Johnson Controls 8-K Johnson Controls Forecast Double-Digit Earnings Growth for 2007

Exhibit 99.2

2006 Analyst Meeting

Strategic Review and 2007 Outlook

October 9, 2006

Creating SMART Environments

Forward-Looking Statement

Johnson Controls, Inc. (“the Company”) has made forward-looki ng statements in this document pertaining to its financial results for fiscal years 2006 and 2007 and beyond that are based on preliminary data are subject to risks and uncertainties. All statements other than st atements of historical fact are statements that are or could be deemed forward-looking statements, including inform ation concerning possible or assumed future risks. For those statements, th e Company cautions that numerous important factors, such as automotive vehicle production levels and schedules, the ability to mitigate the impact of higher raw material and energy costs, the strength of the U.S. or other economies, currency exchange rates, cancellation of commercial contracts, labor interruptions, the ability to realize acquisition related integration benefits, and the ability to execute on restructuring actions according to anticipated timelines and costs, as well as those factors discussed in the company’s Form 8-K filing (dated Oc tober 6, 2006) and the risk factors as filed with the SEC January 9, 2006, co uld affect the Company’s actual results could cause its actual consolidated results to differ materially from those expressed in any forward-statement made by, or on behalf of, the Company.

CONTACT: Glen L. Ponczak
Director, Financial Communication 5757 N. Green Bay Avenue P.O. Box 591 Milwaukee, WI 53201 Telephone: 414-524-2375 E-mail: Glen.L.Ponczak@jci.com

Agenda

8:30IntroductionGlen Ponczak D irector, Financial Communication

8:35OverviewJohn Barth            C hairman & CEO 9:00Interiors(Q&A) Keith Wandell            President & COO

9:55Power(Q&A) Denise Zutz VP Strategy, IR and Communication

10:25 Break

10:35Buildings(Q&A) Steve Roell V ice-Chairman & Exec VP 11:30Financial ReviewBruce McDonald VP & CFO

NoonSummary(Q&A) John Barth 12:30 Lunch

2006 Analyst Meeting

John Barth

Creating SMART Environments

Johnson Controls – 2005 Meeting

transforming

for TOMORROW

October 11, 2005

Strategic Review 2006 Outlook

Johnson Controls — 2006

...Who we’ve become

A diversified growth company

THAT WILL CONTINUE TO PROFITABLY GROW

by creating smart environments

A Diversified Growth Company 2006 Sales (est.) 2006 EBIT (est .)

Power Balanced Portfolio

Power

Business Buildings Buil di n gsConsistent

Interiorsperformance

Interiors

Lower riskAsiaEarnings visibilityGeography NorthEnterprise and

Europe America

global leverageAutoFinancial strength

aftermarket

SubstantialMarkets            Buildings- Auto            new constructionopportunitiesOE            Existing buildings

A Diversified Growth Company Sales            Income from ContinuingsOperation

CAGR 14% CAGR 15%

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 1 9 9 6 19 97 1 9 9 8 19 99 2 0 0 0 20 0 1 20 02 2 0 0 3 20 04 2 0 0 5

(est)

A Diversified Growth Company 2006 HighlightsRecognition Suppli er Awards DaimlerChrysler

Delivered new value to our customers, Ford outpacing our markets and delivering General Motors record financial results Honda

Toyota Volkswagen Increased earnings diversification            Volvo Intel (BE) Successful acquisition integration

Environmental Awards

Increased globalization U. S. National Partnership for Environmental Priority Award

Government of India National

Introduced new and enhanced Energy Conservati on technology applications in our markets FTSE For Good

EPA Clean Air Excellence Improvements in cost structure            Award for PowerF            ram e Improved quality and productivity            Governance Awards

Business Ethics M agazi 100 Best Corporate Citizens

Mexi co Secretary of State’s Award for Corporate Excellence

A Diversified Growth Company

Leadership businesses

Power solutions

– Expanding global market shares and

building leadership in the hybrid battery

market

Interior experience

– Investing to strengthen technology, cost and

geographic market leadership

Building efficiency

– Leveraging broader offering for global

leadership in a huge market

A Diversified Growth Company Broad-based strategies... Johnson Controls

growth versus

Expand in emerging markets the market (mid-term)

Broaden product scope

Expand addressable markets

Win share through innovation, brand, quality, cost

Building Efficiency

Leverage customer intimacy

at least

Develop leaders to support future growth

Power Solutions

Use strong cash flows to fund acquisitions Solutions that support these growth strategies

Interior Experience

...will allow us to continue outperforming our markets

A Diversified Growth Company

Financial Targets

Sales Growth > 10% Earnings Growth 10 -15% ROIC 15 — 16% Debt / Capitalization 35 — 40%

A Diversified Growth Company Strengthening the bench

Strong leadership team

Organizational changes Actively developing additional leaders to support global growth – 75% of JCI leaders are promoted from within

– Local leadership important to becoming truly “global”

– Leadership model providing clear expectations

A Diversified Growth Company

Increasingly, our businesses are deriving competitive advantage from being part of Johnson Controls

Interior Experience

Building Efficiency

Power Solutions

Customer Focus

Comfort technology

Geographic presence

Electronics

Energy efficiency/ environment

Industrial design Corporate brand People Purchasing Operational excellence Acquisition integration

