in each segment•Focus M&A growth on attractive, high growth flow and connectors•Shift portfolio towards flow and connectors and reduce automotive exposure •Strong returns with Habonim, despite conflict impacts•Early signs from Svanehøj and kSARIA are encouraging•Early results confirm deal rationale 21
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CompoundingwithM&A •Expand portfolio toward higher growth, higher margin flow and connector assets•Targeted acquisitions aligned with long-term macro trends•Strategic fit and market attractiveness•Leadership in highly engineered, critical components•Strong company and management team Clear Criteria Capital Deployment•Expect to deploy $500M to $700M annually to acquisition HSD to LDD growth 30% - 40% >10% between year 3 and 5 up to 2.5x Acquisition Targets 2025 Capital Markets Day The Next Chapter 22
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Organic GrowthMargin Expansion& Compounding with M&A 23
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Organic GrowthMargin Expansion& Compounding with M&A People 24
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2025 Capital Markets Day The Next Chapter Michael GuhdeSVP, President, Connect & Control Technologies Bartek MakowieckiSVP, Chief Strategy Officer, and President, IP Combining Diverse Perspectives and Deep Expertise with Unprecedented Granularity and Execution Recently AddedIndependent ChairHigh Performance LeadershipTeam &High Performance Board of DirectorsBoard Of Directors Luca SaviCEO and President Davide BarbonSVP, President, MT and ITT Asia Pacific Emmanuel CapraisSVP, CFOLori MarinoSVP, Chief Legal OfficerEmrana SheikhSVP, CHRO Nazzic KeeneFormer CEO, SAIC Maggie ChuSVP and CHRO, Littelfuse, Inc. Kevin BerrymanFormer CFO and President, Jacobs Solutions, Inc. Christoper O’SheaCEO, Centricaplc Douglas DelGrossoFormer CEO,Adient plc Sharon SzafranskiEVP, Welding Segment,ITW Timothy PowersFormer Chairman, President and CEO, Hubbell, Inc. Donald DeFossetFormer Chairman, President and CEO, Walter Industries Leadership Team Nicola MaricelliVP, Global Supply Chain Rebecca McDonaldFormer CEO, Laurus Energy, Inc. Pro forma Board of Directors immediately following ITT Annual Shareholder Meeting on May 21, 2025.25
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2025 Capital Markets Day The Next Chapter High Performance LeadersSpeakingToday Søren KringelholtChief Executive Officer,Svanehøj Michael DiPotoPresident, kSARIA Kasturi RanganGroup VP and General Manager,Specialty Products Hamdy SalemVP and General Manager,Goulds Pumps Art DunnVP and General Manager,Global Connectors Luca MartinottoGeneral Manager,Friction Technologies Dan KernanVP and General Manager, VIDAR Diverse perspectives, deep expertise driving flawless execution~80 years of combined experience at ITT 2025 Capital Markets Day The Next Chapter 26
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2025 Capital Markets Day The Next Chapter Base Business 2030 Targets Revenue Growth >5%CAGR Adjusted EPS >$11 Free Cash Flow Margin 14-15% Compounding with M&A Revenue Growth ~10%CAGR Adjusted EPS >$12 Adjusted EBITDA Margin>25% Adjusted Operating Margin~23% 27
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Organic GrowthMargin Expansion& Compounding with M&A 28
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Organic GrowthMargin Expansion& Compounding with M&A ExecutionInnovationM&A Differentiation Through 29
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Differentiation through Execution Differentiation through Execution IP | Saudi Growth and ExecutionCCT | Connectors R&DMT | The Friction Playbook Hamdy Salem Global VP, Goulds Pumps Art Dunn General Manager, Global Connectors Davide BarbonPresident, Motion Technologies and ITT Asia Pacific 30
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Differentiation through Execution WhatExecutionMeans at ITT Putting the customer at the center of everything we doRelentless and tireless granularity focusContinuous improvement over and over One size does NOT fit all Entrepreneurial mindset and agility Developing Higher Performing Culture 01 02 03 04 05 06 31
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Differentiation through Execution Differentiation through Execution Industrial Process Saudi Hamdy SalemGlobal Vice President, Goulds Pumps Flawless pump project execution and continuous improvement culture Topic 32
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Differentiation through Execution A Global Leader in Centrifugal and Twin-Screw Pumps and Engineered Valves for Chemical, Energy, Mining and Industrial Revenue by Segment 27%Projects 12%Valves 32%Parts 18%Baseline 11%Service 73%Short cycle $1.4B Revenue Revenue by End Market 33%Energy9%Mining 36%Industrial 22%Chemical43% Aftermarket Revenue by Geography 52%North America 9%Latin America 13%Middle East / Africa 13%Europe 13%Asia Pacific All figures for the year ended Dec. 31, 2024 unless otherwise stated. All results are unaudited. ANSI: American National Standards InstituteSQDC: Safety, Quality, Delivery, Cost Long-term Value Creation Order Growth CAGRIncrease in Backlog21%+16%2xAdjusted operating margin2021 – 20242021 – 2024 •Focus on the fundamentals through SQDC•Flawless project execution and best in class service•Leader in ANSI centrifugal pump business in North America•Large installed base (>1.6M global pump installations)•Unique multiphase pump technology Industrial Process Overview 33
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Differentiation through Execution 2021202220232024Short-CycleProjects $1,227$1,485$1,102$941 $843$971$1.130$1.361 2021202220232024 +16%CAGR $133 $185 $252 $286 15,7%19,1%22.3% 7%9%11%13%15%17%19%21%23% 100 150 200 250 300 350 2021202220232024OI ($M)OI Margin Orders ($M) •Unwavering dedication and commitment to customers from start to finish•Cost control via scope management and change management•Superior execution and project management•Consistently delivering quality products on time and within budget Revenue ($M)Operating Income and Margin ($M) +17%CAGR 21.0% +140 bps y/yExcl. M&A Industrial Process Financial Performance 34
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Differentiation through Execution Best-in-Class Execution People•Talented team, driven by hunger and meritocracy•Empowered, solutions-oriented •Continuous training and development Customer Centricity•Customer-first mindset•Engineering trust through early engagement and tailored solutions•Results driven, fulfilling commitments Tools & Processes•Driving efficiency through LEAN, GEMBA walks and project ~management tools Localization•Able to better control costs and materials•Reinforces Saudi’s goal of more in-Kingdom activities•Regional reputation as premium supplier Safety, Quality, Delivery, Cost •Safety-first, employee-driven•Unmatched QA/QC, built into every step•Pride in ITT-branded projects ITTSaudi QA/QC: Quality Assurance and Quality Control; LEAN: Manufacturing system to eliminate waste, maximize productivity; GEMBA: Concept in lean manufacturing to identify and eliminate waste 35
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Differentiation through Execution 650+Days Without A Safety Incident Through May 2025 Safety 0.08%COPQ / Revenue 2024 20% improvement since 2019 Quality 96%On-time Delivery Since 2019 Delivery 91%Order Win Rate 2024 Growth ITT SaudiPerformance COPQ: Cost of poor quality 36
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Differentiation through Execution $19 $75 $160 2017202220242030 >$300 Achieving outstanding profitable growth through execution and a customer-centric approachand the investment continues Investing in the Future Orders ($M) Shop Floor Expansion Phase 1 CompleteNew testing facility 202320252027Phase 2New product expansionPhase 3Further localization 37
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Differentiation through Execution Differentiation through Execution Connectors R&D Art DunnGeneral Manager, Global Connectors Customization and rapid prototyping of mission critical connectors Topic 38
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Differentiation through Execution Leader in Critical Applications for Aerospace, Defense and Industrial Markets Revenue by SegmentRevenue by End MarketRevenue by Geography 31%Control Technologies 69%Connectors $0.9B Revenue ~70%Aero and Defense 22%Aerospace 7%Energy 70%North America 5%RoW10%Asia Pacific15%Europe 45%Defense 26%General Industrial Represents composition of pro forma revenue for 2024 to include recent kSARIA acquisition. All results unaudited.A&D: Aerospace & Defense •High performance products and tailored solutions for critical aero, defense and industrial applications•Strong brands in attractive, growing end markets•Effective late-stage customization and responsiveness•R&D investments and innovation driving growthAddressable A&D Connector MarketOrganic Orders Growth CAGR +11%>$4B+9%Organic Revenue Growth CAGR2021 – 2024 2021 – 2024 Long-Term Value Creation Connect & Control TechnologiesOverview 39
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Differentiation through Execution Delivering a combination of MKJ, HDX and Nemesis connectors for a complete soldier worn interconnect solution Tactical Communication Hub Execution with Agility and Speed USB-C Pogo-Pad Connector 0.5 Inch 02 03 04US Army tactical comms hub failed due to interconnect issue in harsh conditions. Issue resolved with ITT's custom solution in48 hours Delivered proprietary ruggedized break-away miniature connector Rapid approval resulted in $10M annual revenue over program life 01 A complete soldier worn interconnect solution 40
