Enerpac Tool Group Corp. · NYSE:EPAC
Enerpac Tool — Investor Day (November 2026)
124 slides from Enerpac Tool's investor day presentation, Nov 4, 2026
Slide 1: Investor Day 2026
Investor Day 2026 November 4, 2026 | NYC BUILT FOR MORE
Slide 2: Welcome and Opening Remarks
Welcome and Opening Remarks 2 Christian Audi SENIOR DIRECTOR,Investor relations 2026 INVESTOR DAY |
Slide 3: Forward-Looking Statements and Non-GAAP Measures
3 Forward-Looking Statements and Non-GAAP Measures Statements made in this presentation that are not historical are forward-looking statements made pursuant to the provisions of the Private Securities Litigation Reform Act of 1995 that involve risks and uncertainties. In addition to statements with
Slide 4: Today's Agenda
4 Today’s Agenda 9:00 AM Welcome and Opening Remarks Christian Audi | Senior Director, Investor Relations A Stronger Enerpac, Positioned to Outperform Paul Sternlieb | President and CEO Scaling Commercial Excellence to Accelerate Growth Phil Jefferson | EVP, Chief Commercial Officer SFE: New Platfor
Slide 5: Enerpac Video
5 Enerpac Video
Slide 6: A Stronger Enerpac, Positioned to Outperform
A Stronger Enerpac, Positioned to Outperform 6 Paul Sternlieb President and CEO 2026 INVESTOR DAY |
Slide 7: Investment Thesis
7 Investment Thesis SAM = Serviceable Addressable Market. 1 Delivering Mission-Critical Industrial Solutions through highly engineered equipment, applications expertise, and innovation into attractive end markets benefiting from favorable secular growth tailwinds 2 Advancing from ASCEND to PROPEL ne
Slide 8: Our Company Has Undergone a Transformation
8 Our Company Has Undergone a Transformation Evolution of Our Company115+ Years of Excellence 1910 1927 1987 Applied Power Spin-Off 2000 2019 A Track Record of Strategic Execution 2016 – 2021 2021 – 2026 Realigned segments and portfolio optimization Sold non-core businesses including EC&S segment Re
Slide 9: Strong Execution Has Delivered Significantly Improved Results
9 Strong execution HAS delivered significantly Improved results, Despite Macro Headwinds Advancing from ASCEND Program to PROPEL – Becoming an Industrial Compounder FY261 Performance FY22 – FY26 Net Sales $652M +3.4% CAGR Gross Profit Margin 49.2% +270 bps Adjusted EBITDA2 $154M +16.8% CAGR Adjusted
Slide 10: Enerpac Growth Outpacing Industrial Markets
10 Enerpac Growth Outpacing Industrial Markets FY = EPAC Fiscal Year ended August 31. CY = Calendar Year ended December 31. 1 Source: Board of Governors of the Federal Reserve System (U.S.) via FRED®. 2 Source: Industrial Production Index – Euromonitor International from UN / National Statistics / E
Slide 11: Longer-cycle project visibility supports a more durable growth profile
11 Longer-cycle project visibility supports a more durable growth profile Demand generation program and balanced opportunity tracking enables visibility to longer-cycle opportunities tied to maintenance, infrastructure, industrial production, and large customer programs, utilizing Enerpac Commercial
Slide 12: Enerpac Tool Group Snapshot
12 Enerpac TOOL GROUP Snapshot (NYSE: EPAC) $822M Pro Forma FY26 Net Sales Breakdown2 KEY STATISTICS Includes Legacy Enerpac Tool Group and SFE Group Founded 1910 Global HQ Milwaukee, WI Market-cap1 ~$2.0B Employees2 ~2,550 Distributorsand Customers2 ~2,200 BUILT FOR MORE – Propelling forward to del
Slide 13: Driving a Connected One Enerpac Culture
13 Driving a Connected One Enerpac Culture 1 Survey results are legacy Enerpac Tool Group. MISSION STATEMENT We Make Complex, Often Hazardous Jobs Possible Safely and Efficiently CORE VALUES Employee engagement score of 82, exceeding industrial benchmark by 2 points Improved 12% since 2022 Leadershi
Slide 14: The New Enerpac Tool Group: Built for More
14 The New Enerpac Tool Group: Built for more 1 Includes SFE Group net sales as of TTM Mar-26. 2 Percent of Pro Forma FY26 net sales. 3 SFE Group net sales for TTM Mar-26. LEGACY ENERPAC TOOL GROUP (79%)2 SFE (21%)2 INDUSTRIAL TOOLS & SERVICES (IT&S)(76%)2 CORTLAND BIOMEDICAL (3%)2 FY26 Net Sales $6
Slide 15: What We Do: Legacy Enerpac Tool Group – IT&S
15 What We Do: LEGACY ENERPAC TOOL GROUP – IT&S(76% of net sales1) IT&S = Industrial Tools & Service. OEM = Original Equipment Manufacturer.1 Percent of Pro Forma FY26 net sales that includes SFE Group for TTM Mar-26. SPREADERS PUMPS CYLINDERS BOLTING PULLERS WORK HOLDING PRESSES CUTTERS HEAVY LIFTI
Slide 16: What We Do: SFE
16 What We Do: SFE (21% of net sales1) STRONG BRAND RECOGNITION Premium Brand Platform with Strong Margins and a Complementary Market-Leading Position SERVICE & RENTAL ORBITAL WELDING & CUTTING TOOLS & LIFTING EQUIPMENT PIPE BEVELING & ON-SITE MACHINING 1 Percent of Pro Forma FY26 net sales that inc
Slide 17: What We Do: Service Business