Johnson Controls — 2005

Market insight Continuous improvement            Close customer relationships

Experienced management team Re-investing in our businesses Global Customer diversity Innovation Six Sigma Integrity Our Mission: Unmatched quality Discipline Exceed Customer Financial track Global values Expectations Technology Systems integration Growth businesses Financial strength World-class cost focus Earnings visibility Focus on adding value Minority supplier partner Operational excellence Best business practices Personal commitment Leadership

A Diversified Growth Company

Developing new growth opportunities by:

Integrating technologies, products and services

Redefining and enhancing the relationships between people and their surroundings

Anticipating changing needs and developing practical solutions that improve workplaces,

.....surroundings that are more vehicles, homes and the comfortable, safe and sustainable global environment

Creating

Smart

Environments

Creating Smart Environments

Home

SEER 13 energy-efficient heating and air conditioning

Wireless technology for easy interface to home systems

Vehicle

Safer seating Integrated Center Stack Easy entry/exit

Workplace

Advanced building control systems Green, energy-efficient buildings Safe, comfortable and reliable spaces

Environment Hybrid technology Recycling, “lead loops” Energy optimization supports conservation

Creating Smart Environments

what if?

Creating Smart Environments

A Diversified Growth Company

Johnson Controls growth is projected to be

Driven by our ability to continuously add new value At least double the rate of the underlying markets Greater than our peers More profitable with a higher ROIC More diversified by business and geography

2007 Outlook Continued consistency

61^stye ar o f sales increases 17^thyear of earnings increases 32^ndyear of div idend increases

Each business will remain a strong contributor to Johnson Controls’ future

2006 Analyst Meeting

Interior Experience

Keith Wandell

Creating SMART Environments

Interior Experience:

A Diversified Growth Business

Delivering world-class technologies that differentiate vehicle interiors and increase consumer demand

Global provider of seating, overhead, electronics, door and cockpit systems More than 50% of revenues generated outside of North America Leading presence in China through joint ventures

North America

Asian & European OEs 48 %

North American 52 %

Europe

Asian & NA 31%

European OEs 69 %

Asia

European & NA 34 %

Asian OEs 66

Customer Diversity(2007 sales*, includes un co nsoli d ated)

2006 sales*: $18.2 billion $165 billion market

275 locations in 30 countries

Asia 8% Europe 48% North America 44%

*projected

A Diversified Growth Business

Growth opportunities

Higher global automotive production – Incremental 16 million units by 2016

– Fastest growth in emerging markets: China, India, Eastern Europe, Russia

Globalization of customers and platforms Increasing consumer demand for integrated electronics Interiors are key to consumer purchase decision

Auto interiors

Emerging Markets

Growth Opportunities

Supply base realignment

Competition redefining its core offerings Lack of alternatives causing some OEs to strengthen “captives” Regional/niche product suppliers not likely to become global strategic suppliers Chinese suppliers building capabilities –Chinese OEs prefer “independent” suppliers Many suppliers in financial distress

In contrast, Johnson Controls “international,” global, financially strong and investing for the future

Creating Smart Environments

Improving the interior experience Why it’s smart

Better comfort, safety and convenience

Reduced driver distraction, especially important as electronics are increasingly added to the interior

Differentiated technology increases consumer demand and margin

Function and feature development driven by consumer research to ensure maximum value

Smart Technologies

Integrated Center Stacktechnology combines comfort, information and navigation features into a convenient single driver interface

Active Head Rest technology reduces the risk of whiplash in low-speed, rear-end collisions

Disappearing Floor Console delivers new storage flexibility and convenience while increasing interior space

Strategies for Profitable Growth

External Environment

Shifting market shares Global overcapacity Capacity rationalization Material economics Price pressures Emerging markets Global platforms with local design Vehicle platform proliferation Multiple OE sourcing strategies

Growth with customers – I ndividualized and regional strategies – E merging markets – E merging OEs (ie: China) Differentiated innovation and market winning products – W orld-class components modules and integrated systems – I nnovation breakthroughs Operational excellence and execution – W orld-class processes to drive cost leadership

Customer Focus

Aligning strategies with individual OE sourcing patterns

Components: lowest Components: best-in-class Modules/systems –market winning

Acceptable business cases - need to cost structure and capabilities

Modules/systems - integration is “free”

Unacceptable business case

OE Sourcing Priorities

Cost Process Product

Product Process Cost

Process Product Cost

North America

Market environment

Significant production cuts Swift market share shifts

Decline in large SUV/ pickup truck demand

Commodity headwinds OE component/cost focus OE and supplier financial stress

Key strategies

Focus on core competencies and areas of greatest value as defined by customers

–Intentionally exiting low or negative margin work –Selective bidding

Price/commodities: one discussion Best business practices for SG&A and manufacturing

Long-term margin potential: mid-single digits

Continuing to Win New Business

North America: Major 2007 launches

Toyota Tundra

Seating Overhead system Instrument panel Door panels Seating Electronics CrafTec door panels Overhead system Instrument cluster

New Awards

Dodge Ram –seating Kia — seating Ford — interiors

Europe

Market Environment Western Europe

Flat production expectations Stable market shares and platform mix Commodities less of an impact, recoveries higher OE “Systems integration” focus

Eastern Europe(incl. Russia) Market nearly doubles by 2016 Movement by OEs to Eastern Europe underway

Key strategies Western Europe

Gaining market share; uptick in 2009 Leverage our expertise in integrated systems Continue to shift component footprint to east