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Differentiation through Execution Connectors Rapid Engineering Cycle Early engagement and product launchesdraws customers into partnership with ITT•34% growth in new product orders in 2025 ITT consolidates and commercializes its intellectual property and delivers new product launches with broad market appeal•53 New Projects in last 2 years Customer EngagementNew Product Introduction CustomizationCustomers challenge ITT to resolve their difficult interconnect engineering challenges•Industry leading response times •Concept to Prototype in 2 weeks ITT develops new technologies to address application-specific challenges with speed•State of the art laboratory co-located with development team enables agility and speed New Technology Development 41
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Differentiation through Execution Differentiation through Execution Motion Technologies Playbook Davide BarbonPresident, Motion Technologies and ITT Asia Pacific Excellence in product and process drives sustained outperformance Topic 42
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Differentiation through Execution Global Leader in Brake Pads and Shock Absorbers for Transportation Revenue by End MarketRevenue by GeographyFriction OEM Sales by Powertrain 31% Aftermarket$1.4B Revenue57%AutomotiveOE 13%Rail 4%Other56%Europe 26%Asia 17%North America 1%RoW 68%ICE 18%Hybrid 14%Electric Vehicles 26%AutomotiveAftermarket OE: Original Equipment; Represents composition of pro forma revenue for 2024 to exclude recent Wolverine divestiture. All results unaudited. •Unmatched quality and on-time delivery•Highly automated world-class production process•Flawless industrialization through R&D and manufacturing•Cost advantage through concentrated footprint•Leadership in R&D and material science Friction OE Outperformance ~4,500 bps+6% cumulative since 2017 >20%Adj. Operating Margin 2025E Organic Revenue CAGR2021 - 2024 >30%Friction OE Global Market Share Long-term Value Creation Motion TechnologiesOverview 43
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Differentiation through Execution Friction Technologies OE: Original Equipment; PPB: (Defective) Parts Per Billion Unprecedented Continuous Improvement 30% YoY Improvement In Quality Defects (PPB) Premier Customer Experience100% Flawless Launches~99% OE On-time Delivery Material Science LeadershipPatents And Trade Secrets Superior Manufacturing & AutomationONE Technology, ONE Process, ONE System R&D (Product + Process)Integrated and One Industrialization Process Cost AdvantageIn Region for Region Concentrated Manufacturing Footprint SpeedFrom Development to Flawless Launches: The Fastest Service LeadershipEntrepreneurial MindsetHumility + Hunger High Performing Culture 44
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Differentiation through Execution Operational Excellence: Journey Continues PPB: (Defective) Parts Per Billion; PPM: (Defective) Parts Per Million From defective PPM (industry standard) to defective PPB⁓80% reduction in 7 years Quality - PPB 20171,93620243982025 Target200Increased products portfolio with increased market complexity 100% flawless product launches Flawless Product Launches 201790720241,1332025 Target+1,200 Lead time down by ⁓70% Prototypes Leadtime 201710.9days 20243days 2025 Target55hours Acceleration in automation with Termoli High Performance as a pilot fornext-gen manufacturing # Robots vs Direct Blue Collars 20170.620240.72025 Target0.8 45
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Differentiation through Execution 20172018201920202021202220232024202520262027 +39% -6% +4,500 bpsoutperformance3 Friction Outperformance OE: Original Equipment; 1. Represents Friction OE volumes; 2. Source: S&P Global Light Production estimates; 3. Growth rates represent cumulative growth since 2017 ITT OEM Volumes1 Vehicles Production2 46
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Differentiation through Execution DifferentiationthroughExecutionTakeaways Putting the customer at the center of everything we doRelentless and tireless granularity focusContinuous improvement over and over One size does NOT fit all Entrepreneurial mindset and agility Developing Higher Performing Culture 01 02 03 04 05 06 47
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Differentiation through Innovation Differentiation through Innovation 2025 Capital Markets Day 48
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Differentiation through Innovation High Performance & Geo-Pad Differentiation through Innovation VIDAR Luca MartinottoGeneral Manager, Friction Technologies Dan Kernan General Manager, VIDAR Defense ConnectorsMichael GuhdeSenior Vice President & President CCT 49
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Differentiation through Innovation WhatInnovationMeans at ITT Proactively turning customer challenges into share gainsProduct and process together Innovation engine driving game-changing technologiesCritical components for safety, efficiency and connectivity 01 02 03 04 50
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Differentiation through Innovation Differentiation through Innovation Friction Technologies Luca MartinottoGeneral Manager, Friction Technologies Process Innovation: High Performance Topic 01 Material science:Game Changing Geo-Pad Topic 02 51
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Differentiation through Innovation ProcessInnovationHigh Performance Segment Differentiation through Innovation 52
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Differentiation through Innovation Unique one-piece flow for low volume / high mix production AGV: Automated Guided Vehicles Enabling TechnologiesManufacturing robot operating at our High Performance facility in ItalyAGVs operating at our High Performance facility in Italy •AGV based plant logistics•Quick changeover setups•Production auto-scheduling•Human-free quality control•Big data manufacturing•Forklift-free plant Enhanced plant efficiencyImproved safety and quality Higher machine utilization and lower CapExUnprecedented level of automation Process Innovation 53
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Differentiation through Innovation •12M Brake Pads•Low volume / high mix production•Growing and profitable market segment•Recognized ITT product and service Total Addressable Market 2030 ⁓30%Target market share 2023 0%Market share 2025 ⁓5%Market share High Performance •15 months from first stone laid to first pad produced•Production began Q1 2025•Continued flawless OEM launches Execution 54
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Differentiation through Innovation Differentiation through Innovation Friction Technologies Material science:Game Changing Geo-Pad Topic 55
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Differentiation through Innovation •Friction set to introduce first ever inorganic green binders•Geopolymers at the core of the formulation•Geo-Pad will provide superior performance and reduce environmental impact Material Science Breakthrough in Material Science: Geo-Pad •Unique product performances ⁓50% of proprietary component ⁓30% less raw materials•No ovens in production•Streamlined process and supply base•Supports green transition & CO₂ cuts Geo-Pad vs. “status quo” 56
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Differentiation through Innovation Breakthrough in Material Science: Geo-Pad •Completed full product validation and assessment•Installed initial manufacturing line•Full patent coverage ITT Execution •China aftermarket pilot project in the field for 2 years•First 2 OEMs approached in Europe•First pilot with OE applications by end of 2025 Launch Strategy Product and Process Together… for Cutting-Edge Innovation57
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Differentiation through Innovation Differentiation through InnovationDan KernanGeneral Manager, VIDAR Game changing motor for industrial applications Topic 58
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Differentiation through Innovation Industrial Flow ControlCurrent State Industrial pumps and fans installed globally +10M$300B Annual electricity spend on industrial pumps and fans $30B to $60B in Wasted Energy 59
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Differentiation through Innovation 85% 100+ year-old technologyMechanical controls restrict the flow 30-70% wasted energy Reduces equipment lifespan Operate with fixed speed motors15%Operate with external variable speed drives Varies speed to control flow 30-70% reduction in energy Large and costlyRequires space and clean room New industrial motor with embedded variable speed 30-70% reduction in energy 30-50% reduction in total installed cost vs VSD One-to-one replacement of existing motorsDesigned for harsh environments, no clean room OR VS. VSD: Variable Speed Drive A Game Changer 60
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Differentiation through Innovation “After one year of the motor being in service, we have had vast improvement in process control as well as energy savings that has nearly paid off the entire cost of the motor … we are all firm believers in this new product. We’ve already purchased another.” Andrew TempleLead Electric Engineer, Grain Processing Corporation Grain Processing Corporation Cedar Rapids, IA Based on 8,000 hr annualized run-time $0.079 / kWhr based EIA 2024 Industrial USA Energy Costs 0.709 tons CO2e per MWhr based on EPS Greenhouse Gas Equivalencies Calculator. Example Annual Returns (based on case study) Energy savings52%Financial savings~ 20,000$ Noise reduction23dB CO2e reduction159tons Payback period1-2year Clear Value Proposition 61
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Differentiation through Innovation Where VIDAR plays All Key Markets and Applications Oil & GasMunicipal WaterFood & BeverageGeneral IndustryPulp & PaperChemical 62