17 What we do: service business(15% of Net Sales1) Providing mission-critical integrity assurance services HIGHLY-SKILLED LABOR Bolting, machining, joint integrity and leak sealing, under Hydratight brand 1 Percent of Pro Forma FY26 net sales that includes SFE Group net sales for TTM Mar-26. 2 Perce
Slide 18: Reshaping Service to Drive More Consistent Growth and Higher Margins
18 Reshaping Service to Drive More Consistentgrowth and higher margins… …With stronger product pull-through WHERE WE WEREWhy Change Was Needed Revenue pressured by softer turnaround and outage activity Regulatory and geopolitical challenges constrained demand Broad portfolio with exposure to lower-v
Slide 19: Significant Market Opportunity: Poised to Grow Above Market
+200 – 300 bps 19 Significant Market Opportunity: Poised to Grow Above Market Well Positioned to Capitalize on Trends with Our Competitive Advantages SAM = Serviceable Addressable Market. TAM = Total Addressable Market. 1 Source: demand-driven andcompetitive market assessments. Government investment
Slide 20: Large, Fragmented End Markets Provide Growth Opportunities
20 Large, Fragmented END MarketsProvide Growth Opportunities PRO FORMA1 FY26 END MARKET EXPOSURE2 MRO = Maintenance, Repair, and Operation. 1 Includes legacy Enerpac Tool group and SFE Group. 2 Represents the Company’s best estimate of end market revenues by category. Industrial & MRO Refinery & Pet
Slide 21: Concentrating Capital and Resources on Attractive End Markets
21 Concentrating Capital and Resources OnAttractive End Markets Prioritization Aligned to Demand Pockets across End Markets MRO = Maintenance, Repair, and Operation. 1 Source: demand-driven and competitive market assessments. 2 Includes Mining, Data Centers, Heavy Equipment, and Aerospace & Defense.
Slide 22: Structural Competitive Advantages Support Sustainable Value Creation
22 Structural competitive advantages support sustainable Shareholder value creation PEP = Powering Enerpac Performance. ECX = Enerpac Commercial Excellence. Mission-critical, engineered solutions known for quality, durability, reliability, and safety supporting pricing power Often a relatively low p
Slide 23: Introducing our Next-Gen Growth Strategy
23 Introducing our next-genGrowth Strategy
Slide 24: A Sharpened Long-term Profitable Growth Strategy
24 A Sharpened Long-term Profitable Growth Strategy to become an industrial compounder GROW in Attractive End Markets with Commercial Excellence Lifecycle Valuevia Service DIFFERENTIATE through Product-First, Application-LedInnovation EXPAND through Operational Excellence Initiatives, including Inve
Slide 25: Propel in Action
25 Propel in action ECX = Enerpac Commercial Excellence. PEP = Powering Enerpac Performance. GROW DIFFERENTIATE EXPAND Utilize next-gen ECX to accelerate growth initiatives across businesses / regions Leverage new Innovation Center to accelerate pace of R&D investmentin mission-critical solutions Pr
Slide 26: Executing Propel With Discipline through PEP
26 Executing Propel With Discipline through Powering Enerpac Performance (PEP) Embedding 80/20 discipline to focus resources on highest-value customers, products, and applications Driving productivity through continuous improvement including IT investments, standardization, and AI / automation Utili
Slide 27: Disciplined Capital Allocation Accelerates Propel
27 Disciplined Capital Allocation Accelerates Propel Track Record of Managing Leverage at or below Targeted Range of 1.5x – 2.5x ECX = Enerpac Commercial Excellence. Advancing product innovation with accelerated R&D investments and expanding application capabilities Scaling application-led selling a
Slide 28: Recap on SFE Group Acquisition
28 recap on SFE Group Acquisition A&D = Aerospace & Defense. SAM = Serviceable Addressable Market. PEP = Powering Enerpac Performance. ECX = Enerpac Commercial Excellence. TTM = Trailing Twelve Months. 1 For TTM Mar-26. 2 Adjusted for transaction costs, integration costs, and non-cash acquisition re
Slide 29: Introducing FY30 Financial Targets
29 Introducing FY30 Financial Targets 1 Free Cash Flow Conversion defined as Free Cash Flow / GAAP Net Income. 4% – 6% Organic Growth CAGR(FY26 – FY30) +200 – 300 bps Above-MarketGrowth 10% – 13% Adj. Diluted EPS CAGR(FY26 – FY30) >100% Free Cash FlowConversion1
Slide 30: Experienced Leadership Team
30 Experienced Leadership team empowered with ownership and autonomy to drive strategic priorities Presenter Today PAUL STERNLIEB President and CEO Joined: 2021 JBT Marel | ITW | Danaher | H.J. Heinz McKinsey PHIL JEFFERSON EVP, Chief Commercial Officer 2023 Honeywell | Barcode Warehouse Motorola So
Slide 31: Scaling Commercial Excellence to Accelerate Growth
Scaling Commercial Excellence to Accelerate Growth 31 Phil Jefferson EVP, Chief Commercial Officer 2026 INVESTOR DAY |
Slide 32: Key Messages
