1. 2009 guidance presentation
where a sound approach meets new challenges
h d h t h ll
global infrastructure x process equipment x diagnostic tools
1
January 21, 2009 1

2. Introductions
Chris Kearney Chairman, President and Chief Executive Officer
Patrick O’Leary
O Leary EVP and Chief Financial Officer
Jeremy S lt
J Smeltser VP of Finance
f Fi
Ryan Taylor Manager of Investor Relations
2

3. Forward-Looking Statements
Certain statements contained in this presentation that are not historical facts, including any statements as to future
market conditions, results of operations and financial projections, are forward-looking statements and are thus
prospective. These forward-looking statements are subject to risks, uncertainties and other factors which could
cause actual results to differ materially from future results expressed or implied by such forward-looking statements.
Particular risks facing SPX include economic, business and other risks stemming from changes in the economy, our
international operations, legal and regulatory risks, cost of raw materials, pricing pressures, pension funding
requirements, and integration of acquisitions. More information regarding such risks can be found in SPX’s SEC
filings.
Except as specifically noted otherwise, the fiscal year 2008 financial data are the estimates presented by SPX on
October 29, 2008, and are presented here only for comparison purposes. SPX’s inclusion of earlier estimates in the
presentation is not an update, confirmation, affirmation, or disavowal of the estimates. In keeping with its past
practice, SPX will only disclose actual fiscal year 2008 and fourth quarter numbers in its fourth quarter earnings
release, expected to be issued on February 25, 2009.
Although SPX believes that the expectations reflected in its forward-looking statements are reasonable, it can give
no assurance that such expectations will prove to be correct. In addition, estimates of future operating results are
based on the company’s current complement of businesses, which is subject to change.
Statements in this presentation are only as of the time made and SPX does not intend to update any statements
made,
made in this presentation except as required by regulatory authorities.
This presentation includes non-GAAP financial measures. A copy of this presentation, including a reconciliation of
the non-GAAP financial measures with the most comparable measures calculated and presented in accordance with
GAAP,
GAAP is available on our website at www spx com
www.spx.com.
3

4. Agenda
1) SPX Overview and 2009 Guidance
2) Update on Key End Markets
3) Update on Financial Reporting Segments
4) 2009 Full Year and Q1 Financial Targets
5) Capital Structure and Liquidity
6) Summary and Questions
4

5. SPX Overview
global infrastructure x process equipment x diagnostic tools
COMPANY CONFIDENTIAL

6. Strategic Transformation
9 Pl tf
Platforms i 2004…
in 2004
Fluid Systems
Fundamental Long-Term
Service
Specialty
Solutions
Engineered
Market Drivers
Products
Growing world population
Power
Systems Cooling
Broadcast
Advancement of developing
Ad t fd li
Lab d Lif
L b and Life
Compaction
Security
Sciences
countries and emerging middle
class
…3 Core, Global End Markets in 2008E
Infrastructure
Aging Western world power
56%
HVAC /
and energy infrastructure
Other
16%
Power &
Energy
Tools &
41%
Increased electricity demand
Diagnostics
17%
Increased demand for
Food &
General
p
processed dairy, food and
y,
Beverage
Industrial
13%
%
14%
beverages
Note: 2004 data as reported and includes the discontinued revenue of EST, Kendro and Bomag
Note: Data from continuing operations; 2008E estimated as of 1/21/2009
SPX Has Undergone a Significant Transformation;
6
Long-Term Strategy is Focused on 3 Core, Global End Markets

7. Business Disposals
($ millions)
~Annual ~Gross
# of Disposals Revenue* Proceeds
From 2005 through today:
2005 7 $1,440 $2,751
– 16 total disposals
– $2.3b of revenue sold
3 $300 $123
2006 – $3.1b of gross proceeds
2 disposals in process:
3 $350 $129
2007 – Flow product line
discontinued in Q3 2008
– Industrial product line
2008 2 $160 $125 discontinued in Q4 2008
2009 1 $20 $16
*At the time of disposal
Consistent Seller of Non-Core Assets; 7
Increased Focus on 3 Core, Global End Markets

