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2026 INVESTOR DAY | INVESTOR DAY 2026 NOVEMBER 4, 2026 | NYC BUILT FOR MORE
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2026 INVESTOR DAY | 2026 INVESTOR DAY | WELCOME AND OPENING REMARKS 2 CHRISTIAN AUDI SENIOR DIRECTOR, INVESTOR RELA TIONS 2026 INVESTOR DAY |
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2026 INVESTOR DAY | 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 respect to guidance, the terms “outlook,” “may,” “should,” “could,” “anticipate,” “believe,” “estimate,” “expect,” “objective,” “plan,” “project” and similar expressions are intended to identify forward-looking statements. Such forward-looking statements are subject to inherent risks and uncertainties that may cause actual results or events to differ materially from those contemplated by such forward-looking statements. The following is a list of factors, among others, that could cause actual results to differ materially from the forward-looking statements, general economic uncertainty; the impact of geopolitical activity, including the armed conflicts in the Middle East, including the impact on shipping in the area and the invasion of Ukraine by Russia and international sanctions imposed in response thereto; market conditions in the industrial, oil & gas, energy, power generation, infrastructure, commercial construction, truck and automotive industries, including as a result of significant volatility in oil prices resulting from disruptions in the oil markets as a result of geopolitical activity; supply chain risks, including disruptions in deliveries from suppliers due to political tensions and armed conflicts; impacts from the imposition, or threat of imposition, of tariffs and other trade restrictions; the ability of the Company to achieve its plans or objectives related to its growth strategy; market acceptance of existing and new products; market acceptance of price increases; successful integration of acquisitions, the impact of dispositions and restructurings; the ability of the Company to continue to achieve or maintain operational improvements related to restructuring actions; operating margin risk due to competitive pricing and operating efficiencies; risks related to reliance on independent agents and distributors for the distribution and service of products; material, labor, or overhead cost increases; tax law changes; foreign currency risk; interest rate risk; commodity risk; litigation matters; cybersecurity risk; impairment of goodwill or other intangible assets; the Company’s ability to access capital markets and other risks and uncertainties that may be referred to or noted in the Company’s reports filed with the Securities and Exchange Commission from time to time, including those described in the Company’s Form 10-K for the fiscal year ended August 31, 2026. In addition, statements with respect to the post-closing contributions of SFE Group to the Company’s consolidated results are subject to risks and uncertainties that include, but are not limited to: the ultimate outcome, benefits and synergies of the acquisition of SFE Group and future financial performance, including revenues, cash flows, operating expenses and profitability, involve risks and uncertainties, and are subject to change based on various important factors, including risks that the acquisition disrupts current plans and operations of Enerpac Tool Group or SFE Group; the risk that disruptions from the transaction may make it more difficult to maintain business and operational relationships, including retaining and hiring key personnel and maintaining relationships with SFE Group’s customers, distributors, vendors and others with whom it does business; and the impact of changes in relevant national and regional economies. Enerpac Tool Group disclaims any obligation to publicly update or revise any forward-looking statements as a result of new information, future events or any other reason, except to the extent required by law. This presentation also contains financial measures that are not measures presented in conformity with GAAP. These non-GAAP measures include organic sales, EBITDA, adjusted EBITDA, adjusted EBITDA margin, adjusted net earnings, adjusted earnings per share, and net debt. The supplemental financial schedules appended at the end of this presentation include reconciliations of these non-GAAP measures to the most comparable GAAP measure. Enerpac Tool Group acknowledges that there are many items that impact a company’s reported results, and the adjustments reflected in these non-GAAP measures are not intended to present all items that may have impacted these results. In addition, these non-GAAP measures are not necessarily comparable to similarly titled measures used by other companies. Adjusted diluted earnings per share for fiscal year 2027 is calculated in a manner consistent with the historical presentation of that measure in the accompanying tables. Because of the forward-looking nature of this estimate, it is impractical to present a quantitative reconciliation of this non- GAAP measure to the comparable GAAP measure, and accordingly no such GAAP measure for that period is being presented.
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2026 INVESTOR DAY | 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 Platform for Profitable Growth Vinay Varma | President, SFE 9:55 AM Q&A Session 10:15 AM BREAK 10:30 AM Innovation Powers the Portfolio and Propels Our Growth Strategy Mart Hinnen | EVP of Innovation and Heavy Industrial Technologies Continuous Improvement Culture Driving Operational Excellence Eric Chack | EVP, Operations Financial Framework for a High-Quality Industrial Compounder Darren Kozik | EVP and CFO Closing Remarks: Invest with Us Paul Sternlieb | President and CEO 11:30 AM Q&A Session 12:00 PM Leadership Luncheon and Product Demo
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2026 INVESTOR DAY | 5 ENERPAC VIDEO
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2026 INVESTOR DAY | 2026 INVESTOR DAY | A STRONGER ENERPAC, POSITIONED TO OUTPERFORM 6 PAUL STERNLIEB PRESIDENT AND CEO 2026 INVESTOR DAY |
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2026 INVESTOR DAY | 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 next-generation profitable growth strategy with systems and processes to enable greater commercial and operational excellence 3 Expanding Technology and Market Leadership through differentiated solutions and deeper penetration of attractive end markets 4 Driving Sustainable Top-Quartile Returns through consistent execution, competitive advantages, and disciplined capital allocation 5 Sharpening Execution with Experienced and Empowered Management Team and clear strategy to accelerate above-market growth in a ~$5.5B SAM
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2026 INVESTOR DAY | 8 OUR COMPANY HAS UNDERGONE A TRANSFORMATION Evolution of Our Company 115+ Years of Excellence 1910 1927 1987 Applied Power Spin-Off2000 2019 A Track Record of Strategic Execution 2016 – 2021 2021 – 2026 • Realigned segments and portfolio optimization • Sold non-core businesses including EC&S segment • Rebranded as Enerpac Tool Group • Paul Sternlieb joined Enerpac as CEO in October 2021 • Introduced clear initiatives to take organization to next level of growth and profitability • Divested Cortland Industrial, focusing portfolio on higher-growth Cortland Biomedical business • Completed ASCEND transformation program and reaccelerated strategic M&A through acquisition of DTA • Expanded Heavy Lifting Technology through Hydra Pac acquisition • Completed transformational SFE Group acquisition, expanding SAM opportunity by ~$1B SAM = Serviceable Addressable Market.
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2026 INVESTOR DAY | 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 EBITDA Margin2 23.7% +920 bps Adjusted Diluted EPS2 $1.87 +131% ROIC3 12.6% +700 bps Free Cash Flow2 $120M +29% CAGR 1 Excludes SFE Group. 2 Adjusted EBITDA, adjusted EBITDA margin, adjusted diluted EPS, and free cash flow are non-GAAP measures and exclude restructuring and other charges identified in the accompanying reconciliations to GAAP measures. Free cash flow is a non-GAAP measure calculated as cash from operations less capital expenditures. The calculation of year-over-year changes in basis points may differ due to rounding. 3 Based on CAPIQ definition calculated as EBIT x (1 - 37.5%) / average total capital.