32 Key Messages Scaling Enerpac Commercial Excellence (ECX) across global organization to drive enterprise-wide improvements Accelerating PROPEL’s GROW pillar through targeted commercial initiatives to drive above-market growth 2 Enhancing customer value through solution-led selling, strategic accou
Slide 33: Differentiated Commercial Organization
33 Differentiated commercial organization Engagement and Accountability Application and Engineering Expertise Driving clear local ownership and accountability across priority markets Helping solve complex, mission-critical applications Upgraded commercial talent and structure, including district man
Slide 34: Enerpac Academy: Technical Training and Support
34 Enerpac Academy: Technical training and support extends Enerpac’s commercial reach Strengthens customer value proposition 8 Global Training Centers 120+ Online Product Training Modules Available 800+ Customers Trained Annually TRAINING AND SUPPORT AS A COMMERCIAL CAPABILITY Builds Product and App
Slide 35: Commercial Excellence is Durable and Scalable
35 Commercial Excellence is Durable and Scalable Combining Talented Sales force with Global Scale and Local Execution BENEFITS ENERPAC COMMERCIAL EXCELLENCE (ECX) 68%Growth of Funnel1 Standardizes funnel management and sales execution Institutionalizes KPI-driven commercial rigor and aligns incentiv
Slide 36: ECX Accelerating Measurable Execution
36 ECX Accelerating measurable execution Greater Revenue Visibility, customer intimacy, and commercial productivity ECX = Enerpac Commercial Excellence. Note: data reflects legacy Enerpac Tool Group only and excludes SFE Group. Pipeline Added to Funnel ($M) $4.7B+ Pipeline Added to Funnel (FY22 – FY
Slide 37: A Repeatable Commercial Playbook to Outgrow Markets
2% – 3% Market Growth Rate1(2026 – 2030) +200 – 300 bps EPAC ABOVE-MARKET GROWTH TARGET 37 A repeatable Commercial playbook toConsistently outgrow markets ECX = Enerpac Commercial Excellence. 1 Source: demand-driven and competitive market assessments. Targeted GROW Initiatives Where We Have the Righ
Slide 38: Executing Targeted Initiatives to Accelerate Above-Market Growth
38 Executing targeted initiatives to Accelerate above-market growth GROW in Attractive End Markets with Commercial Excellence Lifecycle Valuevia Service DIFFERENTIATE through Product-First, Application-LedInnovation EXPAND through Operational Excellence Initiatives, including Inventory Management an
Slide 39: GROW Priorities: Legacy Enerpac Tool Group
39 GROW Priorities: Legacy Enerpac Tool Group SCALING WITH stronger channels, faster execution, and DEEPER Market penetration EPC = Engineering, Procurement, and Construction. Data Center Spotlight Adding dedicated U.S. commercial resources Direct engagements with large asset owners, EPCs, and contr
Slide 40: GROW Priorities: Service
40 GROW Priorities: Service Building a higher-margin, more recurring service platform with significant runway CMMC = Cybersecurity Maturity Model Certification. EDM = Electrical Discharge Machining. Drive Opportunistic Expansion Increase technicians in U.S. to capture surge in nuclear and shipbuildi
Slide 41: Accelerating E-commerce Presence
41 Driving Incremental Sales by Accelerating E-commerce Presence Self-service platform Enables team to Shift from Transactional to solution sales 2 3 1 Improved lead capture rate and conversion Faster sales process Increased growth in small-order and long-tail Complete digital portfolio coverage Imp
Slide 42: 80/20 in Action: More Productive Distributor Network
42 80/20 In action | Creating a more productive distributor network Winning with the winners EDI = Electronic Data Interchange. 1 Reflects legacy Enerpac Tool Group only and excludes SFE Group. ~1,000 Distributors (FY22)1 ~800 Distributors (FY26)1 Recent Actions toOptimize Enerpac Channel Rationaliz
Slide 43: Case Study: Fehmarnbelt Tunnel
43 Case Study | fehmarnbelt Tunnel: Winning a marquee Infrastructure project through ecx Converting early engagement and customer insight into differentiated value OUR SOLUTION Engaged early with customer to develop a deep understanding of project requirements Engineered integrated hydraulic and con
Slide 44: Case Study: Global Power Generation Opportunity
44 Case Study | Leveraging Local expertise to unlock a global power generation opportunity Combining Expertise with scale to drive growth in attractive market AGV = Automated Guided Vehicle. OUR SOLUTION Initial solution: delivered specialized multi-stud tensioning systems tailored to application re
Slide 45: Case Study: ECX-driven Flywheel
45 Case Study | Leveraging ECX-driven Flywheel to optimize and deepen customer relationships scalable flywheel supporting sustainable growth ECX = Enerpac Commercial Excellence. CRM = Customer Relationship Management. OUR SOLUTION Flywheel drives deeper engagement, disciplined account planning, and
Slide 46: Key Takeaways