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Differentiation through Innovation VIDAROpportunity •Game Changing Technology•Only industrial motor with embedded variable speed drive•New Growth Vector for ITT Addressable MarketProjected Revenues [$M] North America25% Latin America6% Europe, Middle East, Africa33% Asia Pacific36% $6B ~$150M Today2030 Long Term0 >$600M First salesJuly 2025Expected business by 2030 ~$150MLong term target market share Accretive gross margins >10% 63
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Differentiation through Innovation Differentiation through Innovation Defense Connectors Michael GuhdeSenior Vice President& President CCT Agility, customization and speed meet strict customer needs Topic 64
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Differentiation through Innovation The Connectors Opportunity Military radar and small form factor for soldier worn that require 10+ Gbps Aircraft electrification, eVTOL, and battery systems rely on rapid transmission up to 1500 volt at 400 amp For space-constrained applications, ITT delivers 50% smaller and lighter solutions than legacy systems For space and propulsion system / engine applications ITT achieves up to 600°C Speed Power Density Temperature eVTOL: Electric Vehicle Take-off and Landing 65
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Differentiation through Innovation European Defense Prime Customization Combined with Rapid Prototyping European Defense Prime looking to reduce a communication device to1/3 the size of the original designITT was first to engage with the customer, presented concept within one week and prototype within 6 months, outpacing competitionSuccessfully delivered innovative solution that met the customer’s needs – C5 Warrior Size and weight constraint High density connectivity Rugged and reliable Reducing the size and weight of the communication device by 1/3 Handling a high number of connections within a limited footprint 6 to 31 pins Harsh environment high-speed data transmission (10 Gbps) and power delivery (100 Watts) C5 Warrior 66
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Differentiation through Innovation Innovation and Speed Small Form Factor Solution, delivering 3-6 times higher density $15M 20252030 C5 Warrior Revenue Forecast 11 months from custom solution to new product introduction, in comparison to typical product development timeline of 2 years 6 pins 31 pins 2/3 of a pennySame Diameter 5x Density Small Form Technology C5 WarriorMKJ Warrior Series $ -M 67
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Differentiation through Innovation Cu-Light series: Copper to Fiber Conversion New Product Growth Total North America new product orders growing at 25% CAGR 2023-2025E Innovation as Growth Engine Platform innovations delivering a growing proportion of ITT’s connector orders Hi-speed connector enables seamless transition from fiber optic to electrical within the connectorBreakthrough design replaces bulky, power-hungry solutions with improved thermal performanceEnhanced EMI protection, lighter weight, smaller footprint and greater field serviceability2023 16% 84% 2025E New Product Legacy $383$304 87% 13% +12%CAGR Orders ($M) and % Contribution to Growth EMI: Electromagnetic Interference 68
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Differentiation through Innovation DifferentiationthroughInnovationTakeaways Proactively turning customer challenges into share gainsProduct and process together Innovation engine driving game-changing technologiesCritical components for safety, efficiency and connectivity 01 02 03 04 69
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Differentiation through M&A Differentiation through M&A Bartek MakowieckiSenior Vice President, Chief Strategy Officer and President, Industrial Process M&A FrameworkTopic 70
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Differentiation through M&A ITT’s M&A FrameworkSvanehøj Case StudykSARIA Case Study Bartek MakowieckiSenior Vice President, Chief Strategy Officer and President, IPSøren KringelholtChief Executive Officer, Svanehøj Michael DiPotoPresident, kSARIA Differentiation through M&A Habonim Case StudyKasturi RanganGroup Vice President, Specialty Products 71
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Differentiation through M&A GeneralIndustrial Aero &Defense Rail Energy Auto $2.7BRevenue 2018 $3.7BRevenue Aero &Defense Rail Energy Auto GeneralIndustrial Today Aero &Defense Rail Energy Auto GeneralIndustrial 2030 >$6BRevenue All results unaudited. Today represents composition of pro forma revenue for 2024 to include recent acquisitions and divestitures. Portfolio ShiftFuture ITT portfolio and markets 72
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Differentiation through M&A Strategic Fit Alignment with ITTs portfolio and BU level strategy Attractive End Markets Exposure to strong secular trends with attractive industry dynamics (e.g. energy transition, defense, commercial aero) Leading Brands #1 or #2 market leadership position supported by longstanding recognized brands Strong Management Teams Experienced, driven executive teams who embody operational rigor and sense of entrepreneurship Financial CriteriaStrategic Criteria Revenue HSD to LDD growth profile over next 5 years Gross Margin 30% - 40% Returns ROIC >10% by year 3 - 5 IRR ~15% Value Creation Strong margin expansion potential, including potential synergies with legacy ITT business ITT’s M&A Framework Rigor in Selection and Execution 73
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Differentiation through M&A Rigor in Selection Strategic Fit Where to PlayHow to winCore ConnectorsHigh SpeedHigh Power High TempComponentsCable Assembly AerospaceDefense Differentiation through M&A Strong Fit 74
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Differentiation through M&A Rigor in Selection Attractive End MarketIncreasing Green Fuel Penetration in Marine Fleet 8% 90% 13% 2024 2030 2050 LNGLPGMethanolAmmoniaHydrogenBattery 2% Long term mega trends•Energy transition•Fleet conversion•Future fuels (LNG, ammonia, hydrogen) Fuel PumpCoverage 75
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Differentiation through M&A Rigor in Selection Market Leading Brands LPG / ammonia cargo pumps LPG fuel pumps •Leading position in alternative fuels•High quality product, strong delivery track record and established relationships with gas contractors•Differentiated product portfolio to meet growing demand•Strong management team #1 #1 LNG cargo pumpsLNG LP fuel pumps #2 #2 76
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Differentiation through M&A •Early and frequent senior management and Board engagement•Proactive relationship cultivation with potential targets and advisors•Ability to move with speed •Credibility: keeping our promises•Providing a good home for the acquired business and team Differentiation through M&A Buyer of Choice Rigor in Execution In the deal 77
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Differentiation through M&A Rigor in Execution In Integration Day 1 •Leverage strong management team•Accelerate business momentum•Retain 100% of customers and key employees •Execute integration playbook•Provide dedicated resources•Align the integration approach with the value creation hypothesis and complete critical integration items quickly Fuel the Base BusinessDrive Value Through Integration Day 1 Systematic Approach78
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Differentiation through M&A Acquisition Multiple (2021)~11X ROIC (2024)11%Sales CAGR +6%EBITDA Margin 26% Rigor in Execution Discipline, Financial Performance and Value Creation Financial PerformancePrice Discipline Returns 79
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Differentiation through M&A Søren Kringelholt Chief Executive Officer, Svanehøj Core competencies in attractive cryogenic marine pump market Topic Differentiation through M&A 80
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Differentiation through M&A Svanehøj | Leading Cryogenic Offering Large Installed Base Complemented with Robust Aftermarket and Service Capabilities Deep Well Fuel PumpsSubmergedFuel PumpsDeep Well Cargo Gas PumpsDeep Well Cargo Offloading Pumps Land Cargo Pumps (Ammonia & LNG Pumps) Land terminals 81
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Differentiation through M&A Mission-Critical SolutionsTrusted to Deliver Handles all types of liquefied gas at all temperatures – including CO2 More than 1,000 fuel pumps currently in operationMore than 14,500 large cargo gas pumps deliveredMarket leader in Ammonia, LNG, LPG and CO2 82
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Differentiation through M&A Core Competencies in Advanced Cryogenic Technology •Market leading provider in LNG / LPG cargo and fuel pump solutions•Proven expertise to handle ammonia, CO2, and other cryogenic liquefied gasses •Critical partner in the energy transition Handling Liquid Gas•Highly reliable, customized pump solutions•Proven track record of liquefied gas pumps•State of the art R&D and innovation capabilities High Quality Solutions 83
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Differentiation through M&A Svanehøj Leading manufacturer of future-proof marine gas pumps Revenue by Product 29%Other marine pump solutions 18%Deepwell cargo gas solutions 15%Service solutions – other marine 23%Service solutions – gas 5%Tank controlsystems 10% Fuel gas solutions Revenue by Channel 37%Aftermarket 63%OE Backlog Growth Represented composition of 2024 revenue. All results unaudited. Key Project wins $156MRevenue Carbon capture and storage in NorwayExpanding to 5M tons annuallyDanish North Sea storage projectAims to store 8M tons of captured CO2 Höegh AutolinersMulti fuel vessel for vehicles 202320242025E +34%CAGR 84