8. Capital Structure
September 29, 2008
Capital Structure
Reduced outstanding debt by
g y
$1.7b in 2005
Debt
Simplified debt structure in 2007:
39% Equity
Re-financed global credit facility in
61%
September 2007
Issued bonds in December 2007 to
finance the APV acquisition
Gross Debt to EBITDA $1.3b of total debt outstanding at
$ f
12/31/2008E
2.6x
2.2x
1.8x Required debt payments of $75m in
1.6x
1.6x
2009 and 2010
2009E available liquidity: > $1b
2004 2006 2008E*
*2008E based on EBITDA as of October 29, 2008 and December Balance Sheet
Solid Financial Position and > $1b of Available Liquidity 8

9. Disciplined Capital Allocation
Gross Debt to EBITDA Excess Capital Usage
> 2.0x Debt reduction
< 2.0x
2 0x Strategic acquisitions
Share repurchases
Target Gross Debt to EBITDA of 1.5x to 2.0x 9

10. Share Repurchases
Cumulative Dilutive Common
Share Repurchases Shares Outstanding
Total cumulative cost: $1.9b
74m
35m
32m 50m
23m
15m
2005 2005 - 2006 2005 - 2007 2005 - 2008* 12/31/2004 2009E
2005 2006 2007 2008
*As of December 18th, 2008
Repurchased ~35m Shares or 45% of the Ending 2004 Share Count;
10
Additional 3m Share Repurchase Plan Announced December 18, 2008

11. Acquisitions
Primary ~Annual
End Market Revenue*
Allocated ~$800m towards
$800m
acquisitions f
i iti from 2005 t 2008
to
Food & Beverage
~$1.1b of revenue acquired
$100m
Acquisition criteria:
Johnson Controls
$80m
European Diagnostics
Strategic to three core end
markets
$50m
Accretive to earnings within the
Tools & Diagnostics first 12 months
$25m
Generate returns above SPX’s
cost of capital within a short time
frame
$10m
*At the time of acquisition
Disciplined Acquisitions Strategic to Core End Markets 11

12. Globalization
2004 SPX Revenue 2008E SPX
by Geography Revenue by Geography
North America
North America
70%
48%
Europe
28%
Africa
ROW
2%
South
3% Asia Pacific
Europe Middle
Asia America 14%
20% East
7% 3%
5%
Note: Data from continuing operations; 2008E estimated as of January 21, 2009
Increased Global Revenue Base;
12
Greater Than 50% of Sales Outside North America

13. Backlog
12/31/2008* Backlog
Year-End Backlog by Geography
$3.4
($ billions)
Europe
$2.6
30%
Americas
38%
$
$2.0
$1.3
Asia Pacific
9%
ROW
South Africa
2%
21%
2005 2006 2007 2008*
Thermal Flow Industrial
Note: D t f
N t Data from continuing operations; Test and Measurement’s backlog is immaterial and not reported publicly
ti i ti T t dM t’ b kl i i t il d t t d bli l
*12/31/2008 backlog estimated as of January 21, 2009
21% of the Consolidated 2008 Year End Backlog is 13
Multi-Year Power Projects in South Africa

14. Backlog
Year-End Backlog Backlog Aging
$3.4
($ billions)
$2.6
2009E
66%
$
$2.0
$1.3
2010E &
Beyond
34%
2005 2006 2007 2008*
Thermal Flow Industrial
Note: D t f
N t Data from continuing operations; Test and Measurement’s backlog is immaterial and not reported publicly
ti i ti T t dM t’ b kl i i t il d t t d bli l
*12/31/2008 backlog estimated as of January 21, 2009
Starting 2009 with a Total Backlog of $3.4b;
14
Approximately 66% Expected to be Delivered in 2009

15. Operating Initiatives and Financial Results
Revenue & Segment
Income Margins
Organic
~7-8%
6% 10% 10%
Operating Initiatives: growth
~$6.0
Emerging and developing markets ($ billions)
$4.8
New product d
N d t development
l t $4.1
13.0% to
$3.7
13.2%
12.9%
Continuous Lean improvements
12.1%
Efficient supply-chain management 11.1%
IT infrastructure improvement
2005 2006 2007 2008E
Organizational and talent development
Revenue
– Segment Income Margin
Note: 2005 – 2007 data as restated in 2007 10-K; 2008E as of October 29, 2008
Strategic Transformation and Operating Initiatives 15
Have Contributed to Revenue Growth and Margin Improvement