46 Key Takeaways Enhancing customer value through solution-led selling, strategic account development, and deeper channel partnerships 3 Accelerating PROPEL’s GROW pillar through targeted commercial initiatives to drive above-market growth 2 Scaling Enerpac Commercial Excellence (ECX)across global o
Slide 47: SFE: New Platform for Profitable Growth
SFE: New Platform for Profitable Growth Vinay Varma President, SFE 47 2026 INVESTOR DAY |
Slide 48: Key Messages
48 Key Messages 01 Advancing pure-play fabrication solutions strategy 1 Building on premium brand platform with demonstrated track record of organic and inorganic growth and strong margins 2 Expanding addressable market and platform for growth with financial strength and established M&A playbook Inc
Slide 49: SFE Snapshot
49 SFE Snapshot Premium Brand Platform with strong Margins and A market-leading position TTM = Trailing Twelve Months. MRO = Maintenance, Repair, and Operation. 1 Represents the Company’s best estimate of end market revenues by category. 2 Includes Mining, Data Centers, Heavy Equipment, and Aerospac
Slide 50: SFE Video
SFE VIDEO manracg 2026 MEVESTOR DAY | 60
Slide 51: What We Do: Specialized Fabrication Solutions
51 What We Do: Global Provider of Specialized Fabrication Solutions for Critical Industries 1 Percentages represent percent of SFE Group net sales for TTM Mar-26. PIPE BEVELING & ON-SITE MACHINING | 42%1 Average Selling Price: $5K – $50K ORBITAL WELDING &CUTTING | 25%1 Average Selling Price: $25K –
Slide 52: Differentiated, Sustainable Competitive Advantages
52 Differentiated, Sustainable Competitive Advantages Legacy of 12Premium Brands 250+ yearsof combined manufacturing experience Commitment to long-term brand investment and market growth Channel, Distribution, and Market Reach Strong industrial rep network with deep application expertise Strategic d
Slide 53: Case Study: Tapered Shaft Lathe
53 Case Study | Tapered shaft lathe: Mission-critical fabrication solution delivering precision Engineering-led innovation creating a scalable growth opportunity A&D = Aerospace & Defense. OUR SOLUTION Purpose-built tapered shaft lathe enabling precision machining directly on vessel Portable design
Slide 54: Case Study: Circular Mill for Turbine Repair
54 Case Study | circular mill for turbine repair: specialized engineering enables precision machining Expertise driving customer productivity and repeatable growth opportunities OUR SOLUTION Purpose-built circular mill enabling precision machining directly within dam Modular, adjustable design suppo
Slide 55: Disciplined Integration Principles Preserve SFE's Culture
55 Disciplined integration principles preserve SFE’s high-performance culture Combining SFE’s Proven Capabilities with Enerpac’s Scale to Drive Long-term Value Preserve entrepreneurial culture, agility, and customer-centric mindset Build on proven reputation for quality, reliability, and technical e
Slide 56: Executing Against a Disciplined Integration Roadmap
56 Executing against a Disciplined Integration Roadmap Deepen understanding of customers, channels, operations, and talent while establishing integration governance Baseline synergy opportunities and infrastructure needs Deploy PEP and ECX across operations, commercial execution, and performance man
Slide 57: Key Takeaways
57 Key Takeaways Expanding addressable market and platform for growth with financial strength and established M&A playbook 3 Increasing and aligning exposure to priority end markets, including industrial & MRO, power generation, and data centers 4 Building on premium brand platform with demonstrated
Slide 58: Q&A Session
Q&A Session 58
Slide 59: Break
Break 59 ~15 Minutes
Slide 60: Innovation Powers the Portfolio and Propels Our Growth Strategy
Innovation Powers The Portfolio and propels our growth strategy 60 Mart Hinnen EVP Of Innovationand Heavy Industrial Technologies 2026 INVESTOR DAY |
Slide 61: Key Messages
Building on position of strength through portfolio of premium solutions and top-tier distribution to extend market leadership Advancing PROPEL’s DIFFERENTIATE pillar through innovation priorities to expand served markets and capture share in high-growth end markets Driving disciplined innovation pro
Slide 62: Building from Position of Strength with Rich History of Innovation
62 Building from position of strength withRich history of innovative solutions AGV = Automated Guided Vehicle. 1 Percentages represent percent of legacy Enerpac Tool Group IT&S product FY26 net sales. INDUSTRIAL TOOLS | 70%1 Average Selling Price: $1K – $10K HEAVY LIFTING TECHNOLOGY | 17%1 Average S
Slide 63: Propel: A Sharpened Long-term Profitable Growth Strategy
63 Propel: A Sharpened Long-term Profitable Growth Strategy GROW in Attractive End Markets with Commercial Excellence Lifecycle Valuevia Service DIFFERENTIATE through Product-First, Application-LedInnovation EXPAND through Operational Excellence Initiatives, including Inventory Management andService