Eastern Europe

Develop local supplier capabilities to provide low-cost country sourcing

Build electronics footprint Expand regional engineering excellence centers

Incremental margin expansion in the mid-term

New Awards Fiat seating, interiors Audi seating Volvo seating, interiors Peugeot electronicsContinuing to Win New Business Skoda Fabia Europe: Major 2007 launches Seating Overhead system TrimVolvo C30

China Key strategies Leverage relationships and maximize growth from existing JVs – SAIC, FAW, BAIC, Dongfeng Strongly positioned to support ambitious growth plans of leading independent Chinese OEs –Chery, Foton, Geely, Great Wall – Johnson Controls viewed as an independent supplier Establish electronics mfg. footprint Leverage engineering and technical resourcesRevenue goal: $3 billion by 2010 (assumes 100% of JVs) Market Environment 20% of the total Asian vehicle production, will be 30+% by 2016 Interiors market: $7B in 2006; $24B in 2016 – Johnson Controls has #1 seating market share position (40%) OE systems integration focus “Independent” Chinese OEs rapidly gaining share –Chery, Foton, Geely Government incentives for fuel efficient (small) vehicles

Continuing to Win New Business New Awards DCX seating FAW/VW total interior Hyundai seating Mazda interiors “Chinese brand” seating, interiorsVolkswagen Bora China: Major 2007 launches Seating Instrument panel Seating Overhead system Instrument panelMercedes E-Class

Deploying innovation aimed at impacting the market across three key priorities•Portfolio Gaps•Defend Incumbent Business•Essential Capabilities•Cost, Speed, Mass, Quality & Profit ImprovementIncreasing Investment, Return & Risk “ACTIVE HEADREST” “INTEGRATED CENTER STACK” “MS3000/ GEMINI TRACKS”“SUSTAIN COMPETITIVENESS”•Further Proprietary Technologies•Green Interiors•Disruptive Technologies•New Product Features / System Integration “DIFFERENTIATE FROM COMPETITION”•Re-Define Products•Create New Markets “CHANGE THE RULES”2 1 3 Differentiated Innovation

36Differentiated Innovation Continuously fill the pipeline with differentiated solutions that will increase consumer demand Harvest innovation throughout the global supply base and customer collaboration Innovation summits Leverage consumer research and market insight strengths to plan, prioritize and fund innovation over a multi-year period – “Fail fast” – Identify opportunities to add the greatest value – Commercialize only the best innovationsIdea Management Opportunity Assessment Concept Development Stage Implementation DISCOVERY Inputs Stage Gateway Stage

37Innovation Translates to Performance Johnson Controls has been successful commercializing innovations and will continue to growth 2003 2007 2005 RailPort VibraTech Foam Rear Seat Core Gemini Tracks MS Frame Active Headrest Slim Line Recliner In-Mold Graining DR2K Recliner EZAxis Seating Connected Center Stack Asia-Pacific Low Cost Seat Disappearing Floor Console Soy Foam2009 2011 RIM Skin Technology CrafTec Multi-Color RiAct Headrest Aluminum Long Rail Homelink IV Lightweight Seating Projection Cluster Thermoplastic Structure Self-Adjusting Headrest

38 (video)

39Seating Growth Strategies Vertically integrate to fill product capability gaps Further penetrate customers in mature and emerging regions Develop and sell innovative, world-class core components (i.e metals & mechanisms) Develop small vehicle segment offering for emerging markets – Strong acceptance of “low-cost” seat in ChinaJohnson Controls core technologies Components, craftsmanship and functionality J-I-T expertise Systems integration Comfort, ergonomics and stylingSeating market.... $41 billion globally Seating Product Portfolio Assembly 20% Seat Cover 17% Metal 15% Foam 6% Tracks 4% Seat Heating 3% Recliner 3% Switches 1% Seat Motor 1% Wiring 1% Headrest 4% Seat Airbag 10% Restraint 6% Height Adjuster 5% Other Comp. 4% 39

40Overhead system market.... $13 billion globally Overhead Growth Strategies Expand overhead systems supply in Europe and Asia Further growth with diversified customer and geographic base Develop innovative and integrated product solutions Optimize process and manufacturing networkInterior Product Portfolio Johnson Controls core technologies Market leading process technologies - - Injection molding - - Polybond headliner Components expertise System integration Visor 4% Branded Electronics 9% Pillars 15% Assembly 5% Headliner 10% Airbag 24% Flat Wiring 3% Parcel Tray 5% Lighting* 3% Overhead Console* 11% Sensors / Switches 11% 40

41Interior Product Portfolio Door System Growth Strategies Leverage new proprietary processes globally (i.e CrafTec) Optimize manufacturing and process global footprint Vertically integrate and/or partner to increase content and value-addJCI Core Technologies Market leading process technologies - - CrafTec - - In-mold grain Components expertise System integration Door Panel 33% Door Body in White 21% Door Cassette 12% Door Locking System 5% Window Lifter 9% Switches 4% Audio System 4% Wiring 5% Assembly 6% Storage 1%Door system market.... $16 billion globally 41

42Interiors Product Portfolio Cockpit Growth Strategies Continue to build existing cockpit components capabilities globally – Instrument panel, clusters, displays – Substrates, skin, floor consoles – Electronics Pursue cockpit systems orders only where business case supports financial objectives – Opportunity in Europe and Asia Display 2% Instrument Cluster 5% Instrument Panel 11% Body Control Module (BCM) 5% HVAC Head 2% Center Console 2% Assembly 7% Driver Airbag 6% Passenger Airbag 7% Cross Car Beam 9% Climate Control 9% Switches 5% Wiring 10% Storage 1% Audio System 10% Steering Column 10% Lighting 1% Steering Wheel 3%Cockpit system market... $61 billion globally 42