16. SPX Today
Adjusted EPS
Global, multi-industrial provider of
$6.40 to
$6 40 t engineered solutions to three core,
$6.50
global end markets
$4.85 Annual Revenue: ~$6b
$6b
Solid financial position
$3.07
$2.62
Disciplined capital allocation
Continuous improvement culture
2005 2006 2007 2008E
$3.4b backlog
Note: As reported and adjusted for certain items; see appendix for reconciliations;
2008E as of October 29, 2008
Strategic Transformation Has SPX Well-Positioned to 16
Manage Through an Uncertain Economic Environment

17. Uncertain Economic Environment
Banking failures and consolidations
have impacted credit availability for
2008E Revenue Split
many companies
Long Cycle
40%
Global credit crisis has created an
uncertain economic environment…
…as a result, capital spending for
many companies for 2009 is
uncertain
Short Cycle
Volatile foreign
V l til f i exchange rates
h t 60%
Volatile commodity pricing
60% of SPX’s Revenue is Short Cycle;
17
Slowing Global Economy Impacting SPX’s Outlook for 2009

18. SPX Global End Markets
Organic Revenue
2008E Revenue by End Market 2009E Long-Term
Power & Energy (3%) to +1% 5%+
Infrastructure
If t t
56%
HVAC &
Other Infrastructure (5%) to flat 3% to 5%
Other
Power & 15%
Energy
Energ
Tools &
41%
Diagnostics
Tools & Diagnostics (12%) to (7%) 3% to 5%
17%
Food & Food & Beverage flat to +4% 3% to 5%
Beverage
General
13%
Industrial
14%
General Industrial (5%) to flat 3% to 5%
Total (5%) to flat 4% to 6%
Note: Data from continuing operations; 2008E estimated as of 1/21/2009
Current Economic Environment Impacting 2009 Expectations; 18
Long-Term Organic Growth Target is 4% to 6%

19. Focused Restructuring in 2009
Reporting Segment Restructuring Expectations
Flow Technology
Fl Thl APV i t
integration
ti
Cost controls in response to slower
revenue growth
Thermal Equipment & Services Rationalization of package cooling
business in China
Continued headcount reduction and
outsourcing at Guangzhou, China facility
Guangzhou
Concentration of resources in centers of
excellence in Germany, U.S., Belgium and
Hungary
Targeting $65m of Restructuring Actions in 2009; 19
2008 & 2009 Actions Expected to Reduce Global Workforce by ~10%

20. Focused Restructuring in 2009
Reporting Segment Restructuring Expectations
Test M
T t & Measurement
t U.S.
U S market rationalization
k t ti li ti
European acquisition integration
Rationalization of Chinese operations p
p post
Autoboss acquisition
Industrial Products & Services Business by business measured
response to changing environment
Targeting $65m of Restructuring Actions in 2009; 20
2008 & 2009 Actions Expected to Reduce Global Workforce by ~10%

21. 2009 Guidance
2009 Macro-Economic
2009 Guidance Assumptions
Global economic recession:
– 1% global GDP growth
Earnings Per Share:
Transformer shipments decline
$5.40 to $5.80 in 2H of 2009
Continued order decline in
U.S.
U S for vehicle repair tools
Free Cash Flow:
and diagnostics
$230m to $270m Mid-January exchange rates
Raw material costs remain
stable with existing estimates
Note: Data f
N t D t from continuing operations; see appendix f non-GAAP reconciliations
ti i ti di for GAAP ili ti
Prudent Management Through Difficult Economic Environment; 21
Maintaining Commitment to Long-Term Strategy

22. Global Power & Energy Market
global infrastructure x process equipment x diagnostic tools
22
January 21, 2009 22

23. SPX Power & Energy Technology Examples
2008E Power & Energy 2008E Power & Energy
Revenue by Market Revenue by Product
Pumps & Valves
Transmission &
Cooling
g 22%
Distribution
Systems
21%
32%
(US market only)
Power
Generation
54%
Heat
Coal
Exchangers &
Solar Crystal
Oil & Gas
Natural Gas Filters
Growers
19%
22%
Nuclear 3%
Geothermal Mining
Transformers
6%
Solar
21%
Moisture Separator Reheater Heat Exchangers Cooling Systems
Pumps and Valves
Note: Data from continuing operations; 2008E estimated as of 1/21/2009
Diverse Technology Offerings Provide Efficient Solutions for Customers
23
and Responds to Many Environmental Challenges