Slide 64: Differentiate: Innovation Priorities Power Propel's Growth Agenda
Differentiate: INNOVATION PRIORITIES POWERPROPEL’S GROWTH AGENDA 64 BATTERY EXPANSION DIGITAL ECOSYSTEM SOLUTION SELLING PLATFORM STANDARDIZATION Drive adoption through lighter, more efficient batteries, which are changing how customers work Create customer stickiness through connected products that
Slide 65: Differentiate: Scaling Battery Platform
65 Differentiate: Scaling battery platformacross our portfolio Achieved 26% CAGR1 in battery product sales, driven by platform expansion 1 FY22 – FY26. Battery-Powered Split-Flow Pump Battery Torque Wrench Battery-Powered Machine Skate Set Battery-Powered Hydraulic Pump RESULTS Greater portability a
Slide 66: Differentiate: Creating a Connected, Digital Ecosystem
66 Differentiate: Creating a Connected, Digital Ecosystem by leveraging portfolio breadth Enhancing value proposition and driving customer retention Ecosystem Benefits One connected platform replaces fragmented, multi-supplier systems Deeper workflow integration and more consistent job execution DIG
Slide 67: Differentiate: Capturing Interconnected End Market Growth
SHARED CUSTOMER VALUE & BENEFITS Safer execution Faster installation and maintenance Reduced downtime and risk Greater asset reliability Flexible, mobile solutions enable redeployment across facilities MARKET NEEDS AI accelerating DC buildout and increasing power demand and generation investments In
Slide 68: Differentiate: Standardizing Differentiated Platforms
SHARED BENEFITS Lowers cost per unit Shortens lead times Improved speed-to-market High-margin growth via configuration and customization 68 Differentiate: STANDARDIZING DIFFERENTIATED PLATFORMS TO ACCELERATE Scalability Scaling proven solutions to ENABLE further growth and Margin expansion ARMOR STA
Slide 69: Stage-gate Innovation Process
DISCOVER DEFINE DELIVER 69 Turning innovation into a repeatable growth engine through disciplined Stage-gate process developing and Deploying solutions on time, on budget, and at scale RECENT INNOVATIONS ACROSS PORTFOLIO RIGOROUS PROCESS TO MEET UNIQUE CUSTOMER / MARKET-SPECIFIC NEEDSAND RETURN REQU
Slide 70: Case Study: Light-weight Bolting Pump
70 Case Study | Light-weight Bolting Pump: customer-led innovation in a $140M torque pump market Customer-led Innovation creates new pathways for organic growth OUR SOLUTIONLU-Series Torque Pump Light-weight, easy-to-use solution designed specifically for intermittent bolting applications Developed
Slide 71: Dedicated Innovation Function Driving Priorities
71 Dedicated Innovation FunctionDriving Priorities Note: innovation metrics reflect legacy Enerpac Tool Group only and exclude SFE Group. FTE = Full-Time Employee. 1 Based on performance at the new Enerpac Center innovation lab. Comparisons are from FY24 – FY26. Disciplined commercialization CORE IN
Slide 72: Building a Faster, More Productive Innovation Engine
72 Building a faster, more productive innovation engine Recently Opened Innovation Lab at Our HQ in Milwaukee, WI Enabling Faster Execution for Full Product Portfolio Opened Spring 2025 | 3,000 sq. ft. R&D facility Faster iteration and increased investment translates into higher pace of NPI NPI = Ne
Slide 73: Proof Points: Voice of Customer Spotlight
Proof Points 73 Voice of Customer Spotlight: Turning Discovery Into Standardized Solutions for scalable growth Voice of Customer Drives innovation priorities Field Immersion and Data Intake Embed innovation team on-site with customers, seeing firsthand how tools were stored and moved between jobs Va
Slide 74: Case Study: Juneau Creek Bridge
74 Case Study | Juneau Creek Bridge: Addressing Complex customer needs in demanding environment Engineering Differentiation and expertise unlock high-margin opportunities Benefits BACKGROUND Required ~1,000-ft. bridge to be assembled across remote canyon in Alaska Complex launch demanded exceptional
Slide 75: Case Study: HS2 UK Highway Bridges
75 Case Study | HS2 UK HIGHWAY Bridges: SAFER, Faster Infrastructure Execution Proven, Mission-critical Solutions for Complex Infrastructure projects OUR SOLUTION Provided upfront consultation to optimize solution selection and execution planning $1.5M+ revenue generated from proven JS-500 jack-up t
Slide 76: Key Takeaways
76 Key Takeaways Driving disciplined innovation process to deliver commercial solutions on time, on budget, and at scale 3 Advancing PROPEL’s DIFFERENTIATE pillar through innovation priorities to expand served markets and capture share in high-growth end markets 2 Building on position of strength th
Slide 77: Continuous Improvement Culture Driving Operational Excellence
Continuous improvement culture driving operational excellence Eric Chack EVP, Operations 77 2026 INVESTOR DAY |
Slide 78: Key Messages