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2026 INVESTOR DAY | 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 / Eurostat / OECD. 11.1% 7.8% 2.2% 1.0% 3.6% 13.4% 11.6% 1.2% 0.9% 7.1% 0.4% -0.8% -0.9% 1.0% 1.4% 2.9% -1.9% -1.4% 1.7% 0.0% EPAC Total Sales (FY) EPAC Product Sales (FY) U.S. Industrial Production (CY) European Industrial Growth (CY) SALES AND MARKET GROWTH Legacy Enerpac Tool Group Total and Product YoY Organic Sales Growth by Fiscal Year vs. U.S. and European Industrial Growth 1 2 FY22 FY23 FY24 FY25 FY26
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2026 INVESTOR DAY | 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 Excellence (ECX) Global sales organization leverages CRM to identify, track, and advance project opportunities well ahead of order conversion Commercial teams and application engineers leverage customer relationships and monitor channel activity months or quarters before purchase decisions are finalized Opportunities being developed today can become orders 2 – 3 years from now, supporting a more durable growth pipeline, and often a ‘hunting license’ for additional orders as customer needs expand on a given project DISCIPLINED COMMERCIAL ENGINE PROVIDES ENERPAC GREATER PIPELINE VISIBILITY Enerpac is Purely Short- Cycle / Book-and-Ship Limited Visibility Beyond Near-Term Demand Demand Generation Starts When Order is Placed Longer-Cycle Projects are Not Meaningful to Growth CRM = Customer Relationship Management. REALITYMISPERCEPTIONS
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2026 INVESTOR DAY | 12 ENERPAC TOOL GROUP SNAPSHOT (NYSE: EPAC) $822M Pro Forma FY26 Net Sales Breakdown2KEY STATISTICS Includes Legacy Enerpac Tool Group and SFE Group Founded 1910 Global HQ Milwaukee, WI Market-cap1 ~$2.0B Employees2 ~2,550 Distributors and Customers2 ~2,200 BUILT FOR MORE – PROPELLING FORWARD TO DELIVER HIGH-QUALITY INDUSTRIAL TOOLS AND TOP-QUARTILE FINANCIAL PERFORMANCE 21% 79% Legacy Enerpac Tool Group SFE Businesses 85% 15% Product Service Product vs. Service 54% 11% 35% Geography Americas APAC EMEA Cortland Biomedical 3% 1 As of October 30, 2026. 2 Pro Forma data includes SFE Group as of TTM Mar-26.
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2026 INVESTOR DAY | 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 • Leadership, communication, and engagement opportunities driving growth mindset and culture Engaged Employees Are Our Strength DIRECT SURVEY RESPONSE QUOTES “The company provides a positive work environment with ample opportunities for professional growth. There are plenty of chances to learn and team collaboration is outstanding.” “Strong focus on quality and continuous improvement.” “I appreciate the high level of trust leadership places in employees. It allows for a sense of ownership that is rare for this industry.” SAFETY INTEGRITY OWNERSHIP TEAMWORK AGILITY 73 78 82 2022 2024 2026 Global Employee Overall Engagement Scores1
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2026 INVESTOR DAY | 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 $626M $26M $170M3 Product (% of FY26 Net Sales) 83% 100% 91% Service (% of FY26 Net Sales) 17% 0% 9% High-growth, high-margin medical device component platform Durable customer relationships and capital-efficient growth Differentiated textile manufacturing capabilities $822M Pro Forma FY26 Net Sales1
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2026 INVESTOR DAY | 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 PRESSESCUTTERS HEAVY LIFTING STRONG BRAND RECOGNITION Serving a Diversified Customer Base of Specialty Dealers, National Distributors, and Large OEMs SERVICE & RENTAL Bolting • Machining • Joint Integrity • Spares • Repairs • Training MANUAL MACHINE SKATE SETS (E-MOVERS) AUTOMATED LOAD MOVE RS (AGVs)
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2026 INVESTOR DAY | 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 includes SFE Group net sales for TTM Mar-26.
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2026 INVESTOR DAY | 40%2 60%2 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 Percent of Pro Forma FY26 Service net sales that includes SFE Group net sales for TTM Mar-26. 3 Includes Middle East / North Africa / Caspian (MENAC). Middle East and Europe are reported as EMEA. 46% 3% 32% 19% RENTAL Manufacture and place in our rental fleet HOW WE OPERATE GEOGRAPHIC EXPOSURE Puts Our Tools in the Field Sells Our Products Directly Feeds R&D ~60,000 tools in rental fleet ~30 locations globally ~500 technicians globally on time-and-material projects 7 of top 10 major Refining and Petrochemical companies served Recurring by design: master service agreements can be up to five years for large projects APAC Europe3 Americas Middle East3 HIGHLY COMPLEMENTARY TO PRODUCT BUSINESS
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2026 INVESTOR DAY | 18 RESHAPING SERVICE TO DRIVE MORE CONSISTENT GROWTH AND HIGHER MARGINS… …WITH STRONGER PRODUCT PULL-THROUGH WHERE WE WERE Why Change Was Needed • Revenue pressured by softer turnaround and outage activity • Regulatory and geopolitical challenges constrained demand • Broad portfolio with exposure to lower- value work WHERE WE ARE GOING Repositioned for Profitable Growth • Expand in attractive markets with stronger demand and growth potential • Selectively invest in differentiated, higher- margin technical services • Expand product rentals to drive recurring revenue and product pull-through WHAT WE DID Actions Taken to Strengthen Foundation of Business • Sharpened commercial focus on higher- value opportunities • Right-sized based on market demand • Rationalized portfolio to prioritize differentiated technical scopes and capabilities
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2026 INVESTOR DAY | +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 and competitive market assessments. Government investments in infrastructure upgrades Energy transition buildout and U.S. nuclear investments Data center / digital infrastructure buildout Maintenance and asset integrity investments Increased defense spending and industrial reshoring FAVORABLE MEGA TRENDS PROVIDE GROWTH TAILWINDS Market Growth Rate1 (2026 – 2030) Industrial Tools TAM >$100B High-Pressure Tools & Solutions TAM $21B Enerpac SAM ~$5.5B Added $1B from SFE Group Acquisition 2% – 3% EPAC Above-Market Growth Target
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2026 INVESTOR DAY | 20 LARGE, FRAGMENTED END MARKETS PROVIDE 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. 19% 17% 14% 12% 8% 30% Industrial & MRO Refinery & Petrochemical Specialized Applications Includes Mining, Data Centers, Heavy Equipment, and Aerospace & Defense Power Generation Infrastructure Other
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2026 INVESTOR DAY | 21 CONCENTRATING CAPITAL AND RESOURCES ON ATTRACTIVE 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. 3 Source: Percent of Pro Forma FY26 net sales that includes SFE Group net sales for TTM Mar-26. Industrial & MRO Refinery & Petrochemical Specialized Applications2 Power Generation Infrastructure Market Size1 ~$1.3B ~$1.5B ~$1.1B ~$0.7B ~$0.5B Market Growth1 ~2% – 3% ~2% – 3% ~3% – 4% ~3% – 4% ~4% – 5% % of EPAC PF FY26 Net Sales3 30% 19% 17% 14% 12% Mega Trends Benefiting Enerpac Increased Defense Spending and Industrial Reshoring Maintenance and Asset Integrity Investments Data Center / Digital Infrastructure Buildout Energy Transition Buildout and U.S. Nuclear Investments Government Investments in Infrastructure Upgrades Enerpac’s Right to Win ✓Mission-Critical Solutions ✓Specialized Tool Portfolio ✓Shipyard and Technical Expertise ✓Bolting and Joint Integrity Expertise ✓Specialized Services ✓Established Customer Relationships ✓Heavy Lifting Solutions ✓Application Expertise ✓Expanded SFE Capabilities ✓Broad Product Portfolio with Specialized Nuclear Capabilities ✓Technical Expertise ✓Product Portfolio ✓Customer Relationships ✓Technological Advantage