24. Global Energy Infrastructure Investment
Cumulative Expected Investment
in Energy Infrastructure, 2007 - 2030
Coal
3%
Gas Power
21% Generation
Power
$5.5
$5 5 50%
52%
$13.6
trillion
trillion $6.8
trillion
$6.3
trillion
$6.8
Oil
trillion
24%
Transmission/
Distribution
50%
Source: WEO 2008 Copyright OECD/IEA, 2008; Figure 2.6, page 89 , as modified by SPX Corporation
$26 Trillion Estimated to be Spent on 24
Energy Infrastructure From 2007 Through 2030

25. Investment in Power Infrastructure by Region
Cumulative Energy-Supply Infrastructure
Investment by Region, 2007 - 2030 Key Market Drivers
($ billions)
Advancement of developing
economies in Asia and South
North America
Africa
China
Europe
E. Europe / Eurasia
Aging US and Western
Middle East
European infrastructure
Africa
Developing Countries:
Latin America
63% of world total
Demand for higher efficiency
India
Developed Countries:
products
Rest of Asia
37% of world total
Developed Pacific
$0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 $4,000 $4,500 $5,000
Stricter
St i t regulatory environment
lt i t
Increasing project size
Source: WEO 2008 Copyright OECD/IEA, 2008; Table 2.4, page 88, as modified by SPX Corporation
Global Demand Fueled by Aging US and European Infrastructure
25
And New Power Capacity Expansion in Developing Regions

26. Installed Power Capacity by Region
Asia (852 GW) EMEA (746 GW)
Middle East
Australia 6%
4%
Africa
India
8% W.
W Europe
10%
45%
China
55%
E. Europe
19%
Other Asia
31%
Russia
22%
Americas (676 GW)
S. America
5%
N. America
95%
Source: Platt's Global Power Database January 2008; Limited to SPX addressable markets
Asia, EMEA and the Americas Have Significant
26
Installed Bases of Power Generation Infrastructure

27. Aging of Power Fleet
Percent of Installed Capacity (GW)
Reaching 40 Years of Age by Year
50%
45% 2007 2011 2015
40%
35%
30%
25%
20%
15%
10%
5%
0%
Americas Russia Rest of India China
EMEA
Source: Platt's Global Power Database January 2008; Limited to SPX addressable markets
The Aging of Existing Infrastructure Provides an 27
Attractive Opportunity for Retrofit and Rebuild

28. Installed Power Capacity by Major Fuel
Asia (852 GW) EMEA (746 GW)
Nuclear
10%
Nuclear Coal
25% 43%
Gas
13%
Coal
77%
Gas
32%
Americas (676 GW)
Nuclear
18%
Coal
53%
Gas
29%
Source: Platt's Global Power Database January 2008; Limited to SPX addressable markets
The Majority of Existing Capacity is Coal Based 28

29. Overview of Coal-Fired Installed Base
United States Western Europe
Coal Plants 1,580
1 580 1,190
1 190
Average Size (MW) 225 MW 185 MW
Average Age (y
g g (years)
) 34 29
Average Efficiency 35% 36%
Note: efficiency = electricity produced
energy input
Source: IEA, Platts and Alliance Bernstein
New Power Plants Operate in the 40% to 48% Efficiency Range;
29
Significant Opportunity to Improve Efficiency in the Installed Base

30. Typical Coal-Fired Power Plant
Thermal Segment
Flow Segment
Industrial Segment
30

31. New Power Plant Opportunities
1,000
1 000 MW
800 MW
Nuclear Plant
Coal Plant
($ millions)
~$150m
$160 SPX Potential Revenue Pumps & Valves
$140
~$100m
Filters
$120
~$80m
$100 Heat Exchangers
$80
Cooling Systems
$60
$40
$20
$0
Coal Coal Nuclear
(w / wet cooling)
(w / dry cooling) (wet cooling only)
Source: SPX management estimates. Actual results may vary based on project
specifications, raw material prices and competitive dynamics
Attractive Revenue Opportunities for New Power Plant Projects 31

32. Power Projects in China
SPX began selling dry cooling
systems in China in 2002
X
2 d cooling manufacturing plants:
dry li fti lt
X
– Zhangjiakou
– Tianjin
X
Awarded 8 contracts in 2008
Awarded 2 contracts YTD 2009
SPX cooling system
in Zenglan, China
In total, awarded 47 total projects
from 2002 to today:
– 32 completed
– 7 under construction
– 8 i engineering/design
in i i /d i
Steady Orders for Dry Cooling Systems in Competitive Chinese Market; 32
Average Dry Cooling Contract Size is $15m to $25m