43Electronics Portfolio Electronics growth strategies Leverage existing portfolio Increase integration Expand global technical capabilities Product line extensions – Smart switches, sensors, actuators, motors, wiringJohnson Controls electronics achievements Successful technology transfers – Clusters, displays to North America – Homelink, BlueConnect to Europe – Clusters, body controller to Asia Global alignment in Core Product Portfolio (CPP) activities Integration of electronics into interior system (ie: Integrated Center Stack)Electronics Portfolio Rear Seat Entertainment Handsfree Lighting Rear Seat Entertainment Overhead Console Electronics HVAC Heads Displays Clusters Body Controller Integrated Center Stack 43

44 (video) (Facer to 37)

45Continuous improvements in cost & quality in every product & process Operational Excellence Developing a global, standardized product and process technology vision Optimized global manufacturing footprint Creating a competitive advantage in supply chain, materials and logistics costs Developing and executing a global engineering efficiency strategy Driving global best business practices (BBP) and Six Sigma 45PRODUCT NETWORK STRATEGYProduct Focused Execution BBP & BEST-I CLASS DELIVERED COST Measured ByNPRODUCT / PROCESS ROADMAPS Product Planning MANUFACTURING STRATEGY PROCUREMENT STRATEGY ENGINEERING STRATEGY GLOBAL MAKE / BUY GROWTH OBJECTIVES MARKET / CUSTOMER NEEDS INVESTED CAPITAL DIFFERENTIATED INNOVATION Resulting in the most optimized technical and manufacturing footprint globally

46Actions 2004-2006 Eliminated - - 26 plants - - 8,450 jobs (previously disclosed)Added - - 15 plants - - 1,800 jobsStaying ahead of market changesAligning our profile with multiple OE sourcing directions Operational Excellence Good progress, but still have more than $1 billion in additional savings opportunities identified Implemented standardized product design architecture (core product portfolio) on over 40 global platforms – Design reuse, reduced development, tooling and testing Consolidated the number of core manufacturing processes by over 25% – Leveraged global best practice sharing Shifted manufacturing footprint — over 33% of facilities in low-cost countries – Eastern Europe, China, India Shifted engineering footprint – from W. Europe to E. Europe and expanded capabilities in Asia – Strengthened technical capability in Korea, China, India, Slovakia 26

47Interior Experience Summary Johnson Controls is uniquely positioned Viewed as a strategic partner by the world’s automakers Leverage rapidly changing OE market shares for growth Offer best-in-class interior components and integrated systems Product and process technologies appropriate for all vehicle segments — mini to large — in all world regionsLeveraging our capabilities to compete and win across customers’ varying sourcing strategies 47

2006 Analyst Meeting Power Solutions Denise Zutz

4936% 80% of sales to stable aftermarket – Hundreds of customers and dozens of brands Geographic diversity – 25 manufacturing plants on five continents Wide range of automotive battery technologies – Lead-acid: flat plate, spiral wound – Hybrid: nickel metal hydride, lithium-ionProviding the highest quality, lowest cost automotive batteries to help customers grow their market shares 2006 Sales (est):$3.7 billion $10 billion global market JCI Market Shares Global 30% North America 60+% Europe 35% Asia 10%Power Solutions: A Diversified Growth Business 9% Asia 36% Americas 63% Europe 31% 6% Asia49

50A Diversified Growth Business Lead-acid growth Outperforming our markets by at least two times over the mid-term Continuing to win new business in mature markets: North America and Western Europe Foothold in growth markets: China, India, Eastern Europe Strong brands and premier customersHybrid technology presents new, longer-term market opportunity, accelerated by higher energy prices and environmental concerns 50

51Johnson Controls is working with customers and governments in Asia and Europe to adopt the successful North American recycling model North America Lead-acid battery recycling Creating Smart Environments Closed loop battery recycling...providing Johnson Controls, its customers and the environment with significant benefitsWhy it’s smart Ensures required supply of lead Recycled lead less subject to volatile LME Added value service to customers. Unit price tied to return of used batteries Makes lead-acid batteries the most highly recycled consumer product in North AmericaLead:smelted, reusedPoly cases:ground, reusedAcid:neutralized, reusedJohnson Controls Manufacturing Plant Retailer Lead Smelter 51

52Hybrid vehicle battery technology...key to improving fuel efficiency and reducing greenhouse gas emissions around the worldWhy it’s smart Growth in hybrid vehicle production likely to remain in strong double-digits for the foreseeable future – Price premium expected to drop to $2,000 by 2010 Hybrid power improves acceleration, noise reduction and fuel efficiency Emergence of plug-in hybrids could further reduce demand for oil “BMW, DaimlerChrysler, GM to Spend $1 Billion to Develop Hybrid System”-Automotive News 8-06Growing Demand 52Due to the expected cost of a hybrid battery, 10% hybrid vehicle penetration would triple the size of the global battery industry market “Mercedes to Launch S-Class Hybrid”-Automotive World 7-06 “Toyota Moves to Corner the Plug-In Market”-Christian Science Monitor 7-06Creating Smart Environments