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Differentiation through M&A •Book-to-bill of 1.3 (2024) and 2.0 in Q1 2025 … strong momentum continues•Secured all cargo pump contracts for the vessels that will transport the CO₂ on northern lights carbon capture and storage system•Secured contract to supply fuel pumps for the world’s first ammonia-powered commercial vessels•Höegh Autoliners’ Aurora class car carriers equipped with advanced multi-fuel system, designed to support the company’s ambitious goal of net zero emissions by 2040 Differentiation through M&A Strong Future Growth85
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Differentiation through M&A ITT: A Perfect Fit Shared engineering focus – developing highly criticalengineered components Access to ITT’s global expertise Strong investment in R&D Enhancing the existing strategic growth planAccelerate planPlatform for growth with M&A Focus on value creation and only must have integrationStrengthening our DNA within a strong, supportive communityDecentralized and local approach – decisions are made at the core of the market and customer needs Perfect Cultural FitShared Roadmap to Profitable GrowthStrengthening the Svanehøj Identity Differentiation through M&A 86
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Differentiation through M&A Energy Transition Driving Growth LNG is the transition fuel to net-zero fuels•LNG fuel systems can be used with bio or E-LNG without technical changes•LNG infrastructure exists, with 1,000 LNG fueled vessels existing and growing fast Ammonia is expected to be the no.1 net-zero fuel in marine•Burning ammonia emits zero CO2, and is relatively easy to handle as a fuel, compared to alternatives•Fossil infrastructure exists and can be converted/expanded to green ammonia Fleet Development, Average Year, million gross tonnageClarksons research 90% of the total fleet is using green fuels2050 200820102012201420162018202020222024202620282030203220342036203820402042204420462048205002505007501,0001,2501,5001,7502,0002,250 LNG fueled fleetHydrogen fueled fleetOil fueled fleetAmmonia fueled fleetMethanol fueled fleetLPG fueled fleetNuclear fueled fleet 8% of the total fleet can operate on green fuels2024 87
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Differentiation through M&A Michael DiPotoPresident, kSARIA Leading mission-critical, highly-engineered interconnect solutions in defense Topic Differentiation through M&A 88
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Differentiation through M&A kSARIA Overview A leading provider of harsh environment interconnect solutions for aerospace and defense Key Customers Revenue by Products 9%Services Revenue by End MarketRevenue by Source Status 91%Fiber & Electrical ~$200MRevenue 85%Defense 100%North America 39%Sole Source 31%Multi-Source/Competitive 30%PrimarySource 25%Communications 3%Space 13%Naval 23%Air 17%LandVehicles 19%DefenseOther Represented composition of 2024 revenue. All results unaudited. 89
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Differentiation through M&A Strong complement to ITT interconnect solutions for Aerospace and Defense marketHighly engineered products that address growing North American defense market Long standing relationship with blue chip defense primes and commercial aerospace leaders Serving 200+ marquee Aerospace and Defense programs ~70% of revenue from sole or primary source programs Five year visibility to revenue growth Strategic Fit in a Growth MarketCustomer IntimacyStrong Source Status on Key Programs Differentiation through M&A Strong Favorable Growth90
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Differentiation through M&A 2% 6% ~HSD DoD Defense Budget DoD Defense Electronics Budget kSARIA Long-Term Growth Revenue by End Market Key Platforms Defense budget growth over the period 2023 to 2026E 1. North American defense electronics market inclusive of EO / IR, tactical communications, EW and radar systems Why kSARIA Aligned to highly coveted defense modernization programs F-35 787 Dreamliner Virginia and Columbia Class Submarines Tactical Radios Digital Modernization Driving Outsized Growth1 85% Defense 25% Communications 3% Space 13% Naval 23% Air 17% Land Vehicles 19% Defense Other Macro Megatrends • Higher data density and bandwidth requirements • Centralized computer systems require increased load in condensed spaces • Harsh environment, highly reliable battlefield electronics 91
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Differentiation through M&A How We Came to Join ITT Proven Operational Stability while advancing integration ($M) organic growth CAGR 2021 to 2024 14% 2021 2022 2023 2024 2025E $128 $147 $175 $192 Early and proactive engagement by ITT Started as customer/ supplier relationship ITT Leadership commitment “CEO and CFO’s visit prior to process kick-off left strong impression of ITT’s commitment which went a long way with the kSARIA leadership team” Mutual Win-Win Strong complementary capabilities with expanded value chain to win incremental platform and drive share gain in aerospace and defense HSD 92
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Differentiation through M&A Kasturi RanganGroup Vice President, Specialty Products Differentiation through M&A 93
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Differentiation through M&A Habonim Overview Specialty Valve Solutions for Harsh Environments Represented composition of 2024 revenue. All results unaudited. Revenue by GeographyRevenue by End MarketRevenue by Application 48%North America 14%Asia 13%RoW 25%Europe 33%Industrial 15%Chemical 25%LNG 20% Other 7%Hydrogen 37%Industrial 10%Actuation 29%Cryogenic 9%Other 32%EnergyTransfer$56MRevenue 5%Ultra High Pressure Valves 10%High Pressure Valves 53%Specialty Valves 94
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Differentiation through M&A Exposure to Growing Markets • LNG & Hydrogen • Global geographic exposure Specialty Valves • Highly Engineered for Cryogenic and High pressure applications • Market reputation of finding the right solution for the customer Innovative Products and Scalable Platform • Product differentiation with Total HermetiX™ • Product standardization Strategic Fit Bi-Directional Cryogenic Floating Ball Valve Team • High performing • Deep engineering expertise • Entrepreneurial mindset 95
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Differentiation through M&A •Storage, Transportation, Re-fueling, Marine applications•Operating conditions: Cryogenic; High Pressure, Safety devices LNG Value Chain Hydrogen Value Chain •Transportation, Refueling and Electrolysis•Operating conditions: Cryogenic; Ultra High Pressure Attractive Markets “Small” LNG Ultra High Pressure and Liquefied H2 ProductionPlantStorageLogisticsRegasificationDistribution ProductionStorage & DistributionUtilization 96
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Differentiation through M&A What we Have Done Sales Growth LNG +70%Focusedproduct development forLNG andHydrogenApplications•Expanded product offeringsto cover largerscope of applications•Expanded product certificationsto createdifferentiationandseparationfromcompetitors•Expanded testingcapabilities 2022-2024 Sales Growth Hydrogen +244% LNG and H2 of total revenue32% Value Creation 97
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Differentiation through M&A Differentiation through M&A 5 acquisitions completed since 2021>$1B of capital deployedPortfolio shift under wayAll acquisitions growing well (2025 growth: >10% kSARIA, >20% Svanehøj, ~HSD Habonim, >10% Micro-Mode)Rigorous and repeatable M&A framework in placeRobust and growing pipeline of new opportunities, many proprietary Compounding Growth through M&A … the Second Pillar of Value Creation for ITT 98
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2025 Capital Markets Day Value Creation Value CreationEmmanuel CapraisChief Financial Officer 99
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2025 Capital Markets Day Value Creation 01 Proven track record of organic value creation 02 Delivered long-term targets ahead of plan03 Compounding organic growth and earnings with M&A 04 Shifting portfolio to high growth, high margin businesses05 2030 targets highlight ITT's differentiation 100
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2025 Capital Markets Day Value Creation LOOK BACK AT 2022 TARGETS 101 2025 Capital Markets Day Value Creation A look back at ITT’s performance 101
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2025 Capital Markets Day Value Creation +9% Organic CAGR+170 bpsMargin Expansion+44% Growth 12%Margin $3.631M 20212024 $645M 20212024 $5,88 0 1 2 3 4 5 6 20212024 $439M 20212024 0 50 10 0 15 0 20 0 25 0 30 0 35 0 40 0 45 0 +45%+31% +46% RevenueAdjusted Operating Income and MarginAdjusted EPSAdjusted Free Cash Flow 1 Historical PerformanceOutstanding value creation delivered since 2021 20212024 20212024 20212024 20212024 1. 2021 free cash flow adjusted for $398M asbestos divestiture payment.102
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2025 Capital Markets Day Value Creation103 Long term targets introduced at 2022 Investor Day, delivered over time period FY 2021 to FY 2024,excluding the impact of M&A on margin1. Reflects transition in company’s 2026 target segment operating margin (previously 20%) to adjusted operating margin made in Q4 2023. Committed Delivered 5-7%CAGR Sales Growth 9%Organic CAGRExcluding M&A(2024) ~18.5% Adjusted Operating Margin 18.7% 10%+CAGR Adjusted EPS Growth 13%CAGR 11-13% Free CashFlow Margin 12% 1 (2024) SurpassedLong-Term Targets Two Years Ahead of Plan103
