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Table of Contents

 
 
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, DC 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): October 12, 2011
 
ITT CORPORATION
(Exact name of registrant as specified in its charter)
 
         
Indiana   1-5672   13-5158950
         
(State or other jurisdiction   (Commission   (IRS Employer
of incorporation)   File Number)   Identification No.)
         
1133 Westchester Avenue    
White Plains, New York   10604
     
(Address of principal executive offices)   (Zip Code)
(914) 641-2000
(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 Form 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions (see General Instruction A.2. below):
o   Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425)
 
o   Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12)
 
o   Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b))
 
o   Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c))
 
 

 


TABLE OF CONTENTS

ITEM 7.01 Regulation FD Disclosure
ITEM 9.01 Financial Statements and Exhibits
SIGNATURES
EXHIBIT INDEX
EX-99.1
EX-99.2


Table of Contents

ITEM 7.01 Regulation FD Disclosure.
     The following information is furnished pursuant to Item 7.01 Regulation FD Disclosure. This information shall not be deemed filed for purposes of Section 18 of the Securities Exchange Act of 1934, as amended (the “Exchange Act”) or incorporated by reference into any filing under the Securities Act of 1933, as amended, or the Exchange Act, except as shall be expressly set forth by specific reference in such filing. Executives from ITT Corporation (“ITT” or the “Company”) will present an overview of the Company and information related to the separation of Exelis Inc. and Xylem Inc. from ITT at the Company’s investor day on October 13, 2011. A copy of the presentation is attached and incorporated by reference herein as Exhibit 99.1. The Company also issued a press release announcing the members of the Boards of Directors for ITT, Exelis Inc. and Xylem Inc. The press release is attached as Exhibit 99.2 hereto.
ITEM 9.01 Financial Statements and Exhibits
(d) Exhibits.
         
Exhibit    
No.   Description
       
 
99.1      
Presentation slides issued by ITT Corporation on October 13, 2011
       
 
99.2      
Press release issued October 12, 2011 by ITT Corporation

 


Table of Contents

SIGNATURES
     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.
         
  ITT CORPORATION
 
 
Date: October 13, 2011  By:   /s/ Burt M. Fealing    
    Burt M. Fealing   
  Its: Vice President and Corporate Secretary (Authorized Officer of Registrant)   

 


Table of Contents

EXHIBIT INDEX
         
Exhibit    
No.   Description
       
 
99.1      
Presentation slides issued by ITT Corporation on October 13, 2011
       
 
99.2      
Press release issued October 12, 2011 by ITT Corporation

 

exv99w1
Exhibit 99.1
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Engineered for Growth The New ITT Inaugural Investor & Analyst Day October 13, 2011

 


 

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Today’s Agenda 9:00 – 9:40 The New ITT Denise Ramos 9:40 – 10:00 Industrial Process Robert Pagano Jr. 10:00 – 10:20 Motion Technologies Andrew Jones 10:20 – 10:40 Break – Product Displays 10:40 – 11:00 Interconnect Solutions William Taylor 11:00 – 11:20 Control Technologies Munish Nanda 11:20 – 11:45 Financial Overview Thomas Scalera
11:45 – 12:30 Closing Remarks and Q&A All

 


 

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Safe Harbor
Safe Harbor Statement under the Private Securities Litigation Reform Act of 1995 (the “Act”): Certain material presented herein includes forward-looking statements intended to qualify for the safe harbor from liability established by the Private Securities Litigation Reform Act of 1995. These forward-looking statements include, but are not limited to, statements about the separation of ITT Corporation (“the Company”) into three independent publicly-traded companies (“the companies”), the terms and the effect of the separation, the nature and impact of such a separation, capitalization of the companies, future strategic plans and other statements that describe the companies’ business strategy, outlook, objectives, plans, intentions or goals, and any discussion of future operating or financial performance. Whenever used, words such as “anticipate,” “estimate,” “expect,” “project,” “intend,” “plan,” “believe,” “target” and other terms of similar meaning are intended to identify such forward-looking statements. Forward-looking statements are uncertain and to some extent unpredictable, 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. Factors that could cause results to differ materially from those anticipated include, but are not limited to:
Economic, political and social conditions in the countries in which we Our ability to effect restructuring and cost reduction programs and realize savings conduct our businesses; from such actions;
Changes in U.S. or International government defense budgets; Government regulations and compliance therewith, including Dodd-Frank
Decline in consumer spending; legislation;
Sales and revenues mix and pricing levels; Changes in technology;
Availability of adequate labor, commodities, supplies and raw materials; Intellectual property matters;
Interest and foreign currency exchange rate fluctuations and changes in Governmental investigations; local government regulations; Potential future employee benefit plan contributions and other employment and
Competition, industry capacity & production rates; pension matters;
Ability of third parties, including our commercial partners, counterparties, Contingencies related to actual or alleged environmental contamination, claims financial institutions and insurers, to comply with their commitments to us; and concerns;
Our ability to borrow or to refinance our existing indebtedness and Changes in generally accepted accounting principles; and availability of liquidity sufficient to meet our needs; Other factors set forth in our Annual Report on Form 10 K for the fiscal year
Changes in the value of goodwill or intangible assets; ended December 31, 2010 and our other filings with the Securities and Exchange
Our ability to achieve stated synergies or cost savings from acquisitions Commission. or divestitures; In addition, there are risks and uncertainties relating to the tax-free spinoffs of the
The number of personal injury claims filed against the companies or the Xylem and ITT Exelis businesses, including the timing and certainty of the degree of liability; completion of those transactions, whether those transactions will result in any tax
Uncertainties with respect to our estimation of asbestos liability liability, the operational and financial profile of the Company or any of its exposures, third-party recoveries and net cash flow; businesses after giving effect to the spinoff transactions, and the ability of each business to operate as an independent entity.
The Company undertakes no obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise. 3

 


 

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1. Introducing The New ITT
Profitable Growth Drivers
Repeatable Growth Model
2. Operating Segments
3. Financial Overview
4. Closing Remarks and Q&A

 


 

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The New ITT
We Deliver Highly Engineered & Critical Applications
We Are Leaders in Attractive & Defensible Niches We Are Global & Highly Diversified We Have Established Brands & Channels
We Have a Proven Management System & Leadership Team

 


 

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ITT Value Defined
Attractive Niches Robust Growth Profile
Highly Engineered Balanced Geographies & Cycles
Critical & Harsh Applications
Customized Solutions Attractive End-Markets
Oil & Gas, Aerospace, Power, Rail, Petrochem, Industrial
Recognized Brands
Macro Trend Driven
Strong Channels Emerging Middle Class, Urbanization, Resource Scarcity
Repeatable Growth Model
Established Management Team & System
Diverse, Global, Niche, Enduring Impact

 


 

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Diversified & Balanced Revenue Profile
Uniquely Strong Foundation for Growth

 


 

()
Our Applications
Highly Engineered & Critical

 


 

()
1. Introducing The New ITT
Profitable Growth Drivers
Repeatable Growth Model
2. Operating Segments
3. Financial Overview
4. Closing Remarks and Q&A

 


 

()
Profitable Growth Drivers
Focused Emerging Market Expansion
Aftermarket Capture
Investment in
Technology & Innovation
Premier Customer Experience
Margin Expansion Through Operational Excellence
Effective Capital Deployment to Drive Organic & Inorganic Growth

 


 

()
Organic Revenue Growth History
4 Years Outperformed Peers* +5% Annual Average Organic Growth +9% YTD 6/30/2011 Organic Growth
ITT Management System Drives Sustainable Growth
* Peers include AME, ATU, CFX, CR, CSL, DOV, ETN, FLS, IEX, PH, ROP, SPW
For non-GAAP reconciliations, refer to appendix and www.itt.com/ir.