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2026 INVESTOR DAY | 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 portion of customer’s overall project budget, where customers value safety, reliability, and quality above all Differentiated technical and application expertise driving commercial reliance and share of wallet Mission-critical applications expertise enables share capture through specification work Strength of brands with global scale, channel reach / distribution network, and breadth of portfolio enabling consistent market capture One-stop shop for customers Proven operating system (PEP) and commercial engine (ECX) paired with disciplined capital allocation underpinning consistent value creation Enerpac business system tools are key enablers to supporting top-quartile returns for shareholders WHY THIS IS SUSTAINABLE
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2026 INVESTOR DAY | 23 INTRODUCING OUR NEXT-GEN GROWTH STRATEGY
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2026 INVESTOR DAY | 24 A SHARPENED LONG-TERM PROFITABLE GROWTH STRATEGY TO BECOME AN INDUSTRIAL COMPOUNDER GROW in Attractive End Markets with Commercial Excellence Lifecycle Value via Service DIFFERENTIATE through Product-First, Application-Led Innovation EXPAND through Operational Excellence Initiatives, including Inventory Management and Service Expansion ENABLED BY POWERING ENERPAC PERFORMANCE (PEP) AND DISCIPLINED CAPITAL ALLOCATION TO EXPAND MARGINS
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2026 INVESTOR DAY | 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 investment in mission-critical solutions Product Service Capture share gains via differentiated channels, digital reach, and application- led selling Launch core product / connected technology advancements along with battery platform to improve safety and productivity Accelerate SFE growth by leveraging Enerpac’s global distribution and key account capabilities Continue shift into more unique services with technical solutions Drive more lifecycle participation via service, rental, and aftermarket solutions Deliver more integrated solutions that enhance overall quality Scale continuous improvement culture via operational excellence and PEP to drive productivity and margin expansion Optimize inventory management, sourcing, and manufacturing footprint Expand higher-margin service capabilities and rental penetration in attractive end markets Deploy PEP operating system to capture cost synergies and scale operational efficiencies SFE
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2026 INVESTOR DAY | 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 Utilizing strong Free Cash Flow and disciplined capital allocation framework to compound value Leveraging scale and infrastructure to enhance efficiency and margin performance through sourcing optimization and footprint consolidation SIMPLIFYING THE BUSINESS THROUGH OPERATIONAL EXCELLENCE 80/20 IN ACTION FY22 FY26 FUTURE SKUs1 ~30K ~21K Further rationalization Suppliers2 ~2,700 ~1,800 Fewer, more strategic partners Distributors ~1,000 ~800 More focused channel network Reducing complexity is improving focus, lowering cost-to-serve, and making it easier to direct customers to the right solutions SKU = Stock Keeping Unit. 1 Active Finished Goods. 2 Direct material suppliers only.
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2026 INVESTOR DAY | 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 and commercial excellence (ECX) to deepen customer relationships and increase share of wallet • Growing lifecycle revenue through aftermarket, service rental, and digital capabilities Improves Overall Market Position Extends Customer / End Market Reach Presents Clear Operational Efficiencies / Meaningful Synergies Enhances Technology and Innovation Offers Premium Brand Platform with High-Quality Products Demonstrates Track Record of Organic and Inorganic Growth Enables Delivery of Attractive ROIC STRATEGIC FILTERS Investing to Accelerate Organic Growth Enhancing Platform through Targeted Acquisitions
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2026 INVESTOR DAY | 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 related charges. GLOBAL PROVIDER OF SPECIALIZED FABRICATION AND INDUSTRIAL TOOL SOLUTIONS FOR CRITICAL INDUSTRIES STATUS UPDATE – INTEGRATION ON TRACK ~$472M 10.6x 9.5x ~$170M ~$44M Purchase Price Multiple1 Trailing Adj. EBITDA Multiple1 Trailing Adj. EBITDA, Including Synergies Expected to be Realized within 3 Years Sales1 TTM Mar-26 Adj. EBITDA1 TTM Mar-26 • Compelling growth opportunity in attractive, high-growth end markets (i.e., A&D, power generation, data centers, and semiconductors) • Proven integration capabilities supported by an experienced team • Excellent cultural fit / alignment and ownership mindset • SAM expansion of ~$1B • Estimated transaction cost: ~$8M • Estimated integration costs: $10M – $14M • Expect accretive to FY27 Adj. EPS2 • Revenue synergies: leveraging global distribution network, national accounts, and ECX deployment • Cost synergies: combined scale / sourcing; leveraging infrastructure and utilizing core competencies with PEP and ECX Strategic and Financial Rationale • Closed: October 28, 2026 • Established integration governance and execution teams - Cross-functional integration sessions underway - Identified owners of ECX and multiple cost synergy initiatives • Expected Adj. EBITDA synergies of $4M – $6M by year 3
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2026 INVESTOR DAY | 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-Market Growth 10% – 13% Adj. Diluted EPS CAGR (FY26 – FY30) >100% Free Cash Flow Conversion1
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2026 INVESTOR DAY | 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 Solutions Years of Combined Industrial Industry Experience 110+ New to Company Since 202188% Global Leadership Council Members35+ DARREN KOZIK EVP and CFO 2024 ManpowerGroup | Mortara Instrument | GE ERIC CHACK EVP, Operations 2024 Mohawk Industries | Briggs & Stratton SPX | IDEX MART HINNEN EVP of Innovation and Heavy Industrial Technologies 2008 AXA NOAH POPP EVP, General Counsel, and Secretary 2025 JBT Marel | Kraft Foods Group | TMK IPSCO BEN TOPERCER EVP, Chief People & Technology Officer 2022 Vantage Specialty Chemicals | Rexam Henkel | Eaton VINAY VARMA President, SFE 2026 Eaton | Hilti Group | Baker Hughes | SLB
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2026 INVESTOR DAY | 2026 INVESTOR DAY | SCALING COMMERCIAL EXCELLENCE TO ACCELERATE GROWTH 31 PHIL JEFFERSON EVP , CHIEF COMMERCIAL OFFICER 2026 INVESTOR DAY |
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2026 INVESTOR DAY | 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 growth2 Enhancing customer value through solution-led selling, strategic account development, and deeper channel partnerships 3 1
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2026 INVESTOR DAY | 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 manager model • Increased focus on direct engagement with customers • Complemented above with strong channel relationships • Deep industry expertise across targeted, attractive end markets • Experts work directly with customers to – Understand application – Specify right solution – Connect execution through appropriate channel partner DEEP CUSTOMER RELATIONSHIPS AND SPECIALIZED EXPERTISE THAT IS DIFFICULT TO REPLICATE 305 Global Sales Professionals 5 Global District Managers ~80% Time Spent with End Customers / Users ~20% Time Spent with Channel Partners 38 Application / Engineering Experts ~10 Years Average EPAC Tenure ~25 Years Average Industry Experience Note: commercial organization statistics reflect legacy Enerpac Tool Group only and exclude SFE Group.
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2026 INVESTOR DAY | 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 Application Expertise Enables Distribution Channel Provides Support throughout Product Lifecycle • Hands-on training covering tool operation, maintenance, repair, and safety led by experts • Practical, interactive curriculum grounded in real-world use • Training for distributors, service centers, and end users to keep partners current on solutions • Builds technical capabilities closer to customer • Training on operation and maintenance supporting safe, productive, and reliable tool use • Complemented by Authorized Service Centers for support We are an applications partner, not just an equipment supplier Extends commercial reach via a more capable, trusted channel Deepens customer relationships and reinforces value Note: Enerpac Academy statistics reflect legacy Enerpac Tool Group only and exclude SFE Group.