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2025 Capital Markets Day Value Creation Long term targets introduced at 2022 Investor Day, delivered over time period FY 2021 to FY 2024. 2024 9%6%12%11% Previous targets 5-7%6-7%5-7%9-11% Motion Technologies Industrial Process Connect & Control Technologies Delivered our Revenue GrowthOrganic growth CAGR 104
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2025 Capital Markets Day Value Creation 1 Motion Technologies Industrial Process Connect & Control Technologies 1. Reflects transition in company’s 2026 target segment operating margin (previously 20%) to adjusted operating margin made in Q4 2023.2.Adjusted operating margin and each segment margin excludes the impact of M&A on margin. Previous targets ~18.5% 20%20%22% Delivered ITT’s Margin TargetEach business on track to deliver by 2026 2 202418.7%18.6%23.7%19.0% 2025E ~20% 20%24%21% 105
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2025 Capital Markets Day Value Creation 2030 Financial Targets 106
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2025 Capital Markets Day Value Creation Represents composition of revenue for 2024; graphs are pro forma for the portfolio changes in 2024 from M&A. All results unaudited. Growth Drivers by End MarketExpectto outperform in most markets General Industrial •Pump aftermarket share gains driven bylarge installed base and improving service•Better distribution coverage and management •Differentiated project management to support infrastructure investments Aerospace & Defense •Boeing recoversto pre-pandemic production levels•US defense replenishment and European defense budget ramps•Aftermarket and OE price capture Energy •Liquefied gases power fuel transition•Ammonia, hydrogen fuel emergence in addition to conventional energy growth•Decarbonization pump project growth primarily outside of the US Automotive •Continued outperformance vs. market•88M vehicle productiontoday to 95M by 2030•Continued China market expansion, EV penetration Rail •Worldwide public transportation infrastructure investments•Continued high speed rail growth and share gains 107
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2025 Capital Markets Day Value Creation Driving to >5% Organic Revenue Growth for ITT 2030 Targets from FY 2024, organic long-term targets exclude the impact of future M&A and VIDAR upside potential. Connect & Control Technologies Outperformingthe Market 0 500 10 0 0 15 0 0 200 0 250 0 202220242030 Target 7 - 9% Motion Technologies 0 500 10 0 0 15 0 0 200 0 250 0 202220242030 Target 2 - 4% Industrial Process 0 500 10 0 0 15 0 0 200 0 250 0 202220242030 Target 5 - 7% 108
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2025 Capital Markets Day Value Creation 17,9%18,3% 10 , 0 0 % 12 , 0 0 % 14 , 0 0 % 16 , 0 0 % 18 , 0 0 % 20, 00 % 22, 00% 24, 00 % 26, 00% 0 10 0 200 300 40 0 500 60 0 202220242030 Target ~25% 2030 Targets from FY 2024, organic long-term targets exclude the impact of future M&A and VIDAR upside potential. Bars represent adjusted operating income. Driving Adjusted Operating Margin to ~23%Targets bybusiness Connect & Control Technologies 15,7%18,6% 10 , 0 0 % 12 , 0 0 % 14 , 0 0 % 16 , 0 0 % 18 , 0 0 % 20, 00 % 22, 00% 24, 00 % 26, 00% 0 10 0 200 300 40 0 500 60 0 202220242030 Target ~23% 19,1%21,0% 10 , 0 0 % 12 , 0 0 % 14 , 0 0 % 16 , 0 0 % 18 , 0 0 % 20, 00 % 22, 00% 24, 00 % 26, 00% 0 10 0 200 300 40 0 500 60 0 202220242030 Target ~25%Motion TechnologiesIndustrial Process 109
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2025 Capital Markets Day Value Creation All results unaudited. M&A Contribution Compounding with M&A Capital Deployment Acquisition Characteristics Performance Expected Returns +$0.75 - $1.00of EPS M&A Contribution +400 – 500 bps revenue growth 110
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2025 Capital Markets Day Value Creation FY 2024 to 2030 organic long term target CAGRs shown excluding the impact of M&A. >5% Annual Average Organic Growth Target +400 – 500 bps M&A Contribution ~10% Total Annual Average Growth Target Compounding Revenue Growth Through M&A 111
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2025 Capital Markets Day Value Creation . 20242025E 2030 OrganicTargetM&A2030 Total Target >$11 >$12 $0.75 -$1.00 Acquisition-related intangible asset amortization What we expect•Acquisitions have high-teens EBITDA margins, improving 50-100 bps per year•Acquisitions funded with cash on hand and debt; excess cash used to pay down >$500M in debt•3.5% reduction in share count•Effective tax rate of 21.5% $5.88~$6.30 >1.85x >$11 EPS by 2030 Compounded by M&A 112
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2025 Capital Markets Day Value Creation . SQDC framework supports outgrowth and high incrementals… … and lower inventory turns and improved AR collections $174$439$475 2022 2024 2025E 2030 Target 0, 00 10 0 , 0 0 200 , 0 0 300 , 0 0 40 0, 0 0 500 , 0 0 60 0, 0 0 700 , 00 80 0, 0 0 14-15%margin 1 Operational excellence drives high-quality earnings growth and optimized working capital Free Cash Flow in $ Millions.1. Midpoint of 2025 guidance. Capital Expenditures to support growth and generate productivity Free Cash Flow Acceleration 113
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2025 Capital Markets Day Value Creation M&A CapEx Dividends Repurchases $5B+capacity M&AExpect to deploy $600Mto flow and connectors annuallyDividendsMaintaining a 1% yieldShare RepurchasesComplement M&A for efficient capital deploymentOrganic InvestmentsAverage 7% of revenue M&A Repurchases CapEx Dividends $2.2Bdeployed CapEx Dividends M&A $1.2BdeployedAsbestos DivestitureRepurchases 2019-2021 2022-2024 2025-2030Capital Allocation 114
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2025 Capital Markets Day Value Creation Base Business Revenue Growth >5%CAGR Adjusted EPS >$11 Free Cash Flow Margin 14-15% Compounding with M&A Revenue Growth ~10%CAGR Adjusted EPS >$12 Adjusted EBITDA Margin>25% Adjusted Operating Margin~23% 2030 Targets 115
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2025 Capital Markets Day Value Creation Now Surpassed ITT's long-term targets two years ahead of plan Continued organic value creation runway Paved the way for compounding with M&A The Next Chapter Shifting portfolio to high growth, high margin businesses Execution and innovation power earnings growth Compounding value creation through M&A Accelerating cash flow performance Key Takeaways 116
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2025 Capital Markets Day Appendix Appendix 2025 Capital Markets Day 117
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2025 Capital Markets Day Appendix Luca SaviChief Executive Officer and PresidentSince 2011 Luca Savi previously served as ITT's president and chief operating officer. He joined ITT in 2011 as president of the company's Motion Technologies segment. Previously Luca held several key leadership roles in Italy, China and the United States for Comau, a subsidiary of the Fiat Group. He also formerly held senior roles at Honeywell International. He began his career as an engineer with Royal Dutch Shell and Ferruzzi-Montedison Group. He also serves on the board of directors of MSA Safety Inc.Luca has a degree in chemical engineering from the Politechnic of Milan in Italy and an M.B.A. from London Business School. ITT Leadership Team and Speaker Biographies Emmanuel CapraisSenior Vice President and Chief Financial OfficerSince 2012 Emmanuel Caprais previously served as vice president of Finance and group chief financial officer, in charge of business unit finance teams, Financial Planning & Analysis and Investor Relations for the company.Emmanuel joined ITT in 2012, at which time he served as segment chief financial officer for ITT’s Motion Technologies and later Industrial Process businesses. Prior to joining ITT, Emmanuel held leadership roles in finance at Marelli and earlier held positions of increasing responsibility in finance at Valeo.Emmanuel holds a graduate degree in business from École Supérieure de Commerce de Pau in France and an MBA from Columbia Business School. 118
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2025 Capital Markets Day Appendix Davide BarbonSenior Vice President and President, Motion Technologies and ITT Asia PacificSince 2010 Davide Barbon is ITT’s senior vice president and president of Motion Technologies and Asia Pacific. He previously served as general manager of the KONI and Axtone companies within ITT’s Motion Technologies business.Davide joined ITT Motion Technologies in 2010, initially serving in the Brazil, Russia, India and China (BRIC) business, and then led its China business for five years. Prior to joining ITT, he spent 14 years with JLG Industries, where he held a number of roles of increasing responsibility across United States, Europe and Latin America.Davide holds a Bachelor of Arts in Marketing and an M.B.A., both from Ball State University in Indiana. ITT Leadership Team and Speaker Biographies Michael GuhdeSenior Vice President and President, Connect & Control TechnologiesSince 2024 Michael Guhde is ITT’s Senior Vice President and President, Connect & Control Technologies. Prior to joining ITT in 2024, Michael led a large, global business servicing the automotive industry through the development and manufacture of highly engineered components at Illinois Tool Works (NYSE: ITW). He also spent more than 20 years at Parker Hannifin Corporation (NYSE: PH), where he served as general manager of its industrial cylinder and hydraulic cartridge divisions, among other roles of increasing responsibility.Michael holds a Bachelor of Science in Mechanical Engineering from Ohio University in Athens, Ohio. 119