 


 

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Drivers of Future Revenue Growth
Emerging
Resource Scarcity Macro Markets Trends Growing Large-Scale Energy Creation & Middle Urbanization Efficiency Class
Auto???Strong Macro Trend Alignment
+35% Emerging Market Growth
Aftermarket Expansion
+30% New Products Growth
Targeted Acquisitions in Fragmented Mkts

 


 

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Emerging Market Growth Drivers
Competitive Advantages
Highly Respected ITT Brand
Strong Manufacturing Footprint
Established Low Cost Sourcing
Strategic Global Customer Focus
Experienced Leadership
Growth Opportunities
Energy & Mining Demand
Auto Demand in China
Increased Air Travel
Advanced Rail Expansion
Nicely Profitable
Well Established
Diversified
Major Investments in Facilities & Capabilities Tremendous Growth Potential

 


 

()
Focused Emerging Market Growth
Strategic Actions & Investments
New R&D Capabilities Manufacturing & Assembly Expanded Selling Capabilities Global Strategic Account Focus

 


 

()
Aftermarket Expansion Strategy
30% Aftermarket Revenue (2011)
Highly Profitable
Recurring Revenue Stream
Aftermarket Expansion Areas of Focus
Recent Facilities
Czech Republic Expansion
- Rail & Auto Wuxi, China Build-Out Brazil Saudi Arabia
Advanced
Monitoring & Controls
Driving Plant Performance Services
Targeting New End Markets
Expanding Global Services Footprint
Targeting Emerging Market Opportunities

 


 

()
ITT Innovation
+9% Investment CAGR
~1.3X Peer Average R&D% Revenue
+30% New Products & Technologies
(2011-2014)
Expanding R&D Tech Centers
Oil & Gas Energy & Auto Aerospace General Mining Friction Tech Industrial
Process Barrel Slurry Pump Global Advanced Vibration Pumps Portfolio Formulations Actuation Isolation
Well-Head Specialized China R&D Noise Handheld Connectors Valves Center Reduction Connectors
Advancing Technologies in Key Markets 1

 


 

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Premier Customer Experience
Customer Driven Processes
Global Strategic Account Initiatives
Advanced Order Configuration
Integrated Processes
Supply Chain & Production Processes
Global Strategic Sourcing
Driven Performance
Measure Quality and On-Time Delivery
Improves Working Capital and Customer Satisfaction
Focused on Our
Valued
Customers

 


 

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Long-Term Customer Relationships

 


 

()
Future Margin Drivers
ITT
Management System Premier Customer Experience Value Based Commercial Excellence Lean Six Sigma Low Cost Region Sourcing Cost Revolution Technology & Innovation

 


 

()
Growth in Fragmented Markets
Organic Growth
Attractive & Growing End Markets
Defensible Niche Positions
Global Reach & Brands
Strong Platform Positions
Valuable Aftermarket
Acquisition Growth
Close to Core
Technology & Geographic Expansion
Targets with Revenues Between $15 — $50M
“Valuation Sweet-Spot”

 


 

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Financial Strength
Post-Spin Capital Allocation
High Growth Industries
Net Legacy Liabilities Strong Cash Flow Spin-Related Funding
No Long-term Debt
Strong Balance Sheet
>$600M Cash (Mostly International)
No Long-Term Debt
Investment Grade
4-Year $500 Million Revolver
Focused on Cash Flow Generation
Prudent Working Capital Management
Focused on Velocity of Value Creation
Disciplined Investments
Positioned for Growth

 


 

()
Premier Metric Targets
Long-Term Financial Metrics
Organic Revenue Growth of 5 to 7%
Annual Operating EBIT Margin Growth of 50 to 70 bps
Free Cash Flow Conversion >105%
EPS Growth of 10 to 15%

 


 

()
1. Introducing The New ITT
Profitable Growth Drivers
Repeatable Growth Model
2. Operating Segments
3. Financial Overview
4. Closing Remarks and Q&A

 


 

()
ITT Repeatable Growth Model
Profitable
Growth Engine

 


 

()
ITT Repeatable Growth Stories
5 Strategic Account Wins in Oil & Gas in Last 2 Years
Ford’s #1 Global Friction Supplier
Major Connector Supplier to High-Speed Rail
Content on Every Commercial Boeing Aircraft Platform

 


 

()
Powerhouse Brands

 


 

()
ITT Management System
Data Driven Decision Making
Profitable Resource Operational Leadership & Growth Optimization Excellence Learning
Value-Based Premier Resource Value-Based Lean Value-Based Management Management Six-Sigma Leadership Development
Value-Based Product Portfolio/Capital Value-Based Goal
Development Allocation Deployment Partnership for Performance
Value-Based Commercial Excellence
Drives Drives Drives Drives Organic Capital Operating Leadership Investments Allocation Results

 


 

()
Leadership, Experience and Vision
Board of Directors*
Frank T. MacInnis – ITT Non-Executive Chairman; Chairman and Former Chief Executive Officer, EMCOR Group, Inc.
An ITT director since 2001
Christina A. Gold – Former Chief Executive Officer, The Western Union Company
An ITT director since 1997
Peter D’Aloia – Former Senior Vice President and Chief Financial Officer, American Standard Companies Inc.
Newly elected ITT director
Donald DeFosset , Jr. – Former Chairman, James Hardie Industries N.V.
Newly elected ITT director
Paul J. Kern – Senior Counselor, The Cohen Group
An ITT director since 2008
Linda S. Sanford – Senior Vice President, Enterprise Transformation, IBM
An ITT director since 1998
Markos I. Tambakeras – Former Chairman, President and Chief Executive Officer, Kennametal, Inc.
An ITT director since 2001
Denise Ramos – CEO and President
Denise joined ITT in 2007
Global, Diverse & Experienced 2

 


 

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A Compelling Value Proposition
That Delivers Results

 


 

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Total Value Creation
Profitable Growth Drivers
Focused Emerging Market Expansion
Aftermarket Capture
Investment in
Technology & Innovation
Premier Customer Experience
Margin Expansion Through Operational Excellence
Effective Capital Deployment to Drive Organic & Inorganic Growth
Premier Financial Performance

 


 

()
1. Introducing The New ITT
Profitable Growth Drivers
Operating Model
2. Operating Segments
3. Financial Overview
4. Closing Remarks and Q&A

 


 

()
Industrial Process
Robert Pagano Jr.