33. Power Projects in South Africa
Current Projects
SPX awarded contracts to supply
critical components on two 4.8GW
coal-fired mega-projects:
– Medupi
– Kusile
Turbine Island
Boiler Island
Multi-year construction projects
Total l
T t l value of contracts in SPX’s
f t t i SPX’
December backlog: ~$725m
Collected cash deposits between
Air cooled condenser
Jet fabric filters 5% and 15% on each contract
d h tt
(dry cooling)*
Air preheaters
Feedwater heaters
Boiler pressure parts 2009E revenue: $50m to $60m
*Kusile contract only
South African Contracts Expected to Contribute to 33
Revenue and Earnings from 2009 through 2012

34. Kendall Power Station
Kendall Power Station
The Kendall power station’s
installed capacity is 4 116 GW
4,116
Construction by Eskom was
started in 1982 and completed in
1993, no major plants have been
added since
Cooled by SPX’s dry cooling
y y g
technology which uses
significantly less water in the
cooling process than wet cooled
p
power stations
Six of SPX’s natural draft, dry cooling towers
are used to cool the Kendall Power station
The Kendall Power Station was the Last Major Project in South Africa 34

35. Presence in South Africa
Kusile
Power Station
Established in South Africa
Medupi
Power Station
in 1970 as DB Thermal
Currently ~300k square feet
300k
of manufacturing capacity in
Nigel, South Africa
Employing local labor for
manufacturing
25.1% Black Economic
Empowerment minority
shareholder
SPX is Committed to Providing Critical Components to 35
Help South Africa Expand its Power Capacity

36. Power Project in Iceland
SPX was awarded a $100m contract in
June 2008 to provide a cold end solution
Geothermal plants require a
on 5 power plants for Orkuveita
condenser and a cooling t
d d li tower
Reykajavikur
Integration of condenser and
wet cooling tower (cold end)
offers unique value proposition
Iceland’s Svartsengi p
g power pplant
with SPX’s cold end solution
Geothermal Power is an Attractive Niche Market Opportunity 36

37. Financing for South Africa & Iceland
South Africa
Customer deposits received
Eskom has increased electricity rates
27% to fund its capital spending
program Customer commitments
remain intact
The World Bank has indicated a
commitment to loan Eskom $5b
Progress has been made on
financing
fi i
Iceland
Governmental backing
Reykjavik received a 170m Euro loan
appears firm
from a European investment bank
Financing Appears to be Secure at this Point; 37
We Will Continue to Monitor Each Situation as Projects Progress

38. Solar Opportunity
SPX designs crystal growing
technology used by solar
panel suppliers
Solar concentrator plants
require stationary heat
exchangers and cooling
towers
Emerging market opportunity
Nevada S l O i cooled b
N d Solar One is l d by
SPX cooling technologies
Solar is Another Attractive Niche Market Opportunity 38

39. Power Transformers: US Market
Customer Landscape
Power Transformer
Investor Owned Utilities:
– 200 Accounts
Public Power:
– 3,000 Accounts
Independent Power Producers (IPPs)
Industrial / Commercial:
– Automotive, Petroleum & Refining,
Chemical, Pulp & Paper, Etc.
SPX Custom-Engineers Power Transformers for the 39
Transmission and Distribution of Electricity in the United States

40. Power Transformers: US Market
Power Transformer Revenue Q4 2008 orders down 27%
from Q3
f
($ millions)
~$500
Customer sentiment
(20%) to underlying this change:
yg g
$420
(25%)
– Uncertainty regarding the
availability of capital in the
$290
current economic environment
– The cost of long-term capital
needed to fund capital projects
– Uncertainty as to what effect a
slowing economy could have
2006 2007 2008E 2009E
on electricity demand in the
near-term
Note: 2008E as of 10/29/2008
Transformer Orders Slowed During the Latter Part of 2008 40
Due to Customer Concerns Over the Cost and Availability of Capital