78 Key Messages PEP = Powering Enerpac Performance. Leveraging data-driven decision making to drive business and financial acumen, continuous improvement mentality, and disciplined execution 1 Centralizing professional sourcing function to leverage scale and deliver sustainable margin expansion 2 Ex
Slide 79: Operational Excellence is Durable and Scalable
79 Operational Excellence is Durable and Scalable Repeatable Playbook with Proven Ability to Execute And Scale PROVEN SQDICG RESULTS1 Strong Financial Outcomes HOW WE WIN WHAT IT ENABLES = Execution Discipline Standardized and rigorous operating cadence across all sites to codify excellence Deployme
Slide 80: Global Reach with Local Expertise and Execution
Office General / Sales Global Headquarters Other Service Center / Warehouse / Other Plant Manufacturing / Assembly 80 Global Reach with Local Expertise and Execution 1 Key statistics reflect legacy Enerpac Tool Group only and exclude SFE Group. KEY STATISTICS1 ~55% Of Our Products Are Manufactured i
Slide 81: Propel: A Sharpened Long-term Profitable Growth Strategy
81 GROW in Attractive End Markets with Commercial Excellence Lifecycle Valuevia Service DIFFERENTIATE through Product-First, Application-LedInnovation EXPAND through Operational Excellence Initiatives, including Inventory Management andService Expansion Propel: A Sharpened Long-term Profitable Growt
Slide 82: Key Value Drivers Further Enhancing Propel Strategy
82 Key Value Drivers Further Enhancing Enerpac’s PROPEL Strategy VA/VE = Value Analysis and Value Engineering. Sourcing Excellence Formalized VA/VE Program Operational Productivity Acquisition Integration
Slide 83: Building a Scalable Sourcing Engine with 80/20
83 Building a Scalable Sourcing Enginewith 80/20 to Drive Margin Expansion KEY FOCUS AREAS Shifting to centralized commodity sourcing strategy (i.e., low-cost region sourcing and vendor consolidation), while investing in processes to drive material cost reduction Activating large, multi-year savings
Slide 84: Structural Margin Expansion through Formalized VA/VE Program
Unlocking structural margin expansionthrough Formalized VA/VE Program FormalizedVA/VE Program 84 Delivering savings while Building Repeatable Cost Productivity VA/VE = Value Analysis and Value Engineering. BENEFITS Pilot event in Q4 FY26 yielded 30%+material reduction in COGS Target 6 – 10 events ac
Slide 85: Operational Productivity
Operational Productivity 85 Driving Greater Operational Productivity Reducing Structural Overhead While Creating Capacity to Scale Efficiently BENEFITS Improves fixed cost leverage through higher capacity utilization and reduced overhead Enhances profitability by consolidating operations Positions b
Slide 86: Acquisition Integration Playbook
86 Deploying Acquisition Integration playbook to Standardize Best Practices Enables scalable, repeatable value creation through proven integration playbook KEY FOCUS AREAS Applying standardized operating model to accelerate integration and drive consistent execution Capturing cost and operational sy
Slide 87: Case Study: 80/20 SKU Rationalization
87 Case Study | 80/20 Portfolio Simplification through SKU Rationalization Program Reducing Complexity while improving availability and unlocking working capital Our Solution Applying 80/20, rationalized ~9,200 SKUs, including ~4,400 standard items, based on demand and ordering trends Provides adjac
Slide 88: Case Study: HLT Strategic Outsourcing
88 Case Study | HLT Strategic Outsourcing of non-core activities IMPROVED speed and margin Outsourcing Lowers cost, accelerates projects, and unlocks capacity for growth Our solution Identified non-core / non-IP related activities suitable for outsourcing, including electrical cabinets and welding s
Slide 89: Case Study: Tensioners Re-sourcing and Stocking
89 Case Study | Tensioners Re-sourcing and Stocking Established a repeatable playbook for adjacent product families Our solution Re-sourced to a low-cost region to strengthen cost competitiveness Increased EOQs and stocking protocols to enhance product availability and fulfillment Insufficient stock
Slide 90: Key Takeaways
90 Key Takeaways PEP = Powering Enerpac Performance. Executing PROPEL’s EXPAND pillar through PEP-driven productivity improvements, footprint optimization, and margin expansion 3 Driving structured monthly operating system to offset inflation and deliver optimal cost basis 4 Centralizing professiona
Slide 91: Financial Framework for a High-Quality Industrial Compounder
Financial Framework for a High-quality Industrial Compounder 91 Darren Kozik EVP and CFO 2026 INVESTOR DAY |
Slide 92: Key Messages
92 Key Messages 01 Increasing exposure to higher-growth, higher-margin end markets and geographies 1 Investing in high-return, organic opportunities to accelerate long-term profitable growth 2 Delivering a durable financial algorithm through disciplined execution, strong cash generation, and increas