 


 

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Industrial Process Overview
Goulds Pumps Brand & Reputation
Broad Portfolio of Process Pumps
40% Aftermarket Revenue
North American Leader in Chemical
& General Industry Markets
Global Footprint
Focus on Total Cost of Ownership

 


 

()
Industrial Process Repeatable Growth Model
Value Creation
New Projects Populate Long-Term Installed Base
Installed Base Drives High-Margin Aftermarket
Proven Reliability and Service Paves Way for New Project Wins

 


 

()
Industrial Process Growth Drivers
Enduring Markets; Resource Scarcity and Sustainability
Oil & Gas Market
Mining Market
Emerging Market Growing Middle Class & Infrastructure Expansion
Innovation & Technology
Energy Efficiency
Industrial Process End Markets (2010 Data) Market Growth Focus (2011-2014)

 


 

()
Industrial Process Emerging Market Growth
Oil & Gas
Targeted Growth
Brazil Expansion
Middle East / Asia Operations & Sales Support
Portfolio Expansion
Mining
Expand Market Presence
Latin America
Australia
Portfolio Expansion
Grow Strategic Account Base
Focus on Key Global Customers
Aftermarket Growth
Expand Global Services Footprint to Leverage Growing Installed Base
Focus on Lowering Customer Total Cost of Ownership
Expand Plant Performance Service

 


 

()
Industrial Process Innovation & Technology
Driving Core Strengths into Key Vertical Markets 3

 


 

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Industrial Process – Oil & Gas Growth Story
O&G Initiative Begins
Engineering Core Strengthened
Hydraulic Portfolio Expanded
High Energy Test Facility Built
Packaging Footprint in Saudi Arabia
Strategic Agreement with Chevron
Brazil Footprint Acquired
2011 Brazil Growth Expansion
Strategic Agreements Saudi Aramco & Shell

 


 

()
Industrial Process Aftermarket Innovation
Total Cost of Ownership
Plant Performance Services
Monitoring
& Controls
Initial Cost Only 10% of
Life-Time of Equipment
Energy Performance Services
Upgrade Engineering
ProActivity
PumpSmart iAlert
ProSmart

 


 

()
Industrial Process Recap
Competitive Advantages
Goulds Pumps Brand & Reputation
Broad Portfolio of Process Pumps
Strong North America Core Base
Global Footprint Value Opportunities
Trusted Partner with Customers Creation Oil & Gas in Emerging Markets
Mining to Support Emerging Markets
Aftermarket Expansion
Focus on Total Cost of Ownership Through Innovation

 


 

()
Motion Technologies
Andrew Jones

 


 

()
Motion Technologies Overview
Competitive Advantages
Material Science Expertise
Strong Brand Recognition
Efficient Production Capability
45% Aftermarket Revenue
Low Cost Region Footprint
Reputation for Quality

 


 

()
Motion Technologies Repeatable Growth Model
Value Creation
Long-Term OEM Production Platform Wins
High-Margin OES & Aftermarket for Each Platform
Reputation & Performance Pave Way for New Platform Wins

 


 

()
Motion Technologies Strategic Growth
Private Transportation
Global Expansion
Drive Technology & Innovation
Expand in Emerging Markets
Service Global Customers in China
Drive North American Share Gains
Expand Premium Aftermarket
Leverage Global Footprint
New Product Offerings
Public Transportation
Expand Capabilities for Railway Dampers
Strategic Footprint
Czech Republic
Wuxi, China
Localized Engineering for Emerging Markets
Aftermarket Expansion

 


 

()
Motion Technologies Emerging Markets
China
Automotive — Fastest Growing Auto Market
Expand Wuxi, China Facility to Produce for Global Customers
Produce for US Export
Establish Technical Center for Local Customer Needs
Rail & Bus — Growth Driven by Urbanization
Leverage Wuxi, China Facility
Align Portfolio with High-Speed Rail
Expand Offerings to Serve Growing Metro Applications
Eastern Europe
Automotive & Rail
Czech Republic Facility to Meet Aftermarket Demand
Transfer Certain Product Lines to Capitalize on LCR Facility
Brazil
Automotive & Rail
Infrastructure Investments to Support World Games
Leverage Existing European Customer Relationships to Serve Local Market
India
Rail
Focus on Penetration of Locomotive and Metro Segments
Tremendous
Global Growth
Potential

 


 

()
Motion Technologies Strategic Account Focus
Current Platforms
Strategic Accounts Drive Global Growth
Motion Technologies Production Efficiency
Best-in-class Manufacturing Technologies Integrated Process Engineering Zero Defect – Highest Quality Policy
In-line, Automated Control Systems Ensure the Constant Quality and Reliability of Our Products
– ISO TS 16949 Automotive Quality Certification
– ISO 9001:2008 QMS Certification
– ISO 14001 Environmental Certification
– IRIS International Railway Industry Standard Qualification

 


 

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Motion Technologies Technology & Innovation
Zero-Copper Pads
Biodegradable Oils Implementation
Organic Fibers & Recycled
Material Science Heat Management & Weight Reduction for Dampening Solutions
Electric Parking Brake Material
Development Design to Cost Implementation
Design to Cost Implementation

 


 

()
Motion Technologies — Friction Technology Story
Technology Drives 4X Market Growth

 


 

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Motion Technologies Recap
Competitive Advantages
Material Science Expertise
Efficient Production Capability & Operational Excellence
Low Cost Region Footprint
Strong Brand Recognition Value Opportunities
Reputation for Quality Creation Global Strategic
Process and Product Customers in China Innovation Aftermarket Expansion
Penetrate US Market
Leverage LCR Footprint
Global Platform Wins

 


 

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Interconnect
Solutions
William Taylor

 


 

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Interconnect Solutions Overview
Competitive Advantages
Strong Cannon Brand
Engineering Capability to Configure Technology Building Blocks into Customer Solutions
Broad Product Portfolio
Global Manufacturing Footprint

 


 

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Interconnect Solutions Repeatable Growth Model
Value Creation
Ability to Nimbly Develop Harsh Environment Solutions
New Long-Term Production Platform Wins
Reputation & Performance Pave Way for New Platform Wins

 


 

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Interconnect Solutions Growth Drivers
Macro Trend Alignment Innovation & Technology
Growing Population +13% CAGR in New Product Revenue
Aging Infrastructure Geographic Expansion
Energy Creation & Efficiency +19% CAGR in Emerging Markets