41. Aging US Transformers
Demand Drivers
200
180
160
Transformer GVA Installed
140
Increased Electricity Demand (1):
120
A
100
– Demand for electricity expected to
80
increase on average 1% per year
60
40
from 2006 through 2030
20
0
1964 1966 1968 1970 1972 1974 1976 1978 1980 1982 1984 1986 1988 1990 1992 1994 1996
Year
Heightened Regulatory Standards:
100%
– Energy Policy Act of 2005
90%
80%
– Electric Reliability Organization
Hazard Function
70%
60%
50%
40%
30%
Aging Infrastructure:
Ai If t t
20%
10%
– Average transformer age is 25 years
0%
2
8
14
20
26
32
38
44
50
56
62
68
74
or greater
Age
Source: Hartford Steam Boiler
(1) WEO 2008 Copyright OECD/IEA, 2008; Table 6.1, page 88, as modified by SPX Corporation
Fundamental Long-Term Demand Drivers Have Not Changed; 41
Need for Infrastructure Replacement is Still Significant

42. Regulatory Influences on Investment
Federal regulation has increased since
the last investment interruption
Current regulatory factors may limit the
length of time that investment is deferred:
–M d
Mandatory reliability standards:
li bili dd
• Potential fines up to $1m per day
– FERC incentives:
• Capacity margins, transmission
constraints
– State requirements and regulation
– Homeland security
Investment Decisions May be Influenced by Regulatory Standards 42

43. Global Tools & Diagnostics
global infrastructure x process equipment x diagnostic tools
January 21, 2009 43
COMPANY CONFIDENTIAL

44. Primary Tools And Diagnostics Offerings
Aftermarket Specialty
Tools & Equipment Repair Labor Time
OEM
Studies & Warranty
Electronic
Reduction
Diagnostic
Initiatives
I iti ti
Tools
Tl
Tools Aftermarket Technology Based
Technical
Electronic Applications for
Diagnostic Content Creation
Information
Tools Management &
Vehicle
Delivery
Repair Manuals,
OEM Essential
E ti l Wiring
Service Tool Diagrams
Training
Programs
Development
& Delivery
Dealer Equipment
and Services
Managed Program Provider to
Field Surveys,
Support Customer Service Readiness
DES
Investigations
& Training
Programs
P
Dealer Facility
Design
Only Global Provider with a Full Line of
44
Products and Services for the Transportation Industry

45. Tools & Diagnostics Market Drivers
2008E R
Revenue b P d t
by Product
Electronic
Diagnostics
Key Market Drivers:
42%
Hard Tools
33%
New model introductions
Increasing electronic
Information &
Services
complexity of vehicles
25%
2008E Revenue by Market
Environmental regulations
Aftermarket
OEM outsourcing initiatives
32% OEM
68%
Note: Data from continuing operations; 2008E estimated as of January 21, 2009
New Model Introductions and Increased Vehicle Complexity Drive
45
Growth Opportunities for Diagnostic Platforms and Service Offerings

46. Strategic Transformation
2005:
2005 US BBased B i
d Business
w/ European Presence
North
2008E revenue: ~$1b
America
78%
Globalized business model:
Increased presence in
–
Europe and Asia
Asia Pacific Europe
4%
Restructured U.S. footprint
18% –
2008E: Global Business
w/ Regional Infrastructure Expanded relationships with
North America
European customers:
54%
Less dependent on U.S. big
–
three
ROW
2%
Investing for growth in Asian
Asia Pacific
5%
markets
Europe
39%
Note: Data from continuing operations; 2008E estimated as of January 21, 2009
Strategically Globalized Tools & Diagnostics Business 46

47. International Acquisitions
Annual Key Customer
Year
Revenue* Relationships
Acquired Location
~$70m BMW, Volkwagen
2005 Germany
Johnson Controls
~$80m Renault, Peugeot
2007 France
European Diagnostics
~$25m Volkswagen
2007 Germany
~$10m A leading Chinese
2008 Shenzhen,
diagnostic supplier
China
* At the time acquired
International Acquisitions have Increased Technical Capabilities
47
and Expanded Global Presence by Region or OEM

48. Customer Evolution
2005 Revenue 2008E Revenue
GM, Chrysler,
Aftermarket
Ford
GM, Chrysler, Aftermarket
41% 23%
Ford 32%
29%
BMW, VW,
, ,
Renault-
Nissan
16%
Other OEMs Other OEMs
30% 29%
Note: Data for Service Solutions business unit; 2008E estimated as of January 21, 2009
Increased Presence with Leading European OEMs; 48
Decreased Dependence on US OEMs

49. Evolving Footprint
Service Solutions
Plant Locations 2007 & 2008 restructuring
g
focused on reducing U.S.
8
cost base:
Reduced footprint to one
–
manufacturing plant and
fti ltd
one distribution center
3 3
Headcount reduced by ~225
–
2
1
0
2009 restructuring focus:
U.S. market rationalization
2003 2008
Integrating European and
North American locations Asian acquisitions
European locations
Asian locations
Continuing to Shift Resources to Overseas 49