53External Environment Lead-acid global battery market annual growth rate of about 2% over the long term – E. Europe, Asia growing faster – NA & W. Europe flat car parc – Battery life increasing Higher commodity costs, including lead, resin & fuel Environmental regulation of lead increasing in Asia Hybrid market outlook increasingly positiveStrategies for Profitable Growth Lead-Acid Growth – N.A. and Europe•Support existing customer market share growth – Asia market expansion – Investments in capacity and technology Quality and Cost Leadership – Product and process technology – Six Sigma, best practices, lean – Optimized footprint – Acquisition synergies Hybrid Growth

54Lead-Acid Growth — Americas 54Expecting higher 2007 capital spending for added manufacturing capacity Focus on wholesale channel: jobbers, marinas, fleets, etc. Investment in Latin America brands: Heliar, LTH Add capacity to support new production volume – Sam’s Club, DCX, GM Category management and other services Product differentiation – High performance Optima technology (deep cycle, vibration resistant, installation flexibility)•Nearly doubling installed capacity•Growing market share• 90% brand loyalty

55 55Lead-Acid Growth — Europe Western European aftermarket Brand investment – Leverage Varta, Europe’s best known brand, through new visual design – Focus on independent aftermarket where we are under-represented Master distributor model – Consolidate customers, streamline distribution, increase ability to deliver closed-loop recycling for leadE. Europe / Russia Leverage OE relationships and strong brands Supply through existing Eastern Europe capacityJohnson Controls Makes the Leading European Brands 55

56Lead-Acid Growth — Asia Launched Varta brand in China and increasing capacity of existing plant Product performance differentiator Leveraging strong OE ties, Bosch relationship and other global customers Evaluating partnering opportunitiesAnnual Asian Growth Rate China Market Growth Rate Johnson Controls Battery Manufacturing SitesBattery Market 56

57Operation Excellence Improving service and quality while reducing cost Best business practices in manufacturing and engineering — at plant, regional and global levels Lean manufacturing – Expertise from interior experience business to accelerate benefits – Drive new best business practices in inventory, cost, quality and service Acquisition integration – Delphi N.A. volume to Johnson Controls on August 1, 2006 Six Sigma...in both process and design Optimized footprintMore than $200 million in cost savings identified

58Operational Excellence Product and process technology... providing quality and warranty benefits to customers Optimized product design to reduce raw material costs Common global process technology vision – Automation & productivity PowerFrame grid technology – Increases consistency, throughput – Reduces warranty costs Fully launched in US and Mexico 2007/2008 launch in Europe Future...AsiaPowerFrame Technology 58

59Economic Reach Manufacturing cost – Labor...low cost country production – Automation reduces headcount Transportation cost...raw materials and finished goods Utilities Import/export duties and FXJohnson Controls will optimize the manufacturing and distribution footprint using principle of economic reach Optimized global manufacturing & distribution footprint – Robust analysis tool developed – Fully aligned with regional growth strategies & market share goals – Advantaged for both customer service and cost Production for local market...export where economic reach dictates Efficient lead reclamation and recyclingOperational Excellence Manufacturing Presence 59

60Positioned to become the #1 Western supplier of HEV battery technology Hybrid battery chemistries Nickel Metal Hydride Incumbent technology Gradual replacement by Li-Ion starting in 2009Lithium-Ion 2-3 times the power and 2/3 the size of NiMH Expected to be the dominant chemistry starting in 2012 The only option for use in plug-in hybrids due to power and weight advantages 60Hybrid Technology 0 1 2 3 4 5 6 7 2004 2006 2008 2010 2012 2014 2016 Millions of vehicles produced* 8% of global vehicle buildSource: Fredonia Research and automaker announcements

61Hybrid Technology Johnson Controls / Saft partnership Joint venture established January 2006 Leverages OE relationships, automotive, technical and manufacturing expertise Lithium-ion and nickel metal hydride Commercial and technical discussions progressing with virtually every OEM – North America, Europe, Japan, China Awarded second U.S. Advanced Battery Consortium contract for lithium-ion development Li-ion battery systems for plug-In hybrid application delivered to U.S. Department of Energy for review Li-ion systems being tested in plug-in hybrid utility vans in Southern California Awarded industry’s first development contract for lithium-ion; European production expected late 2008Lithium-Ion Battery System 61

62Power Solutions Summary Global growth opportunities Partner with growing customers Regional expansion...Asia, E. Europe, Russia High performance Optima technology Hybrid vehicle technologyQuality and cost leadership Superior product and processes Optimized global footprint Disciplined acquisition integrationLong-term opportunities for continued growth and margin expansion 62

2006 Analyst Meeting

Building Efficiency

Steve Roell

creating SMART environments

Building Efficiency:

A Diversified Growth Business

Creating quality indoor environments that are energy efficient, comfortable and safe

Non-residential buildings

– Tens of thousands of customers – 125 countries – Revenues 75% aftermarket; 25% new construction – Systems, products, services and solutions offerings

Residential

– Home air conditioning and heating, 65% replacement

2006 sales (est.): $10.3 billion

$200+ billion non-residential global market*

Asia 17%

North Europe America 29% 54%

*HVAC/fire/security only

A Diversified Growth Business

Unique capability to deliverMore than 500 sales and service integrated HVAC and controls locations worldwide provide platform equipment, services and for growth in all global markets solutions globally25 manufacturing plants worldwideMetasys system has industry-leading integrationLeading global market positions

technologies• HVAC service

· Building automation systems

Large installed base leads to installation and service

· Solutions repeat business• Facility management and real estate

Low cyclicality due to large service/renovation volume and residential/commercial equipment mixBenefits from high energy cost environment and growing environmental/sustainability awareness

3

Creating Smart Environments

Increasing energy efficiency World’s leading provider
in buildings of energy efficiency

Why it’s smart

Reduces energy and operating costs

– Pays for itself
– Improves business competitiveness

Improves occupant comfort and productivity

President Bush’s visit to the

Reduces greenhouse gas emissions Johnson Controls

headquarters in 2006 demonstrates our leadership position in delivering energy efficiency to customers

The Johnson Controls Metasys building automationJohnson Controls co-system has helped customers save over $17 billiondeveloped the global standardin energy costs over the past ten yearsfor Green Buildings and has

· Greenhouse gas equivalent: 165 million acres of trees helped dozens of companies achieve certification

4

Solutions for Every Building Type....