 


 

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Interconnect Solutions Strategic Growth
Extend Harsh Environment Leadership
Expand Portfolio & Platform Capabilities
Further Penetrate Oil & Gas
Leverage Leading Brands
Significant Emerging Market Expansion Opportunities
Target Specialized Connector Applications
Handheld Market Expansion
Leverage Relationships to Better Understand Design Requirements
Drive Innovation
Optimize Cost Structure
Selective Vertical Integration
Increase Localized Assembly
Increase Emerging Market Manufacturing

 


 

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Interconnect Solutions Emerging Market Growth
China
Rail, Handheld Medical and General Industrial Markets
Leverage Established World-Class Shenzhen Facility
Expand Local Engineering and Technical Expertise
Middle East Oil & Gas
Leverage Existing Robust Distribution Network
Leverage Footprint
Partner with IP to Leverage Customer Relationships
Brazil
Oil & Gas, Aerospace & Rail
Partner with Other Businesses to Leverage Customer Relationships
Expand Product Portfolio for Localization
Leverage Mexico Facility

 


 

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Interconnect Solutions Innovation & Technology
Composite Materials Plating Chemistry Coupling Mechanisms
Contact Geometry Sealing Filtering
Driving Core Strengths into Key Vertical Markets 5

 


 

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Interconnect Solutions – Electric Vehicle Story
EV Initiative Begins ICS Develops ICS to Develop 2nd Generation
Identified Attractive Growth USA Standard Coupler – Lower cost & Segment Charge Coupler improved ergonomics
Manufacturing in ICS Qualified at
Shenzhen,China 75Amps for high power charging
ICS to Launch Euro & Launch China Spec Charge Customers in Couplers IEC & GB NA & Europe ICS Develops High Large Order Efficiency Power (HEP) obtained from Contact Technology AeroVironment

 


 

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Interconnect Solutions Recap
Competitive Advantages
Extensive Technology Portfolio and Broad Product Base
Macro Trend Driven
Growth Opportunities
Premier Brands Value
Significant Emerging
Global Engineering and Creation Market Opportunities Manufacturing Footprint
Expand Harsh Environment Portfolio
Platform Build-Out Utilizing Standard Designs
Cost Structure Optimization

 


 

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Control Technologies
Munish Nanda

 


 

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Control Technologies Overview
Competitive Advantages
Market Leading Technologies
Application Engineering Expertise
30% Aftermarket Revenue
Strong Global Relationships
Extensive Portfolio of Qualified Products
Mission Critical Applications Throughout Product Life-Cycle

 


 

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Control Technologies Repeatable Growth Model
Value Creation
Differentiated Engineering Drives New Wins
New OEM Long-Term Production
Wins for Entire Product Life-Cycle
Long-Term Aftermarket Produces High-Margins

 


 

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Control Technologies Growth Drivers
Emerging Market Macro Trend Alignment Aftermarket Expansion
Increased Air Travel Aerospace
Growing Population Energy Absorption
Large-Scale Urbanization
Energy Efficiency

 


 

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Control Technologies Strategic Growth
Expand Aerospace Leadership
Actively Grow Aftermarket
Invest in Technologies & Innovation to Win Next Generation Applications
Smart Actuation
Noise Systems Engineering
Leverage Customer & Platform Relationships
Grow with Customer Base Serving Emerging Markets
Drive Energy Absorption & Controls
Target Selective Markets & Applications
Energy, Medical, Automation
Expand in Emerging Markets
Leverage Custom Application Capabilities

 


 

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Control Technologies Emerging Market Growth
China
Aerospace & Energy Absorption
Leverage Wuxi Facility for Localized Products
Leverage Distribution Network
Further Expand Relationship with COMAC (Aero)
India
Power Generation & Energy Absorption
Leverage Expanded Distribution Network
Localized Engineering for Alternate Energy and Industrial Shocks
Increase Front-End and Local Production
Brazil
Aerospace & Power Generation
Further Expand Relationship with Embraer
Leverage ITT Brand and Global Footprint

 


 

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Control Technologies Technology & Innovation
Industrial Aerospace
Leverage Standard Platforms for Smart Actuation Platforms Customized Solutions
Light-Weight Materials
Localize Products & Components
Plug & Play Technology Next-Gen Seat Actuation System
Web-Based Product Configurator Noise Isolation
ECO Technology

 


 

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Control Technologies Industrial Energy
Absorption Growth Story
Highly Engineered Solutions

 


 

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Control Technologies Noise Isolation
Growth Story
Proprietary, Market Leading Solutions

 


 

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Control Technologies Aerospace Industry Profile
Airlines
Airframers
Tier 1
Systems Suppliers
Subsystem
Components Suppliers
Component Suppliers

 


 

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Control Technologies Recap
Competitive Advantages
Market Leading Technologies
Application Engineering Expertise
Strong Global Relationships
Extensive Portfolio of Qualified
Products Value
Strong Aerospace Aftermarket Opportunities
Mission Critical Applications Creation Further Penetrate Throughout Product Life-Cycle Emerging Markets
Extend Leadership in Aerospace & Energy Absorption
Expand Aftermarket Offerings

 


 

()
1. Introducing The New ITT
Profitable Growth Drivers
Repeatable Growth Model
2. Operating Segments
3. Financial Overview
4. Closing Remarks and Q&A

 


 

()
Financial Overview
Thomas Scalera

 


 

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Repeatable Finance Model
Sustainable
Value Creation

 


 

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Financial Overview
ITT Management System
Data Driven Decision Making
Focused Enterprise Risk Management
Liquidity and Cash Management
Maintain Investment Grade
Strong Balance Sheet
4-Year $500 Million Revolver
Dividend Policy In-Line with Growth-Oriented Peers
Differentiated Investments
Disciplined Organic Growth Investments
Focused Acquisitions in $15M-$50M Revenue Range
Disciplined
Financial
Leadership

 


 

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Revenue Growth
~5% Total Revenue CAGR (‘07-’11) Significant Emerging Market Growth
+9% YTD 6/30/2011 Organic Growth Enduring Demand Drivers
Premier Revenue Performance Balanced Cyclicality

 


 

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Segment Operating Income
Focused Deployment of Operational Excellence ITT Management System
Leverage Low Cost Region Footprint
Premier Customer Experience
Cost Revolution
Value Based Commercial Excellence

 


 

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Operating EBITDA
Focused Working Capital Management Improved Velocity of Value Creation
Leveraging World Class Shared Services Disciplined Investments

 


 

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Net Asbestos Financial Overview
Balance Sheet
9/30/2011 Gross Liability $1,659 Asset $ (952)
Net Liability $707
Preliminary After-Tax Financial Impacts**
YTD 2008 2009 2010 2011 Net-Asbestos Provision $9 $17 $34 $30 Net-Asbestos Remeasurement — 131 205 25 Total Net Asbestos Expense $9 $148 $239 $55 Net-Asbestos Cash Outflows $8 $4 $ — N/A
*Projected, Average, Annual, Net, After-tax Cash Outflows
**After-Tax Expense from Continuing Operations
N/A – Not available as of the date of this presentation
$15M* Avg. Annual Outflows Over Next 5 Years
$30M* Avg. Annual Outflows Over Subsequent 5 Years
($19M — $47M Annual Range)
10-Year Undiscounted Net Liability Projection
Enterprise Risk Management Focus
For non-GAAP reconciliations, refer to appendix and www.itt.com/ir.