Slide 93: High-Quality Industrial Compounder
High-Quality Industrial Compounder Sustainable Growth Margin Expansion Increasing Returns 93 A Strong Financial foundation to accelerateour next phase of value creation Proven execution and financial strength Fuel long-term shareholder value Track Record ofStrong Execution Significant Improvements i
Slide 94: Track Record of Execution and Strong Results
94 Track Record of Execution And strong results Net Sales ($M) Adj. EBITDA1 ($M) &Adj. EBITDA Margin1 (%) EFFECTIVE CAPITAL DEPLOYMENT Activate and leverage strong balance sheet to deploy capital efficiently Prioritize organic growth investment and value-creating M&A Invest in industry-leading portf
Slide 95: Capital-light Model Supports Growth Investment and Free Cash Flow
95 Capital-light model supports growth investment and strong Free Cash Flow Generation Note: All charts exclude SFE Group. 1 Higher capex in FY25 primarily due to one-time investments for the buildout of our new headquarters. 2 Non-GAAP measure. See Appendix for reconciliation to the comparable GAAP
Slide 96: Balanced Approach to Capital Allocation
96 balanced Approach To capital allocation 1 FY26 includes legacy Enerpac Tool Group and purchase price of SFE Group prior to any post close adjustments. Historical Uses of Cash (FY22 – FY26)1 $874M Go-Forward Priorities Capital Expenditures R&D and product innovation to support growth Plant automat
Slide 97: Strong and Flexible Balance Sheet
97 Strong and flexible Balance sheet Flexible Capital structure and history of Disciplined Leverage 1 Calculated in accordance with the terms of the new credit facility signed on October 16, 2026. 2 The estimated net leverage ratio is based on estimates of the Company’s consolidated net debt at clos
Slide 98: Executing a Disciplined M&A Strategy
98 Executing a disciplined M&A Strategy Remain Focused on Improving Market Position As a Leadingpure play industrial tools and solutions provider Strategic Filters FINANCIAL CRITERIA Focus on DCF Model Analysis ROIC > WACC by Year 3 >40% Gross Margins1 Accretive to Adj. EPS within 2 Years Improves O
Slide 99: M&A Strategy in Action: SFE Group Scorecard
99 M&A Strategy in Action: SFE GROUP Scorecard Transaction Snapshot Closed October 28, 2026 Purchase Price1 ~$472M TTM FY26 Adj. EBITDA Multiple2 10.6x TTM FY26 Adj. EBITDA Multiple, Including SynergiesExpected to be Realized within 3 Years 9.5x TTM FY26 Sales2 ~$170M TTM FY26 Adj. EBITDA2 ~$44M Str
Slide 100: Growing Cash Flow Strengthens Balance Sheet
100 Growing Cash Flow strengthens Balance Sheet and increases Capital Deployment Capacity 1 The estimated net debt is based on estimates of the Company’s consolidated net debt at closing following the acquisition of SFE Group, reflecting the application of cash and borrowings at closing to fund the
Slide 101: A Sharpened Long-term Profitable Growth Strategy
101 A Sharpened Long-term Profitable Growth Strategy to become an industrial compounder GROW in Attractive End Markets with Commercial Excellence Lifecycle Valuevia Service DIFFERENTIATE through Product-First, Application-LedInnovation EXPAND through Operational Excellence Initiatives, including Inv
Slide 102: Key Growth Drivers
KEY GROWTHDRIVERS 102 PF = Pro Forma includes SFE Group net sales for TTM Mar-26. MRO = Maintenance, Repair, and Operation. ECX = Enerpac Commercial Excellence. 1 Cortland Industrial was divested in July 2023. 2 Includes Mining, Data Centers, Heavy Equipment, and Aerospace & Defense. Businesses Geog
Slide 103: Multiple Levers for Margin Expansion
103 Multiple levers for margin expansion +920 Bps Adj. EBITDA margin improvement since FY22 with continued momentum PEP = Powering Enerpac Performance. ECX = Enerpac Commercial Excellence. CoE = Center of Excellence. VA/VE = Value Analysis and Value Engineering. Sales Growth Commercial Excellence (E
Slide 104: Strong Business Model and Operating Leverage
104 Strong business model and operating leverage Scalable cost structure supports EBITDA Growth and Flexibility through cycles Fixed Overhead and facility spend Core FTE spend; IT infrastructure Depreciation and amortization Variable Material Distribution Labor Logistics, fuel, and utilities Executi
Slide 105: FY27 Guidance
105 FY27 guidance 1 Non-GAAP measure. Reconciliation of Adjusted EBITDA and Adjusted Diluted EPS is not currently practicable due to purchase price accounting, and is therefore currently not provided. 2 Depreciation and amortization guidance excludes the impact of SFE purchase accounting. Assumption
Slide 106: FY30 Financial Targets
106 FY30 Financial Targets 1 Free Cash Flow Conversion defined as Free Cash Flow / GAAP Net Income. 2% – 3% Market Growth Rate ~25% Effective Tax Rate ~2% Capex as % of sales $1.13/1€ | $1.33/1£ Key FX Rates 4% – 6% Organic Growth CAGR (FY26 – FY30E) 10% – 13% Adj. Diluted EPS CAGR(FY26 – FY30E) +20