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2026 INVESTOR DAY | 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 incentives • Advances cross-selling with strategic customer accounts • Develops consultative talent • Results in longer-cycle project visibility WHY IT MATTERS • Creates end-to-end commercial discipline and predictability - Global playbook enabling enterprise selling - ECX competency framework - Mandatory adoption - Coaching culture - ECX SharePoint hub WHAT IT DOES • Creates structured, globally aligned framework - Training and education - Content creation - Enablement hub - CRM and sales tools - Prospecting and data sources HOW IT EMPOWERS ECX = Enerpac Commercial Excellence. KPI = Key Performance Indicator. CRM = Customer Relationship Management. 1 FY22 – FY26. Reflects legacy Enerpac Tool Group only and excludes SFE Group. 56% Increase in Wins1
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2026 INVESTOR DAY | 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. $835 $1,403 FY22 FY26 1,664 3,304 FY22 FY26 Pipeline Added to Funnel ($M) $4.7B+ Pipeline Added to Funnel (FY22 – FY26) 11,500+ New End-User Opportunities (FY22 – FY26) 1.7x Number of New End-User Opportunities Created Expanding Funnel and Increasing Opportunities 2.0x
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2026 INVESTOR DAY | 2% – 3% Market Growth Rate1 (2026 – 2030) +200 – 300 bps EPAC ABOVE-MARKET GROWTH TARGET 37 A REPEATABLE COMMERCIAL PLAYBOOK TO CONSISTENTLY OUTGROW MARKETS ECX = Enerpac Commercial Excellence. 1 Source: demand-driven and competitive market assessments. Targeted GROW Initiatives Where We Have the Right to Win Significant Market Opportunity across Business Lines Favorable Growth Tailwinds and Targeted Actions in Attractive End Markets Enerpac SAM1 ~$5.5B Added $1B from SFE Group Acquisition ECX Supports Playbook
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2026 INVESTOR DAY | 38 EXECUTING TARGETED INITIATIVES TO ACCELERATE ABOVE-MARKET GROWTH GROW in Attractive End Markets with Commercial Excellence Lifecycle Value via Service DIFFERENTIATE through Product-First, Application-Led Innovation EXPAND through Operational Excellence Initiatives, including Inventory Management and Service Expansion ENABLED BY POWERING ENERPAC PERFORMANCE (PEP) AND DISCIPLINED CAPITAL ALLOCATION TO EXPAND MARGINS
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2026 INVESTOR DAY | 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 contractors ✓ Strong momentum in hydraulic gantries and e-Mover solutions through go-to-market model – recent wins: • ~$5M with leading modular design and manufacturing company • ~$1.5M with leading U.S. engineering contractor • ~$825K with heavy equipment rental provider Drive Distributor-Led Excellence • Deepen relationships and exclusivity with national accounts, while enhancing support in specific regions 1 Enhance Go-to-Market • Build application-based sales model in select end markets • Reduce lead times by streamlining portfolio, improving inventory forecasts, and providing finished inventory closer to customers • Accelerate e-commerce reach underpinned by recent investment in new technology platform 2 Deploy and Scale Enterprise Selling Initiative • Deepen strategic relationships with high-value, global customers through coordinated enterprise-level engagement • Expand wallet share by leveraging existing customer relationships to capture opportunities across multiple sites, regions, and applications • Drive earlier engagement with key decision-makers to influence specifications and build visibility into future project opportunities 3
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2026 INVESTOR DAY | 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 shipbuilding • Add nitrogen service packages in North Sea Invest in High-Margin Capabilities • Increase exposure to leak sealing and hot tapping by investing in design, building, and technical capabilities • Scale high-margin service capabilities for Refinery and Petrochemical and Power Generation 2 Expand Product Rentals • Drive increased service asset utilization with go-to-market initiative for new customers 3 Aerospace & Defense Spotlight ✓ Executed 500+ nuclear industry projects since 2006 either direct to utility or with Tier 1 defense contractors ✓ Invested to become CMMC certified ✓ Integrated on-site expertise and specialized equipment ✓ Expanding customer value with complementary capabilities in niche applications gained via SFE Recent Hydratight Win with Leading Defense Contractor • $1.1M contract providing mission-critical marine applications • Deck milling • Drilling systems • EDM • Line boring • Flange-facing applications 1
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2026 INVESTOR DAY | 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 • Improved product visibility and searchability • Localized digital content for key regions • Simplified product navigation and selection • Seamless and connected customer experience SEAMLESS ENGAGEMENT INCREASE DISCOVERY GREATER CONVERSION Stronger product awareness through digital visibility Easier for customers to find the right product Digital engagement drives incremental sales $7M FY26 e-Commerce Sales1 55% CAGR (FY22 – FY26) Commercial Synergies Opportunity with SFE Given Currently Not an Offering High-Quality Incremental Sales Full List Price | Top-Tier Customers No Meaningful Channel Conflict 1 Reflects legacy Enerpac Tool Group only and excludes SFE Group.
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2026 INVESTOR DAY | 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 to Optimize Enerpac Channel • Rationalized distributors based on productivity and growth potential • Concentrated network with fewer, higher- performing partners (i.e., winners) • Increased sales, marketing, and technical support for priority distributors Introduced Channel Management Program with Optimized Network Aligning Incentives Driving Greater Share of Wallet Making Us Easier to do Business with • Growth-based rebate programs • Discount tiers linked to growth and scale • Third-party representative support to drive execution at branch level • Increased lead sharing • Targeted marketing support and joint commercial activity • Greater concentration of business with fewer distributors • New EDI portal simplifying order processes • Enhanced tools and support • Improved connectivity and daily commercial coordination
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2026 INVESTOR DAY | 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 controls solution for positioning and aligning the tunnel elements • Delivered complete supporting system, including controls, hoses, couplings, cabling, testing, and aftersales support • Mobilized multidisciplinary expertise from initial design through onsite commissioning We Make Complex, Often Hazardous Jobs Possible, Safely and Efficiently BENEFITS Secured initial ~$3M order and expanded to ~$13M of revenue (FY24 – FY26) Established repeatable commercial playbook for winning complex projects Supported successful installation of first tunnel element with runway for additional elements • Identified a complex, high- value opportunity aligned with our capabilities and capacity • Customer required integrated partner capable of reducing technical and execution risk • World’s longest immersed tunnel connecting Denmark to Germany; equivalent to 600 soccer fields BACKGROUND ECX = Enerpac Commercial Excellence.
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2026 INVESTOR DAY | 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 requirements • Cross-sell win: leveraged established customer relationship and DTA’s application expertise to develop a customized AGV solution for separate heavy-component handling application BENEFITS $6.2M in orders received under framework agreement to date $6M – $15M in potential additional orders over next 5 years ~$400K incremental DTA order demonstrates cross-selling potential and expanded share of wallet BACKGROUND • Leading global electricity producer required solution to support maintenance of large- scale hydroelectric dams • Secured 8-year framework agreement in February 2024, with potential extension
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2026 INVESTOR DAY | 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 proactive opportunity creation • Data and CRM visibility enables earlier customer identification and systematic funnel progression • Repeatable execution cadence converts customer insights into actions and wins BENEFITS Greater ability to shape demand and brand preference Strong funnel creation and execution • The old distributor-led sales model limited direct end-user engagement and created inconsistent sales opportunities • Limited ability to proactively shape customer demand and brand preference BACKGROUND EXAMPLE TERRITORY MANAGER SPOTLIGHT: Delivering Strong Results with ECX +29% YoY Growth 119% Sales to Plan 115% Funnel to Plan More Wins Stronger Funnel Deeper Customer Engagement Greater Customer Credibility More Qualified Opportunities
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2026 INVESTOR DAY | 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 organization to drive enterprise-wide improvements 1
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2026 INVESTOR DAY | 2026 INVESTOR DAY | SFE: NEW PLATFORM FOR PROFITABLE GROWTH VINAY VARMA PRESIDENT , SFE 472026 INVESTOR DAY |
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2026 INVESTOR DAY | 48 KEY MESSAGES 01 Advancing pure-play fabrication solutions strategy1 Building on premium brand platform with demonstrated track record of organic and inorganic growth and strong margins2 Expanding addressable market and platform for growth with financial strength and established M&A playbook Increasing and aligning exposure to priority end markets, including industrial & MRO, power generation, and data centers Capturing upside opportunities through commercial and operational synergies5 3 4 MRO = Maintenance, Repair, and Operation.