 


 

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Long-Term Capital Deployment
Strategic Fit
Sustainable Value Creation
Close to Core & Defensible Niches
Geographic Expansion
Key Technologies
Value Creation
Financial Criteria
Strong ROIC
Reasonable Payback Period
Returns > Risk Adjusted Cost of Capital
EVA + Positive in 3 to 4 Years
Disciplined Deployment Strategy

 


 

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Differentiated Future Investments
Emerging Markets
China Auto R&D
China Auto Production
Aftermarket Capture
Czech Republic Expansion Auto & Rail
Energy & Mining
Korea Expansion
Saudi and Brazil Footprint
Productivity
Connector Component In-sourcing
Aerospace
Localized Emerging Market Components & Capabilities
Connector Platforms
Auto & Transportation
Friction Material Formulation
General Industrial
Specialized Medical Connectors
Energy & Mining
Customized Oil & Gas Solutions
Oil & Gas and Mining Product Development
Investing in Long-Term Growth

 


 

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M&A Strategy
Criteria
Meets Financial Criteria
Accretive to EPS in First Year
Close-to-Core & Defensible Niches
Geographic Expansion
Fills Technology Gaps
Target Revenues $15M-$50M
Team Capabilities
+$10B in Successful Deals
16 Years = Average Experience
Proven Integration Plans
Execution Track Record in Emerging and Developed Markets
Focus Areas
Oil & Gas and Power Geographic Expansion
Emerging Market Expansion
Harsh Environment Connector Technology
Selective Aerospace Components
Energy Absorption
Aftermarket Capabilities
Selective Rail
JV’s & Alliances
Several Close-to-Core Opportunities

 


 

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Premier Metric Targets
Long-Term Financial Metrics
Organic Revenue Growth of 5 to 7%
Annual Operating EBIT Margin Growth of 50 to 70 bps
Free Cash Flow Conversion >105%
EPS Growth of 10 to 15%
Sustainable
Value
Creation

 


 

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Financial Recap
Leverage Proven Management System & Team
Maintain Strong Corporate Governance Practices & Processes
Active Risk Management
Effective Separation of Integrated Activities
Target Margin Expansion and Cash Flow Generation
Differentiated Organic Investments
Focused M&A in Fragmented Markets

 


 

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1. Introducing The New ITT
Profitable Growth Drivers
Repeatable Growth Model
2. Operating Segments
3. Financial Overview
4. Closing Remarks and Q&A

 


 

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Appendix
Leadership, Experience and Vision
Denise Ramos – CEO and President
Denise joined ITT in 2007 from Furniture Brands. She brings a broad range of financial experience, having held executive positions in the consumer and oil industries. In her current role as CFO, she is responsible for all aspects of financial management and reporting for ITT’s global operations.
Aris Chicles – Strategy
Aris joined ITT in 2006 from American Standard as the company’s first director of corporate strategy. Calling on a
20-year career in the field, he has overseen a series of strategic acquisitions and divestitures that has better positioned ITT’s business portfolio for growth.
Burt Fealing – General Counsel & Corporate Secretary
Burt joined ITT as Corporate Secretary in January 2010 from SUPERVALU INC. He previously held numerous leadership and GC roles at Verizon Communications, advising on corporate and securities issues as well as regulatory compliance and restructuring.
Andrew Jones – Interim President Motion Tech
Andrew joined the company in 1985 and assumed his most recent role leading MT’s public transportation business in 2009. He previously led the ICS business in Europe and Asia and managed marketing, sales, business development and operations across a number of ITT businesses.
Munish Nanda – President Control Tech
Munish joined ITT in 2008, and most recently served as Vice President of Operational Excellence and Global Supply Chain for the Fluid and Motion Control Group. He previously held operating leadership positions with Thermo Fisher Scientific Corporation and Honeywell.
Robert Pagano – President Industrial Process
Bob joined ITT in 1997 as VP Finance & Group Controller after the acquisition of Goulds Pumps. Bob became President of Industrial Products in 2002 to restructure the business for growth and in 2004 was appointed ITT Corporate Controller and later VP of Finance. In 2009, he returned to assume leadership of an expanded ITT Industrial Process business.
Thomas Scalera – CFO
Tom joined ITT in 2006, as Director of Financial
Planning and Analysis and later led the IR team and was promoted to Vice President. He has held senior financial roles with Dover Corporation, R.R. Donnelley, and PricewaterhouseCoopers, LLP.
William Taylor – President Interconnect Solutions
Bill joined ITT in January 2003 from Delta companies where he was President. Prior to his current leadership of ICS, he led the Industrial Process business and ITT China. Earlier in his career he held quality assurance, strategic planning, and marketing roles with Sundyne Corporation, a division of Hamilton Sundstrand.

 


 