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2025 Capital Markets Day Appendix Bartek MakowieckiSenior Vice President, Chief Strategy Officer and President, Industrial ProcessSince 2021 Bartek has been with ITT since 2021 when he joined as Senior Vice President, Chief Strategy Officer. His role was expanded to include President, Industrial Process last September.Before joining ITT in 2021, Bartek worked at Ingredion where he held the position of Global Head of Strategy, M&A and Venturing.Prior to Ingredion, Bartek held roles of increasing responsibility in global strategy and M&A, including international assignments in Europe and Asia, at Owens Corning Corporation and Parker-Hannifin Corporation. Bartek holds an MBA from the Chinese University of Hong Kong and a Bachelor of Arts in international business and finance from Regents University in the U.K. ITT Leadership Team and Speaker Biographies Lori MarinoSenior Vice President, Chief Legal Officer, Secretary & Chief Compliance OfficerSince 2023 Lori Marino rejoined ITT in 2023 after formerly holding senior leadership positions, including deputy general counsel and secretary, with the company. Most recently, she served as general counsel, secretary and chief human resources officer at New Senior Investment Group Inc. Prior to her positions at New Senior Investment Group and ITT, Lori held positions of increasing responsibility at Medco Health Solutions Inc. and at Avaya Inc.Lori earned her Bachelor of Science degree in Applied Economics & Business Management from Cornell University and her Juris Doctor from the University of Pennsylvania Law School. 120
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2025 Capital Markets Day Appendix ITT Leadership Team and Speaker Biographies Nicola Maricelli is Vice President of Global Supply Chain at ITT. He joined in 2020 as VP of Sourcing and Purchasing for Industrial Process and expanded his role to include Motion Technologies in 2022. Before ITT, Nicola was Global Director at Halliburton, leading supply chain roles across the U.S., Europe, Russia, Asia Pacific, and the Caspian. He began his career in manufacturing at Tenaris, working in Latin America, Africa, and the U.S.With nearly 20 years of international experience, Nicola holds a Master’s in Finance from the University of Cristóbal Colón and a Bachelor’s in Economics from the University of Applied Sciences, with a minor from the University of Norwich. Nicola Maricelli Vice President, Global Supply Chain Since 2020 Emrana SheikhSenior Vice President and Chief Human Resources OfficerSince 2025 Emrana Sheikh brings to ITT more than two decades of global human resources experience, including in the industrial and manufacturing sectors. Prior to joining ITT, had HR leadership roles at Johnson & Johnson (J&J) before becoming the Chief Talent & Diversity Officer for its spin-off company Kenvue. Prior to J&J, Emrana was the Global CHRO for Asian Paints, one of the world’s top 10 paint companies. Before that, she held various Global HR leadership roles at Mahindra & Mahindra and FedEx. Emrana holds a Bachelor of Science with major in Physics and Master’s degree in Human Resource Management from the University of Mumbai, India. She has completed her post graduate diploma in Management from University of Leicester, UK. 121
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2025 Capital Markets Day Appendix ITT Leadership Team and Speaker Biographies Art DunnVice President and General Manger ConnectorsSince 2009 Art Dunn joined ITT in 2009 as Vice President, Global Operations & Supply Chain, to reengineer operations for the Cannon division across nine facilities. In 2021, he was appointed as Global Connector General Manager.Prior to ITT, Art held the position of CEO at ACT Electronics, after spending almost five years at Amphenol as Director of Global Operations. Art has spent his professional career in the electronics business, earlier serving as General Manager at Solectron and holding senior roles at Motorola. Art holds a Bachelor’s Degree in Biology from the University of Massachusetts, Amherst. Since joining ITT in 2007, Hamdy Salem has held leadership roles across project management, operations, sales and general management in Egypt, Saudi Arabia, the U.S. and South Korea. In 2025, he was promoted to Global Vice President, Goulds Pumps. In 2017, he led the lean transformation of ITT’s Saudi operations, delivering a 270% margin improvement within one year. He later assumed regional P&L responsibility across EMEAI and, in 2025, took on global leadership of Goulds Pumps Sales and Operations.He holds a B.Sc. in Civil Engineering from Ain Shams University in Cairo. Hamdy SalemGlobal Vice President, Goulds PumpsSince 2007 122
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2025 Capital Markets Day Appendix ITT Leadership Team and Speaker Biographies Dan KernanVice President and General Manager, VIDARSince 2001 Dan Kernan is the Vice President & General Manager at VIDAR,leading the commercialization of next-generation industrial technologies. As of January 2022, Dan was appointed to this role, bringing over 20 years of experience at ITT. He previously served as Executive Director of Product Management and Strategy for Industrial Process.Dan joined ITT in 2001 and has driven innovation in motor and pump control systems, earning over a dozen patents. He led the development of the VIDAR variable-speed motor, a breakthrough in energy-efficient industrial solutions.Dan holds a Bachelor of Science in mechanical engineering from the University of Rochester. Luca MartinottoVice President and General Manager Friction TechnologiesSince 2008 Luca Martinotto has been ITT Friction Technologies’ General Manager since July 2021. He is responsible for managing all of Friction’s operations in Italy, based at the Innovation Center in Barge, Italy. He previously served as Executive Director, R&D for Friction from 2015-2021 and initially joined the company in 2008 as Product Development Director.Prior to joining ITT, he spent 13 years in the R&D labs of Pirelli, a leading tire and wire & cable manufacturing company.Luca holds a Master’s Degree in Industrial Chemistry from Milan University in Italy. 123
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2025 Capital Markets Day Appendix Søren KringelholtChief Executive Officer, Svanehøj Joined ITT in 2024 As of March 2019, Søren Kringelholt Nielsen was appointed Chief Executive Officer, Svanehøj. Before joining Svanehøj, Søren held the position of Chief Executive Officer, at HydratechIndustries. Prior to Hydratech Industries, Søren worked at Siemens Wind Power in multiple senior management roles including VP for Global Manufacturing. Søren has a master’s degree in mechanical engineering from Aalborg Universityin Denmark. ITT Leadership Team and Speaker Biographies Michael DiPotoPresident,kSARIAJoined ITT in 2024 As of October 2024, Mike DiPoto joined ITT through the acquisition of kSARIA, where he previously served as Chief Operating Officer and Chief Financial Officer.Before joining kSARIA in 2007, Mike worked at Data Translation, Inc. as CFO, and held senior finance roles at NuMega Technologies, RVSI, Acuity Imaging and Automatix.Mike holds a Master of Business Administration from Southern New Hampshire University and a Bachelor of Science in Information Systems from the University of Massachusetts-Lowell. 124
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2025 Capital Markets Day Appendix Kasturi RanganGroup Vice President, Specialty ProductsSince 2021 Kasturi Rangan leads ITT’s Specialty Valves business, including Habonim, Engineered Valves, C’Treat, Bornemann, and RPG. Over four years, he’s driven strong organic and M&A growth and successfully turned around the Amory operation.Before joining ITT in 2021, Kasturi held leadership roles at Johnson Controls, including Global Head of Strategy for Building Technologies and VP/GM of Air Systems for APAC & EMEA. He previously spent a decade at Booz & Company as a partner in the engineered products practice.Kasturi holds a bachelor's in Mechanical Engineering from BITS Pilani, a master's in Industrial Engineering from SUNY Binghamton, and a PhD in Finance from the University of Florida. ITT Leadership Team and Speaker Biographies Mark MacalusoVice President, IR and Global CommunicationsSince 2021 Mark Macaluso leads ITT’s investors relations and global communication functions. Previously, he spent 13 years at Honeywell in roles including VP of FP&A, VP of Investor Relations, and Director of M&A. He also worked in PWC’s Transaction Services group in New York, advising private equity and corporate clients.Under his leadership, the IR team at HON was named Best In Industrials by Institutional Investor in their 2018 and 2019 All-America Executive Team rankings and also ranked Mark #1 on their list of best Investor Relations Officers, and Best In Industrials in 2017 by Global IR Magazine.Mark earned a bachelor’s degree in accounting from the Carroll School of Management at Boston College. 125
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2025 Capital Markets Day Appendix M&A AssumptionsFrom 2025 to 2030 $600M Deployed annually toward flow and connector companies. 2Aquisitions with similarend markets and financial profiles as 2024 deals. HSD%Expected annual revenue growth. 18%EBITDA margin in Year 1, with ~100 bps of margin expansion annually. ~$95Min annual interest expense from acquisition funding, at 5% rate. 2.5xmax debt-to-EBITDA leverage, with debt paid down via acquisition and legacy business cash flows. $0.75-1.00 in incremental EPS expected by 2030, assuming a weighted average of ~77 million shares. 126