Colleges & Apartment units            Lodging            Schools            Universities            Hospitals            High Technology Homes            Retail            Shopping Malls            Government            Life Sciences            Airports

High-rise Small Large Arenas/Convention

Apartments            Medical Clinics            CommercialCommercial            Industrial Plants CentersResidential            Mid Market            Complex

5

...With Expertise Across the Building Lifecycle

Building Lifecycle

Plan / Assess Optimize Design/Construct Operate/Maintain

· Strategic• Workplace Design• HVAC Equipment• HVAC Services Consulting – Maintain, Repair,

• Optimize and• Controls• Portfolio            Reconfigure Space            Replace

· Fire & Security Management

· Integration• Facility Management

· Energy Services

Enabling Capabilities Core Offering

6

Building Efficiency
External environment

Rising demand for energy, resulting in increased prices and volatilityIncreased energy efficiency legislative requirements worldwideGreater customer demand for single-source solutionsHigher non-residential new construction levelsU.S. residential new construction heading lower

7

Building Efficiency
Strategies for sustainable double-digit growth

Expand global service leadership

– Broader offering to larger customer base
– New facility management capabilities

Grow the systems market globally

– Increasing our technology leadership

Focus on additional growth markets

– Emerging markets – Mid-market – Residential

Drive cost reduction

8

Expanding Global Services
Leadership

Expand Global Service Leadership

Sell broad service offering to expanded customer base

Single source for HVAC and controls

Globally, Johnsonservice
Controls now has

500 service offices worldwidemore than 10,000
Hundreds of thousands of customers infront-line service

North America, Europe, Asiaproviders, more

Cross-sell opportunitiesthan double the< 5% overlapnearest competitor

Cross-sell: 72,000 60,000 JCI York

North America customer lists Customer Customer Sites Sites

10

Expand Global Service Leadership

Technical

Leveraging scale to drive growthservice winsand improved cost

Local decision-makingNew tools and technologyDes Moines Art Center – U.S.

– Dispatching and scheduling
– Standardized task hours

Sales tools / training

Nam Fung Centre –Hong Kong

Dallas Baptist University –U.S.

11

Expand Global Service Leadership
Broaden facility management offering to increase customer value

Johnson Controls

Addition of consulting capabilitiesreal estate servicesfurther differentiates Johnson Controls

Strategic consulting

– Real estate services
– Energy supply and demand strategiesPortfolio management

Builds relationships at higher levels ofAcquisition and the customer’s organization disposition brokerage

Design and

Pull-through of traditional facility construction services management operations and

Information

maintenance work management

solutions

Unmatched in our ability to lower a customer’s overall facility portfolio costs

12

Expand Global Service Leadership

Key 2006 FM

Facility managementContracts

Customers are increasingly global – Global reach is a differentiatorHigh Tech-Global – Few competitors can match our scaleCustomer relationships are paramount – Performance builds relationships – Customers eager to ask us to do more whenRetail-Globalwe perform well

Fortune 500-Global

13

Growth in the Global Systems Market

Growth in the Global Systems Market

Industry-leading technology that maximizes customer savings

New Metasys technology

– Enhanced monitoring and control via Internet, cell, PDA in addition to PC

Simpler interface

– More intuitive and easier to use

Creating Smart

Wireless systemsEnvironments

– Integrating with more building, communication and specialty systemsThe new Metasys user

– Lowers integration and installation costsinterface for PCs and PDAs

– Next generation: self-powereddraws from our expertise incomponents that require no wiredcreating easy-to-use touchelectrical sourcepanels for automotive

interiors

15

Creating SMART environments

Grow in the Global Systems Market
Large controls/HVAC project wins

Hong Kong Gaylord National Hotel University of Pittsburgh Science ParkWashington, D.C.Medical Center
10 buildings: labs, 1,500 room hotel complex New Children’s Hospital and auditorium, (opens 2008) retrofit of two existing conference facilities buildings

17

Focus on Growth Markets Emerging markets            Moscow, Russia

Federation Tower

· Completion in 2007

Capitalize on greatly• 85 floors – tallest expanded presence in in Europe emerging markets such as China, Middle-East and Eastern EuropeManama, Bahrain

– China: 6 cities in 2005; Marina Financial 29 today Center

· 90,000 tons of cooling

Growing number of world-class buildings are being built in emerging markets

Shanghai, China

World Financial CenterAbove-average growth• Completion in 2007 expected over the long-• Will be world’s tallest• Wireless network term as GDP increases            and controls

18

Focus on Growth Markets
Mid-market buildings Large and growing market

70 percent of total market (including complex and light commercial)Growing 7-8% annuallyIncludes schools, 2-5 story offices, larger retailJohnson Controls focus