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Key Performance Indicators and Non-GAAP Measures
Management reviews key performance metrics including sales and revenues, segment operating income and margins, earnings per share, orders growth, and backlog, among others, in connection with managing the business. In addition, we consider the following non-GAAP measures to be key performance indicators:
Pro Forma Revenues are defined as reported GAAP revenues adjusted for the benefit of certain historical transactions between ITT and Exelis and Xylem that were previously eliminated in consolidation.
Organic Sales are defined as reported GAAP sales and revenues excluding the impact of foreign currency fluctuations and contributions from acquisitions and divestitures (for the first 12 months). Divestitures include sales of insignificant portions of our business that did not meet the criteria for classification as a discontinued operation. The Company believes that Pro Forma Revenues and Organic Sales provide useful measures of the operation’s underlying revenue performance after adjusting for historical revenues to Exelis and Xylem, foreign exchange, acquisitions and divestitures that may impact comparability. The Company utilizes Organic Sales and Pro Forma Revenues to measure, evaluate and manage the Company’s revenue performance. The Company’s definition of Pro Forma Revenue and Organic Sales may not be comparable to similar measures utilized by other companies.
Adjusted Segment Operating Income and Adjusted Segment Operating Margin are defined as GAAP Segment Operating Income and Operating Margin, adjusted for Special items and pro forma adjustments. Special items represent significant charges or credits that impact current results, but may not be related to the Company’s ongoing operations and performance. Pro forma adjustments reflect the benefit of certain historical transactions between ITT and Exelis and Xylem that previously eliminated in consolidation.
Adjusted Free Cash Flow is defined as GAAP Net Cash Flow — Operating Activities less Capital Expenditures and other Special Items. Free Cash Flow should not be considered a substitute for income or cash flow data prepared in accordance with GAAP. The Company’s definition of Free Cash Flow may not be comparable to similar measures utilized by other companies. Management believes that Free Cash Flow is an important measure of performance and it is utilized as one measure of the Company’s ability to generate cash. Note that due to other financial obligations and commitments, the entire Free Cash Flow amount may not be available for discretionary purposes.
Operating EBIT and Operating EBIT Margin are defined as operating income and margin, adjusted for special items that may include, but are not limited to, non-operating items, and transformation costs, and pro forma adjustments. Special items represent significant charges or credits that impact current results, but may not be related to the Company’s ongoing operations and performance. Pro forma adjustments relate to certain historical transactions between ITT and Exelis and Xylem that previously eliminated in consolidation.
EBITDA and EBITDA Margin are defined as operating income and margin before depreciation, amortization and stock based compensation, adjusted for special items that may include, but are not limited to, non-operating items, and transformation costs, and pro forma adjustments. Special items represent significant charges or credits that impact current results, but may not be related to the Company’s ongoing operations and performance. Pro forma adjustments relate to certain historical transactions between ITT and Exelis and Xylem that previously eliminated in consolidation..
Management believes that the above metrics are useful to investors evaluating our operating performance for the periods presented, and provide a tool for evaluating our ongoing operations and our management of assets held from period to period. These metrics, however, are not a measure of financial performance under GAAP and should not be considered a substitute for sales and revenue growth (decline), or cash flows from operating, investing and financing activities as determined in accordance with GAAP and may not be comparable to similarly titled measures reported by other companies.

 


 

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New ITT Co Non-GAAP Reconciliation Pro Forma Revenue vs. Organic Revenue Full Year 2007-2010
(unaudited)
($ Millions) (Pro Forma Revenue) (As Adjusted — Organic)
(A) (B) (C) (D) (E) = B+C+D (F) = E / A Acquisition / Revenue Revenue % Change Divestitures FX Contribution Change % Change 2010 12M 2010 12M 2009 2010 vs. 2009 2010 vs. 2009 12M 2010 12M 2010 Adj. 10 vs. 09 Adj. 10 vs. 09
New ITT Co 1,924 1,788 136 8% (4) 19 151 8%
Industrial Process 694 719 (25) -3% (5) (9) (39) -5% Motion Technologies 548 491 57 12% 0 25 82 17% Interconnect Solutions 413 341 72 21% 0 3 75 22% Control Technologies 275 243 32 13% 1 0 33 14%
Acquisition /
Revenue Revenue % Change Divestitures FX Contribution Change % Change 2009 12M 2009 12M 2008 2009 vs. 2008 2009 vs. 2008 12M 2009 12M 2009 Adj. 09 vs. 08 Adj. 09 vs. 08
New ITT Co 1,788 2,151 (363) -17% 19 54 (290) -14%
Industrial Process 719 816 (97) -12% 0 16 (81) -10% Motion Technologies 491 562 (71) -13% 0 30 (41) -7% Interconnect Solutions 341 453 (112) -25% 0 6 (106) -23% Control Technologies 243 322 (79) -25% 19 1 (59) -18%
Acquisition /
Revenue Revenue % Change Divestitures FX Contribution Change % Change 2008 12M 2008 12M 2007 2008 vs. 2007 2008 vs. 2007 12M 2008 12M 2008 Adj. 08 vs. 07 Adj. 08 vs. 07
New ITT Co 2,151 1,785 366 21% (149) (58) 159 9%
Industrial Process 816 704 112 16% 0 (9) 103 15% Motion Technologies 562 495 67 14% 0 (37) 30 6% Interconnect Solutions 453 426 27 6% 0 (12) 15 4% Control Technologies 322 160 162 101% (149) (1) 12 8%
Acquisition /
Revenue Revenue % Change Divestitures FX Contribution Change % Change 2007 12M 2007 12M 2006 2007 vs. 2006 2007 vs. 2006 12M 2007 12M 2007 Adj. 07 vs. 06 Adj. 07 vs. 06
New ITT Co 1,785 1,464 321 22% (62) (40) 219 15%
Industrial Process 704 596 108 18% 0 (4) 104 17% Motion Technologies 495 406 89 22% 0 (27) 62 15% Interconnect Solutions 426 380 46 12% 0 (11) 35 9% Control Technologies 160 83 77 93% (62) 1 16 19%
* Unaudited pro forma derived from previously reported Reg-G organic revenue schedules that supported the applicable investor relations earnings slides.

 


 

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New ITTCo Non-GAAP Reconciliation
Pro Forma Revenue and Adjusted Segment Operating Income and Margin Full Year 2007 — 2010 / YTD Q2 2011
($ Millions — Unaudited)
YTD Q2 2007 2008 2009 2010 2011 Revenue
Total Segment Revenues $1,785 $2,153 $1,794 $1,930 $1,095 Less: Intercompany Eliminations (17) (21) (24) (22) (9) Consolidated Revenue — GAAP $1,768 $2,132 $1,770 $1,908 $1,086
Adjustments
Pro Forma (a) 17 19 18 16 6
Pro Forma Consolidated Revenue $1,785 $2,151 $1,788 $1,924 $1,092
Segment Operating Income
GAAP $255 $281 $171 $230 $156
Adjustments
Restructuring and Realignment 11 44 48 4 2 Pro Forma (a) — 7 6 5 2 Total Adjustments $11 $51 $54 $9 $4
Adjusted Segment Operating Income $266 $332 $225 $239 $160
Adjusted Segment Operating Margin 14.9% 15.4% 12.6% 12.4% 14.7%
Note:
(a) Pro forma amounts reflect the benefit of transactions between ITT and Exelis and Xylem that previously eliminated in consolidation.

 


 

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Non-GAAP Reconciliation
Adjusted Segment Operating Income to Operating EBIT Full Year 2007 - 2010 / Q2 YTD 2011
($ Millions — Unaudited)
2007 2008 2009 2010 2011 Total Adjusted Segment Operating Income $266 $332 $225 $239 $160
Less Corporate Costs after Adjustments (a):
Corporate G&A 37 45 55 36 19 Corporate Restructuring & Realignment — (4) — - -Information System Initiatives (b) — - (1) (4) (4) Other Expense / (Income) 10 16 2 — 9 Total Corporate Costs $ 47 $57 $56 $32 $24
Operating EBIT $219 $275 $169 $207 $136
Operating EBIT Margin 12.3% 12.8% 9.5% 10.8% 12.5%
Notes:
(a) Corporate costs exclude the following:
Information System Initiatives (b) $ — $ — $ — $ — $55 Asbestos Remeasurement (c) $ — $ — $ 210 $330 $ -Asbestos Provision (d) $14 $14 $28 $55 $32
(b) Information System initiatives which were terminated as a result of the Transformation. (c) Effect of annual asbestos reassessment.
(d) 2007 & 2008 reflects adjustment related to pending claims. 2009, 2010 and YTD 2011 reflect effect of maintaining rolling 10- year net asbestos liability.