50. Chinese Vehicle Market
Projected New Car Sales in China
China car parc lags well
$20 behind Europe and the
($ billions)
$18 Americas
$16
$14
Significant increase in new
$12 Overtake US Sales
car sales expected
$10
$8
Dealer count expected to
$6
expand significantly
$4
Overtake Japan Sales
$2 ~7% growth in the near term
g
–
$0
1995 2000 2005 2010 2015 2020 2025 2030
Source: WEO 2007 Copyright OECD/IEA, 2007; Figure 9.6, page 300, as modified by SPX Corporation
China is Expected to be a Significant Growth Opportunity 50

51. Asia-Pacific Expansion
Asia-Pacific Revenue*
Investing in R&D:
~85 engineers
–
$65
Expanding OEM customer base:
$59 30 global OEM customers
–
$58
29 independent Chinese OEMs
–
$48 Acquired Autoboss in 2008
Honda order:
Selected to design and deliver
H d ’ 3rd generation
Honda’s ti
diagnostics system
2005 2006 2007 2008E
*Includes Asia, the Middle East and Australia
,
Technology and Expertise Driving Asia-Pacific Expansion 51

52. New Product Development
Next Generation Global Diagnostic
Tool Launched in Q4 2008 Wireless vehicle
connection
ti
Speed scroll control
Audio
A di & video
id
Information at the
fender
1980 to 2007 vehicle
coverage
Internet connectivity
It t ti it
Touch screen selection
High speed scope
Continue to Focus on New Product Development to 52
Serve a Global Customer Base

53. Global Food & Beverage Market
global infrastructure x process equipment x diagnostic tools
January 21, 2009 53
COMPANY CONFIDENTIAL

54. Key Food & Beverage Market Drivers
Enhanced hygienic standards
and regulatory controls
Economic expansion in
developing regions
Process optimization
Energy efficiency and waste
gy y
reduction
Production of higher quality
products
Demand for new plants
SPX Serves the Global Food & Beverage Market 54

55. Food Processing Market Characteristics
Food Processing Machinery and Attractive End Market
Equipment Global Forecast Characteristics
($ billions)
$45.4
6% CAGR
Regulated market
$43.0
$40.7
$40 7
Stable, less cyclical
$38.6
Consistent gro th
growth
Developing market opportunities
2008E 2009E 2010E 2011E
Source: Global Industry Analysts’ Food Processing Machinery and Equipment Report, 2007
Global Food Processing Market is Steady 55
and Less Cyclical than Most Markets

56. Expected Growth by Region
2007 to 2010E Investment
for Food Processing Machinery and
2007 Global FPME Spend by Region
Equipment by Region
’07 – ’10E
EMEA
Region
CAGR 30%
7.1%
7 1% Asia-Pac
Ai P Asia-Pacific
A i P ifi
35%
Latin America
5.6%
3.6%
3 6% US
3.3% Europe
North America
Latin America
18%
ROW 10%
7%
Source: Global Industry Analysts’ Food Processing Machinery and Equipment Report, 2007
Investment in Food Processing Machinery 56
Expected to be Higher in Developing Countries

57. Typical Food & Beverage Customers
Power
Global Customer Base Including Many 57
Leading Food and Beverage Manufacturers

58. Food & Beverage Components
Positive Displacement Pumps: Pump viscous products such as
tomato paste, chocolate
Centrifugal Pumps: Pump thin fluids for beverage or
clean in place systems
Heat Exchangers: Temperature control for mechanically
separated meats, margarines, icings,
fondants
Valves: Process flow diversion & shut off
Mixers: Dispersion & solid suspension
Diverse Product Portfolio of Custom Engineered Solutions 58

59. Food & Beverage Product Offerings
2008E Revenue by Type
~70% engineered components
for niche end markets:
– Built to order
Engineered
Components
~30% full-line and skidded
70%
process systems:
– Engineered, designed and
installed
Process
Systems
30%
Note: Data from continuing operations; 2008E estimated as of January 21, 2009
SPX Offers Customers Engineered Components, 59
Skidded Sub-Systems and Full-Line Systems

60. Food & Beverage Presence Before APV
Strong Presence
Growing Presence
Global Expansion of Manufacturing, Sales and Distribution 60
Presence Underway Prior to APV Acquisition…