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2025 Capital Markets Day Appendix $1.4B $1.4B $1.5B $1.4B 0, 1 0, 12 0, 14 0, 16 0, 18 0, 2 0, 22 0, 24 0, 26 0 500 1000 1500 2000 2500 2021 2022 2023 2024 2025E 2030 Long Term Target 2 $262M $216M $236M $269M 19.2% 15.7% 16.2% 18.6% >22.0% 10, 00% 12, 00% 14, 00% 16, 00% 18, 00% 20, 00% 22, 00% 24, 00% 26, 00% 0 50 100 150 200 250 300 350 400 450 2021 2022 2023 2024 2025E 2030 Long Term Target 1. 2024-2030 Long Term Targets Organic Growth CAGR. 2. Decline in Revenue expected for MT in 2025 due to the divestiture of Wolverine. Motion Technologies Financial Results and Targets Revenue 2% 3% 1 Adjusted Operating Income and Margin 127
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2025 Capital Markets Day Appendix * Represents composition of revenue for 2024; graphs are pro forma for the portfolio changes in 2024 from M&A. All results unaudited. Motion Technologies Products and Applications Applications • Original Equipment (OE) • OE Service (OES) • Independent Aftermarket (AM), primarily EU Friction Applications • Shock absorbers for car, rail, and defense applications • Safety critical components Koni Applications • Crash buffers, draw gears, and springs • Safety and energy absorption components for passenger and freight trains Axtone % of 2024 Revenue* % of 2024 Revenue* % of 2024 Revenue* 128
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2025 Capital Markets Day Appendix Industrial Process Financial Results and Targets Revenue Adjusted Operating Income and Margin $0.8B $1.0B $1.1B $1.4B 0, 1 0, 12 0, 14 0, 16 0, 18 0, 2 0, 22 0, 24 0, 26 0 500 1000 1500 2000 2500 2021 2022 2023 2024 2025E 2030 Long Term Target $131M $183M $249M $284M 15.5% 18.8% 22.1% 20.8% >25.0% 10, 00% 12, 00% 14, 00% 16, 00% 18, 00% 20, 00% 22, 00% 24, 00% 26, 00% 0 50 100 150 200 250 300 350 400 450 500 2021 2022 2023 2024 2025E 2030 Long Term Target 17% ~6% 1. 2024-2030 Long Term Targets Organic Growth CAGR. 1 129
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2025 Capital Markets Day Appendix * Represents composition of revenue for 2024; graphs are pro forma for the portfolio changes in 2024 from M&A. All results unaudited. Industrial Process Products and Applications Applications • High pressure or temperature and corrosive mediums • Abrasive solids mixed with liquid • Environmentally friendly solutions Centrifugal Pumps % of 2024 Revenue* Applications • Severe chemical and industrial environments • Cryogenic and high -pressure gases Valves Applications • Highly viscous fluids • Multiphase (Gas/Oil/Water) technology enables no flaring • Shear sensitive Food & Beverage Twin Screw Pumps % of 2024 Revenue* % of 2024 Revenue* 130
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2025 Capital Markets Day Appendix Connect & Control Products and Applications Revenue Adjusted Operating Income and Margin 14% $0.6B $0.6B $0.7B $0.8B 0, 1 0, 12 0, 14 0, 16 0, 18 0, 2 0, 22 0, 24 0, 26 0 500 1000 1500 2000 2500 2021 2022 2023 2024 2025E 2030 Long Term Target $84M $116M $126M 131 15.2% 17.9% 18.1% 18.3% >23.0% 10, 00% 12, 00% 14, 00% 16, 00% 18, 00% 20, 00% 22, 00% 24, 00% 26, 00% 0 50 100 150 200 250 300 350 400 450 500 2021 2022 2023 2024 2025E 2030 Long Term Target ~8% 1 1. 2024-2030 Long Term Targets Organic Growth CAGR. $151M
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2025 Capital Markets Day Appendix * Represents composition of revenue for 2024; graphs are pro forma for the portfolio changes in 2024 from M&A. All results unaudited. Connect & Control Products and Applications ApplicationsHigh-performance signal, data and power for:•Commercial Aerospace•Defense on land, sea and air•Transportation •Industrial automation Connectors% of 2024 Revenue* Applications•Aero flow control and actuation systems, interior components•Commercial and defense rotorcraft energy absorbing systems•Aero engine composites•Warehouse automation and anti-seismic solutions % of 2024 Revenue*Control Technologies 132
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2025 Capital Markets Day Appendix Glossary of Key Terms and Acronyms A&DAerospace and DefenseIP Industrial ProcessPPM(Defective) Parts per Million AGVAutomated Guided VehiclesISOInternational Organization for Standardization QA/QCQuality Assurance and Quality Control ANSIAmerican National Standards InstituteLEANManufacturing system to eliminate waste, maximize productivityRoWRest of World APACAsia Pacific RegionLNGLiquified Natural GasSQDCSafety, Quality, Delivery and CostCCTConnect & Control TechnologiesLNG LPLiquified Natural Gas Low PressureTSRTotal Shareholder ReturnCOPQCost of Poor QualityLPGLiquified Petroleum GasVA/VEValue Analysis/Value EngineeringDWDeep Well MTMotion TechnologiesVFDVariable Frequency DriveEMIElectromagnetic InterferenceOEOriginal EquipmentVSDVariable Speed DriveeVTOLElectric Vehicle Take-off and LandingOEMOriginal Equipment Manufacturer GEMBAConcept in lean manufacturing to identify and eliminate wasteOESOriginal Equipment Service HPHigh Performance; vehicles designed for superior speed, agility and driving experiencePPB(Defective) Parts per Billion 133
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2025 Capital Markets Day Appendix Key Performance Indicators and Non-GAAP Measures 134 Key Performance Indicators and Non-GAAP Measures Managementreviewsa varietyofkey performanceindicatorsincludingrevenue,operatingincomeandmargin,earningspershare,ordergrowth,andbacklog.In addition,we considercertainmeasurestobeusefultomanagementandinvestorswhenevaluatingouroperatingperformancefortheperiodspresented.Thesemeasuresprovidea toolfor evaluatingourongoingoperationsandmanagementofassetsfromperiodtoperiod.Thisinformationcanassistinvestorsinassessingourfinancialperformanceandmeasures ourabilitytogeneratecapitalfordeploymentamongcompetingstrategicalternativesandinitiatives,including,butnotlimitedto,acquisitions,dividends,andsharerepurchases. Someofthesemetrics,however,arenotmeasuresoffinancialperformanceunderaccountingprinciplesgenerallyacceptedintheUnitedStatesof America(GAAP)andshould notbeconsidereda substituteformeasuresdeterminedin accordancewithGAAP.Weconsiderthefollowingnon-GAAPmeasures,whichmaynotbecomparabletosimilarly titled measures reported by other companies, to be key performance indicators for purposes of our reconciliation tables. OrganicRevenuesand OrganicOrdersare defined,respectively,as revenueand orders,excludingthe impactsof foreigncurrencyfluctuations,acquisitions,and divestituresthatmay or may not qualifyas discontinuedoperations.Currentyear activityfromacquisitionsis excludedfor twelvemonthsfollowingthe closingdateof acquisition.Theperiod-over-periodchangeresultingfromforeigncurrencyfluctuationsis estimatedusinga fixedexchangeratefor boththecurrentandpriorperiods.Prior yearrevenueandordersareadjustedtoexcludeactivityduringthecomparableperiodfor twelvemonthspost-closingdatefordivestituresthatdo notqualifyasdiscontinued operations.We believethatreportingorganicrevenueandorganicordersprovideusefulinformationto investorsby helpingidentifyunderlyingtrendsin our businessand facilitating comparisons of our revenue performance with prior and future periods and to our peers. AdjustedOperatingIncomeis definedas operatingincomeadjustedto excludespecialitemsthatinclude,but are not limitedto, restructuring,certainacquisition-and divestiture-relatedimpacts,certainassetimpairmentcharges,certaingainon saleof long-livedassets,unusualorinfrequentoperatingitemsand,for 2021,asbestos-related impacts.Specialitemsrepresentchargesorcreditsthatimpactcurrentresults,whichmanagementviewsas unrelatedto theCompany'songoingoperationsandperformance. AdjustedOperatingMarginis definedas adjustedoperatingincomedividedbyrevenue.Webelievethesefinancialmeasuresareusefulto investorsandotherusersofour financial statements in evaluating ongoing operating profitability, as well as in evaluating operating performance in relation to our competitors. AdjustedOperatingMarginExcludingM&Ais definedas operatingmarginadjustedto excludespecialitemsandthe resultsof acquisitionsanddivestiturescompleted duringtheyear.Webelievethesefinancialmeasuresareusefultoinvestorsandotherusersof ourfinancialstatementsin evaluatingoperatingprofitabilityandcomparabilityto previously announced long-term financial targets. AdjustedIncomefromContinuingOperationsisdefinedasincomefromcontinuingoperationsattributabletoITTInc.adjustedtoexcludespecialitemsthatinclude,butare not limitedto, restructuring,certainacquisition-anddivestiture-relatedimpacts,certainassetimpairmentcharges,certaingainon saleof long-livedassets,incometax settlementsoradjustments,unusualorinfrequentitems,andfor2021,asbestos-relatedimpacts.Specialitemsrepresentchargesorcredits,onan after-taxbasis,thatimpact currentresults,whichmanagementviewsasunrelatedtotheCompany’songoingoperationsandperformance.Theafter-taxbasisofeachspecialitemisdeterminedusingthe jurisdictionaltax rateof wheretheexpenseor benefitoccurredandthetax deductibilityunderlocaltax rules.AdjustedIncomefromContinuingOperationsperDiluted Share(AdjustedEPS)is definedas adjustedincomefromcontinuingoperationsdividedby dilutedweightedaveragecommonsharesoutstanding.Webelievethatadjusted incomefromcontinuingoperationsandadjustedEPSareusefultoinvestorsandotherusersofourfinancialstatementsinevaluatingongoingoperatingprofitability,aswellasin evaluating operating performance in relation to our competitors. Free Cash Flow (FCF) is defined as net cash provided by operating activities less capital expenditures. FCF Margin is defined as FCF divided by revenue. We believe that FCF and FCF margin provide useful information to investors as the metrics provide insight into the primary cash flow metrics used by management to monitor and evaluate cash flows generated by our operations.