 


 

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Non-GAAP Reconciliation
Operating EBIT, Operating EBITDA and Margin Full Year 2007 — 2010 / Q2 YTD 2011
($ Millions — Unaudited)
YTD Q2 2007 2008 2009 2010 2011 Operating Income
GAAP $194 $206 $ (124) $ (191) $41
Adjustments
Restructuring and Realignment $11 $48 $48 $4 $2 Pro Forma (a) — 7 6 5 2 Information System Initiatives (b) — - 1 4 59
Asbestos Remeasurement (c) — - 210 330 -Asbestos Provision (d) 14 14 28 55 32 Total Asbestos Expense $14 $14 $238 $385 $32
Total Adjustments $25 $69 $293 $398 $95
Operating EBIT $219 $275 $169 $207 $136
Depreciation $57 $54 $52 $28 N/A
Amortization and Stock Based Compensation 18 25 27 9
Operating EBITDA N/A $350 $248 $286 $173
Operating EBITDA Margin N/A 16.2% 13.9% 14.9% 15.8%
Notes:
(a) Pro forma amounts reflect the benefit of transactions between ITT and Exelis and Xylem that previously eliminated in consolidation.
(b) Information System initiatives which were terminated as a result of the spinoffs.
(c) Effect of annual asbestos reassessment.
(d) 2007 & 2008 reflects adjustment related to pending claims. 2009, 2010 and YTD 2011 reflect effect of maintaining rolling 10- year net asbestos liability.
N/A — Not available as of the date of this presentation.

 


 

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New ITTCo Non-GAAP Reconciliation
Adjusted Segment Operating Income and Margin Full Year 2007 — 2010 / YTD Q2 2011
($ Millions — Unaudited)
YTD Q2 2007 2008 2009 2010 2011 Industrial Process Operating Income
GAAP Operating Income $102 $114 $72 $79 $51
Adjustments
Restucturing and Realignment 2 19 16 1 -Pro Forma (a) — 4 4 3 1 Total Adjustments $2 $23 $ 20 $4 $1
Adjusted Operating Income $104 $137 $92 $83 $52
Adjusted Operating Margin 14.8% 16.7% 12.8% 11.9% 14.2%
Motion Technologies Operating Income
GAAP Operating Income $84 $82 $48 $85 $49
Adjustments
Restucturing and Realignment 2 8 22 — -Pro Forma (a) — - — - -Total Adjustments $2 $8 $22 $ - $ -
Adjusted Operating Income $86 $90 $70 $85 $49
Adjusted Operating Margin 17.4% 16.0% 14.3% 15.5% 14.1%
Note:
(a) Pro forma amounts reflect the benefit of transactions between ITT and ITT Exelis and Xylem that previously eliminated in consolidation.

 


 

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New ITTCo Non-GAAP Reconciliation
Adjusted Segment Operating Income and Margin Full Year 2007 - 2010 / YTD Q2 2011
($ Millions — Unaudited)
2007 2008 2009 2010 2011 Interconnect Solutions Operating Income
GAAP Operating Income $34 $42 $19 $37 $27
Adjustments
Restucturing and Realignment 7 8 7 1 -Pro Forma (a) — 3 2 2 1 Total Adjustments $7 $11 $9 $ 3 $1
Adjusted Operating Income $41 $53 $28 $40 $28
Adjusted Operating Margin 9.6% 11.7% 8.2% 9.8% 12.8%
Control Technologies Operating Income
GAAP Operating Income $35 $43 $32 $29 $29
Adjustments
Restucturing and Realignment — 9 3 2 2 Pro Forma (a) — - — - -Total Adjustments $ — $9 $3 $ 2 $2
Adjusted Operating Income $35 $52 $35 $31 $31
Adjusted Operating Margin 21.9% 16.1% 14.4% 11.3% 19.1%
Note:
(a) Pro forma amounts reflect the benefit of transactions between ITT and ITT Exelis and Xylem that previously eliminated in consolidation.

 


 

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Asbestos — Financial Impacts on Continuing Operations Updated Through 9/30/11
($ Millions — Unaudited)
YTD Q3 2009 2010 2011*
As Reported
Net Annual Asbestos Remeasurement (a) $210 $330 $41 Net Asbestos Provision (b) 28 55 48 Total Net Asbestos Expense $238 $385 $89
Adjustm djust ent — Tax Effect
Net Annual Asbestos Remeasurement $79 $125 $16 Net Asbestos Provision 11 21 18 Total Net Asbestos Expense $90 $146 $34
After-Tax Effect
Net Annual Asbestos Remeasurement $131 $205 $25 Net Asbestos Provision 17 34 30 Total Net Asbestos Expense $148 $239 $55
* Preliminary
Notes:
(a) Effect of annual asbestos reassessment.
(b) Reflects effect of maintaining rolling 10- year net asbestos liability.

 


 

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exv99w2
Exhibit 99.2
     
(ITT LOGO)
  ITT Corporation
1133 Westchester Ave.
White Plains, NY 10604
tel 914-641-2000
Investors:
Thomas Scalera
914-641-2030
thomas.scalera@itt.com
Media:
Jenny Schiavone
914-641-2160
jennifer.schiavone@itt.com
ITT announces board members for Xylem and ITT Exelis
WHITE PLAINS, N.Y., October 12, 2011 — ITT Corporation (NYSE: ITT) today announced the members of the boards of directors for Xylem Inc. (NYSE: XYL) and Exelis Inc. (NYSE: XLS), which will also be known as ITT Exelis, the two new publicly traded companies that will result from the previously announced separation of ITT, expected to occur on October 31, 2011. To comply with certain laws and regulations, including New York Stock Exchange rules, Xylem and ITT Exelis will each appoint an independent director today.
Steve Loranger, chairman, president and chief executive officer of ITT said, “We are thrilled to have such strong and talented boards of directors to oversee ITT, Xylem and ITT Exelis. Each company will be led by experienced professionals from diverse backgrounds with proven track records of execution. We are confident that under their leadership all three companies will be well-positioned to drive growth and deliver significant value to all of our shareholders.”
Xylem
Xylem is expected to have a board that includes the following directors:
  §   Curtis R. Crawford, president and chief executive officer, XCEO, Inc., and an ITT Director since 1996
 