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2026 INVESTOR DAY | 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 Aerospace & Defense. 1936 Founded ~350 Employees ~1,400 Active Distributors 5 Production Facilities 7 Rental Depots 16 Product Launches within Last 3 Years 37% 19% 15% 12% 10% 7% 72% 24% 4% Americas EMEA APAC TTM MAR-26 NET SALES BREAKDOWN PRODUCT CATEGORIES SUPPORTED BY STRONG BRANDS Pipe Beveling & On-Site Machining Orbital Welding & Cutting Tools & Lifting Equipment Specialized Applications2 Refining & Petrochemical Industrial & MRO Power Generation Infrastructure Other END MARKET1 GEOGRAPHY
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2026 INVESTOR DAY | 50 SFE VIDEO
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2026 INVESTOR DAY | 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 – $75K STRONG MARKET POSITIONS TOOLS & LIFTING EQUIPMENT | 33%1 Average Selling Price: $1K – $2K ESTABLISHED LEADER #1 in On-Site Machining through Climax Brand EMERGING LEADER Combined #2 Market Position through AXXAIR + Magnatech Brands ESTABLISHED LEADER #1 in Tools through B&B Sumner and Mathey Dearman Brands
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2026 INVESTOR DAY | 52 DIFFERENTIATED, SUSTAINABLE COMPETITIVE ADVANTAGES Legacy of 12 Premium Brands • 250+ years of 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 distribution partnerships across key channels Product Excellence • Industry-leading durability and build quality; customer feedback drives innovation • Customized solutions for mission- critical applications • On-site machining and welding solutions Customer Support and Service Excellence • Rapid response technical support and application guidance • Reliable parts availability and aftermarket support • Comprehensive pre- and post-sales support, including last mile delivery Training and End User Empowerment • Two global, state-of- the-art experience centers leveraged for end user education and training (Germany and Houston, TX) • Onsite product training at end user facilities • Orbital welding school with product experts
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2026 INVESTOR DAY | 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 eliminated need to remove propulsion shaft • Adaptable modular platform across shaft sizes and applications • A&D customer needed shipbuilding application for in-place, re-machining of tapered propulsion shafts • Traditional processes required shaft removal, creating significant downtime and repair complexity • Required more efficient solution to support large-diameter, mission-critical applications BACKGROUND BENEFITS ~85% reduction in production time from ~21 to ~3 days Improved quality while reducing downtime and complexity ~$450K opportunity with replicable solution across shipyards globally
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2026 INVESTOR DAY | 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 supports multiple machining positions in a single setup • Engineered for large-scale, mission-critical applications where conventional machining is impractical • Power Generation customer required a hydropower application for in-place machining of large turbine components • Asset could not be removed from dam, requiring machining directly at point of repair • Traditional repair approach resulted in extended production time and operational disruption BACKGROUND BENEFITS >60% reduction in production time from ~8 to ~3 weeks Improved quality while reducing downtime and complexity ~$1.3M solution value with potential to replicate across other hydropower applications globally
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2026 INVESTOR DAY | 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 expertise • Scale existing track record of operational improvement, including SKU rationalization and portfolio optimization • Apply PEP disciplines to accelerate productivity, execution, and accountability • Enable SFE with Enerpac’s commercial capabilities, operating cadence, systems, and infrastructure • Accelerate innovation and growth while preserving the attributes that have made SFE successful Unlock Power of Combined Platform Proven Continuous Improvement Built on Strong Foundation SKU = Stock Keeping Unit. PEP = Powering Enerpac Performance.
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2026 INVESTOR DAY | 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 management • Prioritize commercial / operational opportunities, including international distribution and national accounts • Launch priority revenue and cost synergy initiatives with clear ownership / performance measures • Execute to deliver $4M – $6M of Adj. EBITDA synergies by year 3 DAY 1 – 100 Assess YEAR 2 – 3+ Accelerate & Scale MONTHS 3 – 12 Integrate SYNERGIES UNDERWAY CONVERTING STRATEGIC FIT INTO TANGIBLE GROWTH AND SYNERGY OPPORTUNITIES Map cross-selling opportunities across customer bases Identify priority national accounts and distributor opportunities Build product / customer whitespace analysis to prioritize commercial actions Expand national accounts in Americas leveraging Enerpac customer relationships Scale specialty distribution in EMEA and APAC through Enerpac’s distributor network Accelerate product commercialization via Enerpac’s proven innovation engine Deepen product overlay and cross- selling to increase share of wallet Broaden successful account and channel plays across regions Scale new product introductions through global commercial platform PEP = Powering Enerpac Performance. ECX = Enerpac Commercial Excellence.
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2026 INVESTOR DAY | 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 track record of organic and inorganic growth and strong margins 2 Advancing pure- play fabrication solutions strategy 1 Capturing upside opportunities through commercial and operational synergies 5 MRO = Maintenance, Repair, and Operation.