61. Food & Beverage Presence Including APV
Strong Presence
Growing Presence
Key APV Additions
APV has increased SPX’s
presence in developing
growth markets:
– China
– Eastern Europe
– S th A
South America
i
– Middle East
– Russia
– South Africa
…Addition of APV’s Global Platform is Expected to 61
Accelerate SPX Flow Technology’s Global Expansion

62. APV Integration Update
Streamline combined global presence:
Targeting headcount reduction of ~500 people
–
Leverage SPX operating initiatives:
Implementation of “Lean”
p
–
Leverage global supply base
–
IT consolidation
–
Increased localization of manufacturing
Leverage respective distribution markets globally
– Product “pull-through” from combined distribution channels
Expect Integration to be Completed in 2010 62
Projected Annualized Savings of $60m to $80m

63. Update on Reporting Segments
global infrastructure x process equipment x diagnostic tools
January 21, 2009 64
COMPANY CONFIDENTIAL

64. Financial Reporting Segments
Thermal Equipment
Th lE i t Industrial Products &
Flow Technology Test & Measurement
Services
& Services
End Markets Served
Food & beverage Power generation Vehicle tools & Power transmission
diagnostics
di ti & di t ib ti
distribution
Power generation HVAC
Telecom Solar power
General industrial General industrial
generation
Transportation
Chemical
General industrial
Oil & gas
Aerospace
Air dehydration
Broadcast
Automotive
Financial Results Reported in Four Segments 64

65. Financial Reporting Segment
2008E Revenue by Segment
Thermal
Equipment &
Flow
Services
Technology
29%
34%
Test &
Industrial
Measurement
easu e e t
Products and
19%
Services
18%
Note: Data from continuing operations; 2008E as of 10/29/2008
Flow Technology Contributed 34% of Consolidated Revenue in 2008E 65

66. Flow Technology Product Overview
2008E Revenue by Product
Engineered
g
Components
85%
Pumps Valves
Homogenizers Mixers
Skidded and
Full-Line
Systems
15%
Dryers Heat Exchangers
Note: Data from continuing operations; 2008E estimated as of January 21, 2009
Diverse Offering of Branded, Custom-Engineered Processing Solutions 66

67. Flow Technology Revenue Breakdown
2008E Revenue 2008E Revenue
by Geography by End Market
27%
Power & Energy
Europe Oil & Gas
35%
North America Power
12%
Food &
26% Generation
Beverage 8%
36%
Mining
7%
Africa
General
3% Asia-Pacific
Industrial
South 22%
20%
America Middle East Air Dehydration
Chemical
7% 8%
7%
9%
Note: Data from continuing operations; 2008E estimated as of January 21, 2009
Significant Global Presence;
67
Food & Beverage is Primary End Market

68. Flow Technology Backlog and Revenue
($ millions)
2008 Quarterly Backlog
$799 $782 $763
$646
Q4 b kl d li
backlog decline: 15%
9% due to foreign exchange
–
fluctuations
Q1 Q2 Q3 Q4*
2009 Drivers
FX translation impact: (~7%)
Annual Revenue
Limited d
Li it d order visibility past Q1
i ibilit t
+3% to
$1,875 to 5%
~$2,000
End market trends:
$1,975
Oil & gas and power markets steady
–
$1,070
Food & beverage markets steady
–
General industrial, chemical and
–
dehydration markets softening due to
economic slowdown
2007 2008E 2009E LT
Note: Data from continuing operations; 2008E as of 10/29/2008
*12/31/2008 backlog estimated as of January 21, 2009
Targeting Low Single Digit Organic Growth in 2009 68

69. Flow Technology Segment Margins
Annual Segment Margins 2009 Drivers
APV Integration:
14% to
16.4%
16% Facility consolidations
–
13.7% to
14.7%
14 7%
Headcount reduction of ~500
Hd t d ti f 500
–
12.0% to
12.2%
End market trends:
Prepared for cost reductions if
–
orders decline as the year
progresses
2007 2008E 2009E LT
Note: Data from continuing operations; 2008E as of 10/29/2008
2009E Margin Improvement Driven by APV Integration 69

70. Flow Technology Strategic Focus
APV integration
Globalizing sales channels to leverage niche products
Increasing presence in developing economies
New product development in food & beverage and power markets
Potential acquisitions
Focus on Continued Globalization and Expansion in Key End Markets 70