  §   John J. Hamre, Ph.D., president and chief executive officer, Center for Strategic & International Studies, and an ITT Director since 2000
 
  §   Victoria D. Harker, chief financial officer and president of global business services, AES Corporation
 
  §   Sten E. Jakobsson, former president and chief executive officer, ABB Sweden
 
  §   Steven R. Loranger, who will become chairman emeritus of Xylem effective upon the completion of the spinoffs and who is currently chairman, president and chief executive officer of ITT. Mr. Loranger has been an ITT director since 2004
 
  §   Edward J. Ludwig, chairman and former chief executive officer, Beckton, Dickinson and Company

 


 

  §   Gretchen W. McClain, who will serve as chief executive officer and president of Xylem and who is currently a senior vice president of ITT and president, ITT Fluid and Motion Control
 
  §   Surya N. Mohapatra, Ph.D., chairman, president and chief executive officer, Quest Diagnostics Incorporated, and an ITT Director since 2008
 
  §   Markos I. Tambakeras, who will become chairman of Xylem effective upon the completion of the spinoff and who is formerly the chairman, president and chief executive officer, Kennametal, Inc. Mr. Tambakeras has been an ITT director since 2001
Each of the directors has been appointed to take such position effective immediately upon completion of the spinoff, with the exception of McClain, who is currently on the board and Crawford, who will become a director after market close on October 12.
ITT Exelis
ITT Exelis is expected to have a board that includes the following directors:
    Herman E. Bulls, founder and chief executive officer of the public institutions group at Jones Lang LaSalle
 
    Christina A. Gold, former chief executive officer, The Western Union Company, and an ITT director since 1997
 
    Ralph F. Hake, who will become chairman of ITT Exelis effective upon the completion of the spinoff and who is formerly the chairman and chief executive officer, Maytag Corporation, and an ITT director since 2002
 
    John J. Hamre, Ph.D., president and chief executive officer, Center for Strategic & International Studies, and an ITT Director since 2000
 
    Paul J. Kern, senior counselor of The Cohen Group, and an ITT director since 2008
 
    Steven R. Loranger, who is currently chairman, president and chief executive officer of ITT, and an ITT director since 2004
 
    David F. Melcher, who will serve as chief executive officer and president of ITT Exelis and who is currently a senior vice president of ITT and president of ITT Defense and Information Solutions
 
    Patrick J. Moore, former chief executive officer, and previously the chairman and chief executive officer, of Smurfit-Stone Container Corporation and current president and chief executive officer of PJM Advisors LLC
 
    Mark L. Reuss, president of General Motors, North America
 
    Billie I. Williamson, Americas inclusiveness officer and an audit partner with Ernst & Young
 
    R. David Yost, former chief executive officer of AmerisourceBergen Corporation
Bulls, Moore, Reuss and Yost have agreed to serve as directors of ITT Exelis and are expected to be appointed shortly after the spinoff. Williamson has agreed to serve as a director of ITT Exelis and is expected to join the ITT Exelis board following her planned retirement from Ernst & Young in December. The remaining directors have been appointed to take such position effective immediately upon completion of the spinoff, with the exception of Melcher, who is currently on the board and Gold, who will become a director after market close on October 12.

 


 

New ITT
The board of directors of ITT’s core industrial business that is continuing under the ITT name was previously announced on October 5, 2011, and will include the following directors:
  §   G. Peter D’Aloia, former senior vice president and chief financial officer, American Standard Companies, Inc., who will become an ITT director effective upon completion of the spinoffs
 
  §   Donald DeFosset, Jr., former chairman, James Hardie Industries N.V., who will become an ITT director effective upon completion of the spinoffs
 
  §   Christina A. Gold, former chief executive officer, The Western Union Company, and an ITT director since 1997
 
  §   Paul J. Kern, senior counselor of The Cohen Group, and an ITT director since 2008
 
  §   Frank T. MacInnis, chairman of the ITT board, former chief executive officer, EMCOR Group, Inc., and an ITT director since 2001
 
  §   Denise L. Ramos, who will serve as ITT’s chief executive officer and president and who is currently ITT’s chief financial officer
 
  §   Linda S. Sanford, senior vice president, Enterprise Transformation, IBM, and an ITT director since 1998
 
  §   Markos I. Tambakeras, former chairman, president and chief executive officer, Kennametal, Inc., and an ITT director since 2001
For further information about the board of directors of each company, please see the ITT transformation website at www.itt.com/transformation.
Forward-Looking and Cautionary Statements
Certain material presented herein includes forward-looking statements intended to qualify for the safe harbor from liability established by the Private Securities Litigation Reform Act of 1995. These forward-looking statements include, but are not limited to, statements about the separation of ITT Corporation (the “Company”) into three independent publicly-traded companies (the “companies”), the terms and the effect of the separation, the nature and impact of such a separation, capitalization of the companies, future strategic plans and other statements that describe the companies’ business strategy, outlook, objectives, plans, intentions or goals, and any discussion of future operating or financial performance. Whenever used, words such as “anticipate,” “estimate,” “expect,” “project,” “intend,” “plan,” “believe,” “target” and other terms of similar meaning are intended to identify such forward-looking statements. Forward-looking statements are uncertain and to some extent unpredictable, 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. Factors that could cause results to differ materially from those anticipated include, but are not limited to: economic, political and social conditions in the countries in which we conduct our businesses; changes in U.S. or International government defense budgets; decline in consumer spending; sales and revenues mix and pricing levels; availability of adequate labor, commodities, supplies and raw materials; interest and foreign currency exchange rate fluctuations and changes in local government regulations; competition, industry capacity and production rates; ability of third parties, including our commercial partners, counterparties, financial institutions and insurers, to comply with their commitments to us; our ability to borrow or to refinance our existing

 


 

indebtedness and availability of liquidity sufficient to meet our needs; changes in the value of goodwill or intangible assets; our ability to achieve stated synergies or cost savings from acquisitions or divestitures; the number of personal injury claims filed against the companies or the degree of liability; uncertainties with respect to our estimation of asbestos liability exposures, third-party recoveries and net cash flow; our ability to effect restructuring and cost reduction programs and realize savings from such actions; government regulations and compliance therewith, including Dodd-Frank legislation; changes in technology; intellectual property matters; governmental investigations; potential future employee benefit plan contributions and other employment and pension matters; contingencies related to actual or alleged environmental contamination, claims and concerns; changes in generally accepted accounting principles; and other factors set forth in our Annual Report on Form 10-K for the fiscal year ended December 31, 2010 and our other filings with the Securities and Exchange Commission. In addition, there are risks and uncertainties relating to the spinoffs of ITT Exelis and Xylem, including the timing and certainty of the completion of those transactions, whether those transactions will result in any tax liability, the operational and financial profile of ITT or any of its businesses after giving effect to the spinoff transactions, and the ability of each business to operate as an independent entity.
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