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2026 INVESTOR DAY | 2026 INVESTOR DAY | Q&A SESSION 58
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2026 INVESTOR DAY | 2026 INVESTOR DAY | BREAK 59 ~15 MINUTES
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2026 INVESTOR DAY | 2026 INVESTOR DAY | INNOVATION POWERS THE PORTFOLIO AND PROPELS OUR GROWTH STRATEGY 60 MART HINNEN EVP OF INNOVA TION AND HEA VY INDUSTRIAL TECHNOLOGIES 2026 INVESTOR DAY |
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2026 INVESTOR DAY | 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 process to deliver commercial solutions on time, on budget, and at scale 2 61 KEY MESSAGES 3 1
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2026 INVESTOR DAY | 62 BUILDING FROM POSITION OF STRENGTH WITH RICH 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 Selling Price: $75K – $1.5M Pumps • Cylinders • Pullers • Spreaders • Cutters • Presses Gantries • Jack-Up Systems • Trolley Systems • Skidding Systems • Turntables • AGVs and e-Movers STRONG MARKET POSITIONS ESTABLISHED LEADER #1 Globally EMERGING LEADER #1 in Europe, Scaling in Americas TORQUE AND TENSION | 13%1 Average Selling Price: $2.5K – $10K Torque Wrenches • Torque Tensioners • Torque Pumps • Bolting Tools ASCENDING DISRUPTOR Top 5 Globally
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2026 INVESTOR DAY | 63 PROPEL: A SHARPENED LONG-TERM PROFITABLE GROWTH STRATEGY GROW in Attractive End Markets with Commercial Excellence Lifecycle Value via Service DIFFERENTIATE through Product-First, Application-Led Innovation EXPAND through Operational Excellence Initiatives, including Inventory Management and Service Expansion ENABLED BY POWERING ENERPAC PERFORMANCE (PEP) AND DISCIPLINED CAPITAL ALLOCATION TO EXPAND MARGINS
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2026 INVESTOR DAY | DIFFERENTIATE: INNOVATION PRIORITIES POWER PROPEL’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 enhance traceability and reduce downtime and errors Expand solution suite to strengthen distributor reach and continue to position Enerpac as a one-stop shop Standardize platforms to improve time-to-market, lead times, and cost position
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2026 INVESTOR DAY | 65 DIFFERENTIATE: SCALING BATTERY PLATFORM ACROSS 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 and safety across jobsite applications Improved operator productivity Faster product development and launches Ability to customize to customer needs for specific solutions EXPANDING BATTERY POWERED SOLUTIONS • Applying battery-enabled solutions across portfolio • Accelerating development and speed-to-market through selective partnerships • Using selected partnerships for different types of battery systems to support our global portfolio BATTERY EXPANSION
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2026 INVESTOR DAY | 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 DIGITAL ECOSYSTEM • Trackable user / operator data for specified equipment • On-board diagnostics Why It Matters Breadth of portfolio creates advantage Focused where connectivity is most important from data traceability to reduced downtime to error-free execution One platform with distinguished mechanics and features: • Tool-to-cloud connectivity • Automatic data recording • Downloadable data and reports Data Recording & Management Tool Selection Connected Calibration Job Calculation Return & Repair Onsite Verification Live Job Execution Personnel Selection First Connected Solution Unveiled at WindEnergy Hamburg Trade Fair in Sept. 2026 Digital Ecosystem Utilizing Enerpac Connect to unify our portfolio of premium solutions across full job lifecycle
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2026 INVESTOR DAY | 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 • Increased scale and equipment density drive more complex installation requirements • Reliability / structural integrity are critical to plant operations • Complex, heavy equipment requires precise installation and maintenance 67 DIFFERENTIATE: CAPTURING INTERCONNECTED END MARKET GROWTH THROUGH SOLUTION SELLING STRENGTHEN DISTRIBUTOR REACH AND CAPTURE GROWING INFRASTRUCTURE OPPORTUNITY DC = Data Center. DATA CENTER BUILDOUT Positioning high-value equipment within constrained facilities • Server / electrical equipment movement • Controlled equipment transport • Final positioning and installation POSITIONED TO ADDRESS NEEDS POWER GENERATION Positioning heavy generation equipment without reliance on overhead cranes • Turbine / generator installation • Heavy component lifting / positioning • Maintenance and replacement ONE INTEGRATED SOLUTION SUITE Hydraulic Gantries / Jack-Up Systems e-Movers / Electric Transport Systems SOLUTION SELLING
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2026 INVESTOR DAY | 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 STACKTM MODULAR CASE PLATFORM Common architecture configured across product families SHARED BATTERY PLATFORM Common technology deployed across multiple cordless tools STANDARDIZED DTA PLATFORM Combined with application- specific machine-skate configurations DEPLOY COMMON PLAYBOOK Standardize the Core Configure for Application Scale Across Product Lines PLAYBOOK IN ACTION PLATFORM STANDARDIZATION
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2026 INVESTOR DAY | 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 NEEDS AND RETURN REQUIREMENTS • Conduct user research through dedicated, in-field team • Validate concepts • Solve pain points and unmet needs • Develop and prototype rapidly • Engineer and test • Leverage partnerships and third-parties to boost development • Manufacture, test and evaluate, and move to production • Utilize new innovation lab capabilities, at our Milwaukee HQ, to accelerate time to launch Armor Stack Modular Cases Battery-Powered Split-Flow Pump 30-Ton Hydraulic Toe Jack Intelli-Lift 2.0 Wireless Gantry Controller Low-Height Skidding System CR-Series Cribbing Rings LU-Series Lightweight Torque Pump DEPLOY • De-risked launches with pre- positioned inventory and trained channel partners • Integrated marketing campaigns • Consistent cross-portfolio playbook Battery Torque Wrench Integrate Voice of Customer Feedback Throughout Process
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2026 INVESTOR DAY | 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 SOLUTION LU-SERIES TORQUE PUMP • Light-weight, easy-to-use solution designed specifically for intermittent bolting applications • Developed from direct customer insight and validated through early field trials • Delivers portability, speed, and performance without compromising durability and reliability BENEFITS Expands addressable market and strengthens position BACKGROUND • Customers actively seeking lightweight electric bolting pump • Lightweight design opens a new front in the $140M torque pump market, extending Enerpac’s lead in torque tooling Optimized pump performance Designed to withstand harsh conditions, providing dependable protection Strengthens the full bolting system, not just the pump
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2026 INVESTOR DAY | 71 DEDICATED INNOVATION FUNCTION DRIVING 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 INNOVATION ENGINE Customer-driven innovation ENABLES OUR RIGHT TO WIN Scalable innovation across business Application-led solutions• Lead with evidence • Clear governance • Close collaboration • Disciplined roadmap Global Innovation Labs Industry Experts Continually Advancing Innovation ~70 Dedicated Innovation FTEs UP TO 75% Faster Prototype Development1 ~90% Reduction in Outsourced Prototype Machining1 UP TO 3X More Design Iterations in Same Timeframe1 187 Active Patents
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2026 INVESTOR DAY | 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 = New Product Introductions. CNC = Computer Numerical Control. Expanded in-house prototyping capabilities reduce reliance on external vendors (i.e., 3D printing, CNC machining, metrology, testing, welding, and waterjet) Rapid design iteration allows engineers to test, refine, and make decisions faster Closer collaboration helps translate customer needs into differentiated products DRIVING FASTER PRODUCT LAUNCHES… (NPI) …WHILE ACCELERATING TIME TO LAUNCH (Months) 6 11 FY24 FY26 24 15 FY24 FY26 83% Improvement 38% Improvement
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2026 INVESTOR DAY | 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 Validate with Customers Test alongside operators on live jobsites across multiple applications, refining portability, ergonomics, and durability Custom-to-Standard Pathway Co-develop with customer to solve specific heavy-move challenge, then standardize across other applications Armor Stack cases: direct field observation exposed a storage and mobility gap, which identified opportunity for industrial-grade kits that are stackable and configurable LU-Series lightweight electric torque pump: validated in the field, now serving bolting applications across multiple end markets, including Power Generation Synchronized e-Mover: scalable solution that first sold into power generation, then data centers, proving demand across fast-growing adjacent end markets
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2026 INVESTOR DAY | 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 safety, precision, and synchronization Improved schedule certainty through expert support Safe and controlled bridge launch, enabled construction in challenging environment This project is a giant milestone and accomplishment. It’s very exciting how bridge launching infrastructure is developing and how Enerpac is a spearhead in that.” – CUSTOMER FIELD MANAGER OUR SOLUTION • Engineered customized hydraulic bridge-launch system tailored to specific project requirements • ~$2.1M revenue generated from customized solution enabling real-time data on pressure, position, and movement • Combined engineering expertise, digital controls, and on-site support to manage project from concept to execution We Make Complex, Often Hazardous Jobs Possible, Safely and Efficiently