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2025 Capital Markets Day Appendix 135 MT IP CCT Elim Total 2024 Revenue 1,447.8$ 1,361.0$ 825.1$ (3.2)$ 3,630.7$ Less: Acquisitions - 212.0 88.9 - 300.9 Less: FX (102.8) (38.3) (16.8) - (158.0) 2024 Organic revenue 1,550.6$ 1,187.3$ 753.0$ (3.2)$ 3,487.8$ 2021 Revenue 1,368.6$ 843.2$ 554.7$ (1.5)$ 2,765.0$ Less: Divestitures 72.0 - 10.5 - 82.5 2021 Organic revenue 1,296.6$ 843.2$ 544.2$ (1.5)$ 2,682.5$ Organic Revenue Growth - $ 254.0$ 344.1$ 208.8$ 805.3$ Organic Revenue Growth - % 19.6% 40.8% 38.4% 30.0% Organic Cumulative Annual Growth Rate 6.1% 12.1% 11.4% 9.1% Reported Revenue Growth - $ 79.2$ 517.8$ 270.4$ 865.7$ Reported Revenue Growth - % 5.8% 61.4% 48.7% 31.3% Reported Cumulative Annual Growth Rate 1.9% 17.3% 14.2% 9.5% MT IP CCT Elim Total 2024 Orders 1,471.6$ 1,484.6$ 833.0$ (3.5)$ 3,785.7$ Less: Acquisitions - 262.6 79.5 - 342.1 Less: FX (103.7) (37.7) (18.9) - (160.3) 2024 Organic orders 1,575.3 1,259.7 772.4 (3.5) 3,603.9 2021 Orders 1,377.7 940.8 605.7 (1.8) 2,922.4 Less: Divestitures 72.0 - 13.7 - 85.7 2021 Organic orders 1,305.7$ 940.8$ 592.0$ (1.8)$ 2,836.7$ Organic Orders Growth - $ 269.6$ 318.9$ 180.4$ 767.2$ Organic Orders Growth - % 20.6% 33.9% 30.5% 27.0% Organic Cumulative Annual Growth Rate 6.5% 10.2% 9.3% 8.3% Reported Orders Growth - $ 93.9$ 543.8$ 227.3$ 863.3$ Reported Orders Growth - % 6.8% 57.8% 37.5% 29.5% Reported Cumulative Annual Growth Rate 2.2% 16.4% 11.2% 9.0% Note: Immaterial differences due to rounding. ITT Inc. Non-GAAP Reconciliation Statements (In millions; all amounts unaudited) Full Year 2024 Full Year 2024 Reconciliation of Revenue to Organic Revenue Reconciliation of Orders to Organic Orders
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2025 Capital Markets Day Appendix 136 MT IP CCT Elim Total 2024 Revenue 1,447.8$ 1,361.0$ 825.1$ (3.2)$ 3,630.7$ Less: Acquisitions - 156.2 73.9 - 230.1 Less: FX (9.7) (13.0) (2.0) - (24.7) 2024 Organic revenue 1,457.5$ 1,217.8$ 753.2$ (3.2)$ 3,425.3$ 2023 Revenue 1,457.8$ 1,129.6$ 699.4$ (3.8)$ 3,283.0$ Less: Divestitures 68.7 - 10.2 0.1 79.0 2023 Organic revenue 1,389.1$ 1,129.6$ 689.2$ (3.9)$ 3,204.0$ Organic Revenue Growth - % 4.9% 7.8% 9.3% 6.9% Reported Revenue Growth - % (0.7%) 20.5% 18.0% 10.6% MT IP CCT Elim Total 2023 Revenue 1,457.8$ 1,129.6$ 699.4$ (3.8)$ 3,283.0$ Less: Acquisitions - 14.8 15.5 - 30.3 Less: FX 17.0 4.9 1.4 - 23.3 2023 Organic revenue 1,440.8 1,109.9 682.5 (3.8) 3,229.4 2022 Revenue 1,374.0 971.0 645.6 (2.9) 2,987.7 Organic Revenue Growth - % 4.9% 14.3% 5.7% 8.1% Reported Revenue Growth - % 6.1% 16.3% 8.3% 9.9% MT IP CCT Elim Total 2022 Revenue 1,374.0$ 971.0$ 645.6$ (2.9)$ 2,987.7$ Less: Acquisitions - 44.9 - - 44.9 Less: FX (114.4) (26.6) (18.3) - (159.3) 2022 Organic revenue 1,488.4 952.7 663.9 (2.9) 3,102.1 2021 Revenue 1,368.6 843.2 554.7 (1.5) 2,765.0 Organic Revenue Growth - % 8.8% 13.0% 19.7% 12.2% Reported Revenue Growth - % 0.4% 15.2% 16.4% 8.1% Note: Immaterial differences due to rounding. Full Year 2023 Full Year 2022 ITT Inc. Non-GAAP Reconciliation Statements (In millions; all amounts unaudited) Reconciliation of Revenue to Organic Revenue Full Year 2024
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2025 Capital Markets Day Appendix 137 ITT Inc. Non-GAAP Reconciliation Statements (In millions; all amounts unaudited) MT IP CCT Corporate ITT MT IP CCT Corporate ITT Reported Operating Income 314.6$ 278.4$ 146.1$ (61.1)$ 678.0$ 230.8$ 245.9$ 107.5$ (53.6)$ 530.6$ (Gain) loss on sale of businesses (47.8) - - - (47.8) - - 15.3 - 15.3 Restructuring costs 2.7 3.0 2.4 - 8.1 4.0 4.6 1.3 - 9.9 Acquisition and divestiture related costs - 4.2 2.8 - 7.0 - - 2.4 - 2.4 Other special items (0.6) - - - (0.6) 1.4 1.2 (0.1) (3.7) (1.2) Adjusted Operating Income 268.9$ 285.6$ 151.3$ (61.1)$ 644.7$ 236.2$ 251.7$ 126.4$ (57.3)$ 557.0$ Reported Operating Margin 21.7% 20.5% 17.7% 18.7% 15.8% 21.8% 15.4% 16.2% Impact of special item adjustments - 310 bps 50 bps 60 bps - 90 bps 40 bps 50 bps 270 bps 80 bps Adjusted Operating Margin 18.6% 21.0% 18.3% 17.8% 16.2% 22.3% 18.1% 17.0% Less: Impact of acquisitions and divestitures 0 bps - 270 bps - 70 bps - 90 bps Adjusted Operating Margin Excluding M&A 18.6% 23.7% 19.0% 18.7% MT IP CCT Corporate ITT MT IP CCT Corporate ITT Reported Operating Income 208.5$ 190.3$ 115.8$ (43.9)$ 470.7$ 258.2$ 128.8$ 81.7$ 37.6$ 506.3$ (Gain) on sale of long- lived assets - (15.5) - - (15.5) - - - - - Asbestos- related benefits, net - - - - - - - - (74.4) (74.4) Restructuring costs 2.7 1.3 - (0.2) 3.8 3.9 3.1 2.4 0.2 9.6 Impacts related to Russia- Ukraine war 3.1 4.8 - - 7.9 - - - - - Acquisition and divestiture related costs - 3.2 - 0.5 3.7 - - - - - Asset impairment charges - - - 1.7 1.7 - - - - - Other special items 1.3 1.2 - 1.7 4.2 - 0.6 - 2.5 3.1 Adjusted Operating Income 215.6$ 185.3$ 115.8$ (40.2)$ 476.5$ 262.1$ 132.5$ 84.1$ (34.1)$ 444.6$ Reported Operating Margin 15.2% 19.6% 17.9% 15.8% 18.9% 15.3% 14.7% 18.3% Impact of special item adjustments 50 bps - 50 bps 0 bps 10 bps 30 bps 40 bps 50 bps - 220 bps Adjusted Operating Margin 15.7% 19.1% 17.9% 15.9% 19.2% 15.7% 15.2% 16.1% Note: Immaterial differences due to rounding. Reconciliations of Operating Income/Margin to Adjusted Operating Income/Margin Full Year 2024 Full Year 2023 Full Year 2022 Full Year 2021
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2025 Capital Markets Day Appendix 138 ITT Inc. Non-GAAP Reconciliation Statements (In millions, except earnings per share; all amounts unaudited) Reconciliation of Reported vs. Adjusted Income from Continuing Operating and Diluted EPS For the year ended December 31, 2024 Reported 520.0$ 6.32$ Special Items Expense / (Income): Gain on sale of business (47.8) (0.58) Restructuring costs 8.1 0.09 Acquisition and divestiture related costs 7.0 0.08 Other pre- tax special items (0.6) (0.01) Net tax benefit of pre- tax special items (3.3) (0.04) Other tax- related special items 0.5 0.02 Adjusted 483.9$ 5.88$ Note: Amounts may not calculate due to rounding. Per share amounts are based on diluted weighted average common shares outstanding. Income from Continuing Operations Diluted Earnings per Share
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2025 Capital Markets Day Appendix 139 Low High EPS from Continuing Operations - GAAP 6.05$ 6.45$ Estimated restructuring 0.05 0.05 Other special items 0.01 0.01 Other tax on special Items (0.01) (0.01) EPS from Continuing Operations - Adjusted 6.10$ 6.50$ ITT Inc. Non-GAAP Reconciliation Statements (In millions, except earnings per share; all amounts unaudited) 2025 Full-Year Guidance Note: The Company has provided forward- looking non- GAAP financial measures for organic revenue growth and adjusted operating margin. It is not possible, without unreasonable efforts, to estimate the impacts of foreign currency fluctuations, acquisitions, divestitures and certain other special items that may occur in 2025 as these items are inherently uncertain and difficult to predict. As a result, the Company is unable to quantify certain amounts that would be included in a reconciliation of organic revenue growth and adjusted operating margin to the most directly comparable GAAP financial measures without unreasonable efforts and accordingly has not provided reconciliations for these forward looking non- GAAP financial measures. Reconciliation of GAAP vs Adjusted EPS Guidance - Full Year 2025
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2025 Capital Markets Day Appendix 140 FY 2022 FY 2023 FY 2024 Low High Net Cash - Operating Activities 277.7$ 538.0$ 562.6$ 575.0$ 625.0$ Less: Capital expenditures 103.9 107.6 123.9 125.0 125.0 Free Cash Flow 173.8$ 430.4$ 438.7$ 450.0$ 500.0$ Revenue 2,987.7$ 3,283.0$ 3,630.7$ 3,720.0$ 3,720.0$ [a] Operating Cash Flow Margin 9.3% 16.4% 15.5% 15.5% 16.8% Free Cash Flow Margin 5.8% 13.1% 12.1% 12.1% 13.4% [a] Revenue included in the full year 2025 free cash flow margin guidance represents the expected revenue growth mid- point. FY 2025 Guidance Reconciliation of Cash from Operating Activities to Free Cash Flow ITT Inc. Non-GAAP Reconciliation Statements (In millions, except earnings per share; all amounts unaudited)