– New construction and retrofit (systems)
– Mechanical service

19

Focus on Growth Markets
Expectations of new construction Mid-market HVAC and retrofit midmarket customers and control products (consultants, contractors)

Access to broadest range of HVAC and control productsSingle supplier who can deliver a

Actuators Rooftop Unit

“bundled” solution

Services to simplify processes: building mechanical systems design, sourcing, fulfillment

Temperature Sensors Controls

20

Focus on Growth Markets
Penetrate the mid-market building sector

Timeline

Mechanical systems

Mechanical

– Establish relationships with broad array of product suppliers (OEs, distributors, reps, etc.) service underway

– Develop/acquire core HVAC products

– Establish new local channel to sell to andBuilding product support the market capability

· Complements existing branch network where value proposition is higher

Pilots in place

– Develop configuration software tools to minimize contractor’s workloadTotal North America

Mechanical service

coverage

– Utilize Johnson Controls’ large branch office approximately network two years

– Leverage brand recognition
– Deliver unmatched response time and quality

21

Residential Buildings North American Market North America growth strategies Size: $7 billion

Growth rate: 7%Grow market share

– Strengthen distribution network

· New distributor: FW Webb

Johnson Controls– Pursue direct relationships with major home builderssales*:

· New five-year contract with Pulte$800 million

Use product innovations to create competitive advantage

New– Take advantage of MicroChannel’s reducedconstructionsize and weight across entire product line

Replacement

MicroChannel coil Current

Aluminum instead of copper30 percent smaller

...only about $300 million inUp to 80 pounds lightersales are tied to the homeMicroChannelbuilding cycle

22

Building brand recognition

Cost Reduction Initiatives

Systems redesign – Expanding to Europe after success in North America – Reduce costs to compete in broader market segmentService growth initiativeBest

– Improving service organization’s cost structure to

Businessimprove competitiveness
Practices

Manufacturing

Savings of

– Consolidation (21 plants vs. 33) – Low labor-cost countries$700 million identifiedPurchasing

– Leverage synergies across all businesses

Best business practices

– Implemented globally across all parts of the business

24

Building Efficiency EMERGING MARKETS MID MARKET HVAC EQUIPMENT            Executing

well on all fronts; pos itioned

Double-digit CONTROLS SERVICE            for long-growth            HVAC SERVICE

term growth and margin expansion

FACILITY RESIDENTIAL MANAGEMENT

SOLUTIONS CONTROLS

25

Financial
Bruce McDonald

creating SMART environments

Fiscal 2006 Outlook October 2005 Guidance Guidance            Affirmed? Consolidated Net Sales            Approx $32BYES(up 16%) EPS from Continuing Operations Full Year $5.00 – 5.15

9Exceeded

(Up 13 — 17%) $1.86 – 1.91YESFourth Quarter (Up 24 — 27%) Capital Expenditures 1.1:1 reinvestment ratioYESTotal Debt-to-Capitalization            Approx 40%YES

(at Sept. 30)

27

A Diversified Growth Company

A diverse business model: Sales concentration decreasing...

ROW

ROW Building Building 7% 11% 21% 38% N. A. N. A. Power Interior Europe Interior 50% Europe 49% 11% 68% 43% 51% 40% Power 11%

Sales by Sales by

2005Business Unit2007e 2005Region2007e

Varied customer base... Earnings less dependent on automotive industry...

Building:Tens of thousands of customersPower:Hundreds of customersBuilding

Interior Building Interior

Interior:Global customer base ... Two-thirds

Power

of all Interior sales are to EuropeanPowerand Asian OEMs 12% of JCI consolidated sales to traditional Big 3 in North America2005EBIT2007e

28

A Diversified Growth Company Financial strength            Margin expansion

Long-standing “A” credit ratingRealization of Building9$300M cost/

9$300M cost/

Efficiency/York synergies tax synergiesDividends paid since 1887; dividend tax synergies increased for 31 consecutive yearsBenefits from 2006 cost9$100M

9$100M

Financial strength to reinvest in the structure improvements FY07 benefit

FY07 benefit

business:9Capital expendituresCost focus: Significant

9

$2B

additional opportunities9$2B9New technology            opportunity

opportunity

Acquisitions / joint ventures (BBP/Six Sigma/Lean)

9

Consistent financial performance

Sales Income from Continuing Operations

14% 15% CAGR CAGR

FY96 FY97 FY98 FY99 FY00 FY01 FY02 FY03 FY04 FY05 FY06F FY96 FY97 FY98 FY99 FY00 FY01 FY02 FY03 FY04 FY05 FY06F

2006: 60^thConsecutive increase 2006: 16^thConsecutive increase

29

A Diversified Growth Company

Expanding markets

Interior Experience Power Solutions Building Efficiency

ElectronicsAdvanced technologyLeverage York

9Leverage/expand capabilities910% hybrid penetration triples9Expanded $200B addressable

9Increase integration the global battery market market

Emerging markets9Demand accelerated by rising9Global service opportunity –

9China, Eastern Europe, India gas prices doubled our service network

9Market size: +9% CAGR overEmerging markets9Strong position in emerging next 10 years9Grow new footprint markets

Earnings visibility ... and stability Business diversity provides

stability through economic

Interior$3.5 billion three-year backlog ofand business cyclesnet new incremental business