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2026 INVESTOR DAY | 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 technology for high-capacity bridge installation, a solution pioneered and developed by Enerpac • Combined digital controls and field support to enable safe, controlled execution We Make Complex, Often Hazardous Jobs Possible, Safely and Efficiently BENEFITS Reduced execution risk and schedule uncertainty Improved safety, precision, and execution confidence Executed in one weekend rather than requiring weeks or months of highway closures • High Speed 2 (HS2 UK) highway bridges required deck installations during weekend work window • High-capacity installation required safe, efficient, and precise movements BACKGROUND
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2026 INVESTOR DAY | 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 through portfolio of premium solutions and top-tier distribution to extend market leadership 1
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2026 INVESTOR DAY | 2026 INVESTOR DAY | CONTINUOUS IMPROVEMENT CULTURE DRIVING OPERATIONAL EXCELLENCE ERIC CHACK EVP , OPERA TIONS 772026 INVESTOR DAY |
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2026 INVESTOR DAY | 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 expansion2 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 basis4
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2026 INVESTOR DAY | 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 • Deployment of Lean and 80/20 tools across enterprise • Monthly P&L rigor and KPI tracking (SQDICG) ensuring accountability • Robust strategic goal setting to drive process and employee development • Annual productivity engine offsets inflation and expands margins • Sourcing transformation from inflation headwind to cost savings tailwind • Footprint rationalization drives large scale cost leverage and profitability improvement 0.68 TCIR Best-in-Class PPM Rates <2 Days ~$2M 11 SQDICG = Safety, Quality, Delivery, Inventory, Cost, Growth. TCIR = Total Case Incident Rate. PPM = Parts Per Million. 1 Results reflect legacy Enerpac Tool Group only and exclude SFE Group. 12+ Turns Safety: Industry-leading TCIR, half national average Quality: Global reputation as quality leader Delivery: Maintain leading core products order-to-fill rate Cost: Drive annual plant productivity gains Growth: Product launches in FY26 Inventory: Focus on core product turning
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2026 INVESTOR DAY | 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 in U.S., Supported by Our Largest Manufacturing Plant Located in Wisconsin 11 Global Manufacturing Plants and Distribution Centers $129M FY26 Material Spend
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2026 INVESTOR DAY | 81 GROW in Attractive End Markets with Commercial Excellence Lifecycle Value via Service DIFFERENTIATE through Product-First, Application-Led Innovation EXPAND through Operational Excellence Initiatives, including Inventory Management and Service Expansion PROPEL: A SHARPENED LONG-TERM PROFITABLE GROWTH STRATEGY ENABLED BY POWERING ENERPAC PERFORMANCE (PEP) AND DISCIPLINED CAPITAL ALLOCATION TO EXPAND MARGINS
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2026 INVESTOR DAY | 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
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2026 INVESTOR DAY | 83 BUILDING A SCALABLE SOURCING ENGINE WITH 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 funnel to support ongoing margin improvements • Executing ongoing optimization initiatives (i.e., supplier consolidation), leveraging 80/20, to further enhance scale / purchasing power • Investing in labs, talent, and capacity to operationalize and realize savings from funnel DEEPENING OUR STRUCTURAL COST ADVANTAGE SOURCING EXCELLENCE BENEFITS ✓ Consolidating spend with key suppliers to drive cost out ✓ Offset input cost inflation while enabling margin expansion ✓ Creates structural cost advantage and drives greater continuous improvement
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2026 INVESTOR DAY | UNLOCKING STRUCTURAL MARGIN EXPANSION THROUGH FORMALIZED VA/VE PROGRAM FORMALIZED VA/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 across largest product families for FY27 ✓ Drive sustainable, repeatable cost reduction ✓ Continue to feed the funnel KEY FOCUS AREAS • Reducing product and material costs through design-to- cost initiatives while embedding repeatable processes to drive ongoing, scalable cost reduction • Building and converting a structured savings funnel to drive consistent cost reduction opportunities • Integrating engineering, sourcing, and operations to accelerate implementation and cost savings
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2026 INVESTOR DAY | 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 business to scale efficiently as demand grows ✓ Holds costs flat, absorbing annual inflationary headwinds KEY FOCUS AREAS • Driving incremental cost savings and offsetting inflationary headwinds through annual productivity initiatives utilizing Lean and 80/20 • Improving capacity utilization and fixed cost absorption through consolidation of underutilized facilities - Completed 6 manufacturing and service site consolidations since 2022 • Streamlining manufacturing network to reduce overhead and simplify operational complexity
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2026 INVESTOR DAY | 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 synergies through sourcing, footprint alignment, and process optimization • Integrating systems, data, and KPIs to enhance visibility, accountability, and performance management BENEFITS ✓ Consolidated global distribution network to optimize overhead and freight costs ✓ Greater economies of scale with enhanced discounts and volume rebates ✓ Potential site consolidations to minimize overhead and maximize fixed asset utilization ACQUISITION INTEGRATION KPI = Key Performance Indicator.
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2026 INVESTOR DAY | 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 adjacent alternatives or substitutes with AI-enabled e-commerce tool • Uses demand data more systematically to identify long-tail inventory and portfolio opportunities • 30,000+ active finished- good SKUs created portfolio complexity • Long-tail demand contributed to inventory inefficiency and demand variability • Broad assortment remains important to maintaining Enerpac’s solutions-provider value proposition BENEFITS BACKGROUND Reduced complexity to improve ease of doing business Improved working capital efficiency Enhanced quality, availability, and delivery for customers SKU = Stock Keeping Unit.
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2026 INVESTOR DAY | 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 subassemblies • Shifted selected production and inventory responsibility to qualified vendors • Non-core manufacturing activities consume capacity and working capital • Opportunity to better utilize plant capacity for higher- value growth BENEFITS Targeting 15% – 20% cost savings Shortened project cycles through reduced lead times Increased working capital efficiency Utilized space freed up to support aftermarket sales and refurbishment operations BACKGROUND HLT = Heavy Lifting Technology. IP = Intellectual Property.
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2026 INVESTOR DAY | 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 stocking protocols limited availability, responsiveness, and sales conversion • Constrained by high costs and gaps in lead times BENEFITS Increased funnel by 6x Improved win rate by 25% – 35% Represents $1.4M – $2.2M improvement in annual sales BACKGROUND EOQ = Economic Order Quantity.
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2026 INVESTOR DAY | 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 professional sourcing function to leverage scale and deliver sustainable margin expansion 2 Leveraging data-driven decision making to drive business and financial acumen, continuous improvement mentality, and disciplined execution 1
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2026 INVESTOR DAY | 2026 INVESTOR DAY | FINANCIAL FRAMEWORK FOR A HIGH-QUALITY INDUSTRIAL COMPOUNDER 91 DARREN KOZIK EVP AND CFO 2026 INVESTOR DAY |
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2026 INVESTOR DAY | 92 KEY MESSAGES 01 Increasing exposure to higher-growth, higher-margin end markets and geographies1 Investing in high-return, organic opportunities to accelerate long-term profitable growth2 Delivering a durable financial algorithm through disciplined execution, strong cash generation, and increasing returns3 Leveraging disciplined capital allocation strategy to build a high-quality industrial compounder4 Introducing financial targets that demonstrate our earnings power and shareholder value creation potential5
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2026 INVESTOR DAY | High-Quality Industrial Compounder Sustainable Growth Margin Expansion Increasing Returns 93 A STRONG FINANCIAL FOUNDATION TO ACCELERATE OUR NEXT PHASE OF VALUE CREATION PROVEN EXECUTION AND FINANCIAL STRENGTH FUEL LONG-TERM SHAREHOLDER VALUE Track Record of Strong Execution Significant Improvements in Profitability, Earnings, Returns, and Cash Generation + Strengthened Financial Position Capital-Light Business Model, Disciplined Capital Allocation, and Balance Sheet Flexibility Support Continued Investment and M&A =
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2026 INVESTOR DAY | 94 TRACK RECORD OF EXECUTION AND STRONG RESULTS $83 $136 $147 $154 $154 14.5% 22.8% 25.0% 24.9% 23.7% 12.0% 14.0% 16.0% 18.0% 20.0% 22.0% 24.0% 26.0% 28.0% 30.0% $45 $65 $85 $105 $125 $145 $165 FY22 FY23 FY24 FY25 FY26 $0.81 $1.45 $1.72 $1.81 $1.87 FY22 FY23 FY24 FY25 FY26 5.6% 13.0% 14.1% 13.5% 12.6% FY22 FY23 FY24 FY25 FY26 NET SALES ($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 portfolio with a focus on new product innovation OPERATIONAL DISCIPLINE • Support capital and product investments for highest ROIC opportunities • Apply consistent processes and rigor as business scales profitability ADJ. DILUTED EPS1 ROIC2 $571 $598 $590 $617 $652 FY22 FY23 FY24 FY25 FY26 3% CAGR 17% CAGR | +920 bps 23% CAGR Note: All charts exclude SFE Group. 1 Non-GAAP measure. See reconciliation to GAAP measure included in the Appendix. 2 Based on CAPIQ definition calculated as EBIT x (1 - 37.5%) / average total capital.