Slide 107: Propel Drives Sales Growth Above Market and Margin Expansion
107 Propel drives 200 – 300 bps sales growthabove market and margin expansion HLT = Heavy Lifting Technology.1 Pro Forma data includes SFE Group as of TTM Mar-26. ~$8221 $65 – $100 GROW PRO FORMA FY26 – fY30E Net Sales bridge ($M) Adjusted EBITDA Margin ~24% ~40 bps ~50 bps ~30 bps ~50 bps 25.5% – 2
Slide 108: Balanced Incentive Structure
108 Balanced incentive structure SHORT-TERMIncentive Plan Annual Bonus Based on 1-YearPerformance Period 1/4 Organic Sales Growth 1/4 AdjustedEBITDA 1/4 AdjustedEBITDA Margin 1/4 Free Cash Flow Conversion1 LONG-TERMPerformance Shares Equity Incentives Over 3-YearPerformance Period Note: Above also a
Slide 109: Strong Financial Performance Supports Compelling Investment Opportunity
109 strong financial performance supports compelling investment opportunity Adj. EBITDA Margin1 Expansion(FY22 – FY25) PROFITABILITY ROIC3(FY25) EV / NTM1,6 EBITDA(EV as of 10/30/26) RETURNS VALUATION Net Sales CAGR4(FY22 – FY25) REPORTEDGROWTH Adj. EBITDAMargin1(FY25) EPAC ORGANIC GROWTH Organic Sa
Slide 110: Value Creation Engine Enabled by Propel
110 value creation engineenabled by Propel Fy26 – Fy30 1 Free Cash Flow Conversion defined as Free Cash Flow / GAAP Net Income. Compounding earnings growth Significant value creation through the cycle High-quality industrial compounder Growth Drivers 4% – 6%Organic Growth CAGR ProfitabilityEnablers
Slide 111: Closing Remarks: Invest with Us
Closing remarks: Invest with Us 111 Paul Sternlieb President and CEO 2026 INVESTOR DAY |
Slide 112: Why Invest in Enerpac
112 Why Invest in Enerpac Delivering Mission-Critical Industrial Solutions through highly engineered equipment, applications expertise, and innovation into attractive end markets benefiting from favorable secular growth tailwinds 1 Advancing from ASCEND to PROPEL next-generation profitable growth st
Slide 113: Q&A Session
Q&A Session 113
Slide 114: Appendix: Reconciliations of Non-GAAP Measures
appendix 114 Reconciliations of non-GAAP measures
Slide 115: Reconciliation of Non-GAAP Measures
115 Reconciliation of non-GAAP measures ($ IN MILLIONS, EXCEPT PER SHARE)
Slide 116: Reconciliation of Non-GAAP Measures
116 Reconciliation of non-GAAP measures ($ IN MILLIONS, EXCEPT PER SHARE)
Slide 117: Reconciliation of Non-GAAP Measures
117 Reconciliation of non-GAAP measures (1) Approximately $0.6 million of the Q4 fiscal 2023 and $0.4 million of the Q4 fiscal 2024 restructuring charges were recorded in cost of products sold. (2) Minimal amounts of M&A charges are recorded in cost of products sold in Q2 and Q4 fiscal 2026 and Q2 f
Slide 118: Appendix: Speaker Biography
appendix 118 SPEAKER Biography
Slide 119: Paul Sternlieb, President and CEO
119 Paul Sternlieb joined Enerpac Tool Group as President & CEO in October 2021. Before joining Enerpac Tool Group, Paul served as EVP & President, Protein at JBT Corporation. Prior to this Paul was Group President, Global Cooking Equipment within the Food Equipment Group segment of Illinois Tool Wo
Slide 120: Darren Kozik, EVP and CFO
120 Darren joined Enerpac Tool Group as Executive Vice President and Chief Financial Officer in October 2024. Before joining Enerpac, Darren was SVP, Global Corporate Finance for ManpowerGroup, where he led their global financial planning & analysis, mergers & acquisitions, treasury, procurement, an
Slide 121: Eric Chack, EVP, Operations
121 Eric joined Enerpac Tool Group as the Executive Vice President – Operations in July 2024 and leads all aspects of Enerpac’s global operations, including oversight for manufacturing, procurement, logistics, continuous improvement, quality, and reliability. Prior to joining Enerpac, Eric was SVP S
Slide 122: Mart Hinnen, EVP of Innovation and Heavy Industrial Technologies
122 Mart Hinnen joined Enerpac Tool Group in March of 2008 and has been promoted into roles of increasing responsibility since then, including General Manager of Heavy Lifting Technology (HLT) & Machining in May of 2018, leading ASCEND (the company’s Enterprise transformation program) in April of 20
Slide 123: Phil Jefferson, EVP, Chief Commercial Officer
123 Phil Jefferson joined Enerpac Tool Group as the President of the Europe, Middle East, and Africa (EMEA) Region in June of 2023; was promoted to Regional President, Americas & EMEA, in November of 2024; and most recently to Executive Vice President, Chief Commercial Officer in May of 2026. Prior
Slide 124: Vinay Varma, President, SFE
124 Vinay Varma joined Enerpac Tool Group upon its acquisition of SFE Group, where he served as Chief Executive Officer, leading the company’s global growth, strategic acquisitions, and operational transformation. Prior to SFE Group, Vinay was Vice President & General Manager of Oil, Gas & Chemicals