Rising energy prices:Power9Buildings9Power

Recurring aftermarket volume comprises approx 80% of sales

Recurring revenues: service, renovation, facilities mgmt,

Building$3.7 billion backlog of controls battery aftermarket equipment, systems and services (as of September

2006)Different end markets ... Building: education vs. healthcare vs. government

30

Financial Targets 2007 Outlook            Mid-Term

Sales Growth > 10% 6%;Earnings Growth 10 — 15 %;;ROIC increasing to 15 – 16%;;Debt/Capitalization 35 – 40%;;

31

Fiscal 2007 Outlook

Consolidated Net SalesBuilding Efficiency and Power Solutions growing faster than respective marketsApprox. $34B (up 6%)Changes in automotive industry and Interior Experience business model

EPS from Continuing Operations

Approx. $6.00 (up 14%)Double digit earnings growth for the 5^thconsecutive year

EBIT MarginProfitability measure changed to EBIT

(earnings before interest and taxes)

HigherMargin enhancement reflects growing benefits of Building Efficiency + York businessCapital ExpendituresSlight increase, Power Solutions global capacity expansion and automation

1.2 to 1 reinvestment ratio

Total Debt-to-CapitalizationSignificant debt reduction after York

Approx. 30% at FY-endacquisition provides financial flexibility

Free cash flow generation of $1+ billion

32

Fiscal 2007 Key Assumptions Automotive production            Fiscal Year Assumptions

North America 15.5M( -1%)Europe 20.7M(+1%)U.S. Construction Spending Residential — 4% Non-residential +7%Commodities Outlook SteelStable, some softeningCopperStable at elevated levelsFoam chemicalsExpect some softening LeadVolatileResinStable, oil dependentFuelStable

Other assumptions

Tax rate 23% Euro exchange rate $1.25 33

Fiscal 2007 Outlook Sales            EBIT Margin Interior            Approx 3 — 5% lower            Slightly lower3.0 – 3.5%

Backlog (consolidated)Restructuring benefits

NA: Big 3 capacity reductions,Negative mix, program vehicle mix rationalization (over $1B)Europe: positive performancePricingEngineering/launch costs

Power Approx 5% higher Level12.0 – 12.5%

New customer winsOperational improvements, Delphi integrationCustomer growthAdvanced technology spendingIncremental capacityPrior year settlement benefit

Building Approx 25% higher Higher6.5% – 7.0%

Full year impact of YorkRealization of cost synergiesService growth, global and restructuring benefits capabilities, emerging marketsCompletion of acquisitionRealization of revenue accounting synergiesGrowth initiatives

34

Fiscal 2007 Outlook by Quarter

Earnings per Share from Continuing Operations

$1.86 -$1.91 $1.70 $^0.86$0.80 -$0.83 $0.85

FY06 FY07

Q1 Q2 Q3 Q4

Q1: Earnings up excluding non-recurring tax benefit in FY06 ($0.08)

Double-digit earnings increase in Building Efficiency; Power Solutions growth

Loss in Interior Experience NA: production down 8% (Big 3: -12%; Light trucks: -13%)

Q2 — Q4: Earnings up 15 – 20%

Double-digit earnings increase in Building Efficiency; Power Solutions growthSequential improvement in Interior Experience in Q2 – Q4 as NA automotive production stabilizes and significant launches completed

35

Strong Balance Sheet

Total Debt to Total Capitalization Cash Flow

York Acquisition

Reinve st in the business

50%

$800m debtIncrease payout ratio

paydown

Acquisitions / joint ventures40% Targetthat provide access to new

9markets30%9customers9technology

20%and are consistent with our ROIC requirements
10% 16%

ROIC target range

14%

0%

12%

Sep-05 Dec-05 Sep-06 Sep-07 Sep-08 Sep-09

10%

2005 2006e 2007e 2008e 2009e

36

State of the Businesses Building– Integration substantially complete

Favorable economic environment:9Energy

9Economic cycle
9Emerging market exposure

Revenue synergies exceeding expectations – Q4 orders up 30%Cost synergies of $300 million; manufacturing/supply chain

Power– Recurring revenue; poised for growth

Gaining market share – European/Asian emphasis

Capacity constraints being addressed margin expansionHybrid commercialization – a huge opportunity

Interior– Short-term NA challenges; better times ahead

Commodities – worst is behind us, but not expecting a near-term reversalFinancial strength a key differentiator – increasing backlogIncreasing movement toward integrated systems (Europe, Asia)Emerging market opportunitiesTop-line growth resumes in 2009

37

John Barth

creating SMART environments

Johnson Controls

A company that....

Founding
1885Grew from one man and one patent for a thermostat to a $10B business uniquely positioned to lead the global buildings marketThis is a

Acquisition business 1978Grew a $250M sales U.S. battery business into a $3.5B global powerhousemodel 1985Grew a $350M U.S. seat components makerthat worksinto an $18B global market leader of interior systems2006Acquired a $4.5 billion HVAC equipment and service provider, tripling the available market and positioning the building efficiency business for sustained double-digit growth

Johnson Controls
As we enter our 123rd year, this is a company that....

Is positioned for continued growth – in both mature and new marketsCan withstand short-term market disruptions due to its diversityHas the market insight and customer relationships to adapt to and lead industry changeKnows how to effectively deploy capital and create shareholder valueLeadership team and discipline to manage a large, global enterprise in the best interests of

– Our customers – Our employees – Investors

– Environment and society

Johnson Controls

A diversified growth company

THAT WILL CONTINUE TO PROFITABLY GROW

by creating smart environments