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2026 INVESTOR DAY | 95 CAPITAL-LIGHT MODEL SUPPORTS GROWTH INVESTMENT AND STRONG FREE CASH FLOW GENERATION Note: All charts exclude SFE Group. 1 Higher capex in FY25 primarily due to one-time investments for the buildout of our new headquarters. 2 Non-GAAP measure. See Appendix for reconciliation to the comparable GAAP measure. 3 Free Cash Flow Conversion defined as Free Cash Flow / GAAP Net Income. CAPITAL EXPENDITURES ($M) Disciplined Capital Allocation in Asset-Light Model $44 $69 $70 $92 $120 0% 50% 100% 150% 200% 250% $- $20 $40 $60 $80 $100 $120 $140 FY22 FY23 FY24 FY25 FY26 $7 $9 $11 $19 $11 1% 2% 2% 3% 2% 0% 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% $- $5 $10 $15 $20 $25 FY22 FY23 FY24 FY25 FY26 Capex Capex as a % of Sales FREE CASH FLOW2 ($M) Improving Cash Flow via Net Working Capital Efficiencies 119% CUMULATIVE FREE CASH FLOW CONVERSION3 1
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2026 INVESTOR DAY | 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. 7% 55% 37% 1% HISTORICAL USES OF CASH (FY22 – FY26)1 $874M GO-FORWARD PRIORITIES Capital Expenditures • R&D and product innovation to support growth • Plant automation and productivity • Enterprise system enhancements M&A • Attractive end markets / geographies and adjacencies • Recurring revenue opportunities • Premium brands with strong financial profiles Share Repurchases • Active in market and opportunistically return capital to shareholders • ~$200M current Board authorization (approved October 2025); ~$120M remaining Dividend • Maintain appropriate annual dividend, currently $0.04/share, and pay out ~$2M annually Capital Expenditures M&A Share Repurchases Dividend
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2026 INVESTOR DAY | 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 closing following the acquisition of SFE Group, reflecting the application of cash and borrowings at closing to fund the acquisition, and of the Company’s adjusted EBITDA for the twelve mo nths ended August 31, 2026 plus an additional $44M of adjusted EBITDA to reflect the pro forma contribution of SFE Group. NEW CREDIT FACILITY SIGNED OCTOBER 16, 2026 NET DEBT TO ADJUSTED EBITDA1 Track Record of Managing Leverage At or Below Targeted Range While Driving M&A Model 0.9 0.6 0.2 0.3 2.3 ~2.0 FY22 FY23 FY24 FY25 FY26 PF FY26 FY27E 1.5x – 2.5x Target Range ✓ Renewed and expanded credit facility maturing October 16, 2031 ✓ New 5-year facility increases capacity to $850M consisting of a $300M term loan and $550M revolver ✓ Additional $425M accordion feature provides the option for future M&A ✓ Strong bank support with key lenders increasing commitments ✓ New facility enables us to continue funding our capital allocation priorities 2 0.1
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2026 INVESTOR DAY | 98 EXECUTING A DISCIPLINED M&A STRATEGY REMAIN FOCUSED ON IMPROVING MARKET POSITION AS A LEADING PURE 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 Overall Market Position Enables Delivery of Attractive ROIC Offers Premium Brand Platform with High-Quality Products Demonstrates Track Record of Organic and Inorganic Growth Presents Clear Operational Efficiencies / Meaningful Synergies Enhances Technology and Innovation Extends Customer / End Market Reach DCF = Discounted Cash Flow. WACC = Weighted Average Cost of Capital. 1 Or ability to achieve within 2 – 3 years.
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2026 INVESTOR DAY | 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 Synergies Expected to be Realized within 3 Years 9.5x TTM FY26 Sales2 ~$170M TTM FY26 Adj. EBITDA2 ~$44M Strategic Criteria Improves Overall Market Position Extends Customer / End Market Reach Presents Clear Operational Efficiencies / Meaningful Synergies Enhances Technology and Innovation Offers Premium Brand Platform with High-Quality Products Demonstrates Track Record of Organic and Inorganic Growth Enables Delivery of Attractive ROIC Financial Criteria ROIC > WACC by Year 3 >40% Gross Margins Accretive to Adj. EPS within 2 Years On Track to Achieve VALUE CREATION AND INTEGRATION PROGRESS Disciplined Underwriting and Integration Execution Drive Attractive Returns and Advance Our Evolution to Become a Pure-Play Industrial Compounder PEP = Powering Enerpac Performance. ECX = Enerpac Commercial Excellence. WACC = Weighted Average Cost of Capital. 1 Includes $20M of restricted stock units awarded to key SFE Group personnel in lieu of cash payment of transaction bonuses owed by seller of SFE Group. 2 For TTM Mar-26. Integration execution on track vs. planned timeline following close • Integration governance and cross-functional execution teams established • Synergy owners identified across PEP, sourcing, ECX, and commercial initiatives Revenue synergy opportunities underway • Expanding national accounts across combined customer base • Leveraging Enerpac’s distribution network to broaden SFE reach • Accelerating commercialization through Enerpac’s global platform Financial value creation • Targeting $4M – $6M of Adj. EBITDA synergies by year 3 • Benefits expected from both revenue growth and cost / sourcing opportunities • Execution supports EPS accretion and ROIC > WACC underwriting objectives
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2026 INVESTOR DAY | 100 GROWING CASH FLOW STRENGTHENS BALANCE SHEET AND INCREASES CAPITAL DEPLOYMENT CAPACITY 1 The estimated net debt is based on estimates of the Company’s consolidated net debt at closing following the acquisition of S FE Group, reflecting the application of cash and borrowings at closing to fund the acquisition. CAPITAL ALLOCATION HIGHLIGHTSWill Exercise Discipline in Increasing Leverage Up to ~3x for Compelling Opportunities NET DEBT CAPACITY ($M) ~$2501 >$1,000 Current State (FY26) Future State (FY30) CASH FLOW AND BALANCE SHEET PROVIDE FLEXIBILITY TO PURSUE MEANINGFUL ORGANIC / INORGANIC INVESTMENT CASH FLOW AND BALANCE SHEET PROVIDE FLEXIBILITY TO PURSUE MEANINGFUL ORGANIC / INORGANIC INVESTMENT Increase in Free Cash Flow results from EBITDA growth Balance sheet flexibility provides additional capital availability Increased liquidity enables flexibility to invest in growth Near term opportunities focused on bolt-ons and longer term in position for larger deals
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2026 INVESTOR DAY | 101 A SHARPENED LONG-TERM PROFITABLE GROWTH STRATEGY TO BECOME AN INDUSTRIAL COMPOUNDER GROW in Attractive End Markets with Commercial Excellence Lifecycle Value via Service DIFFERENTIATE through Product-First, Application-Led Innovation EXPAND through Operational Excellence Initiatives, including Inventory Management and Service Expansion ENABLED BY POWERING ENERPAC PERFORMANCE (PEP) AND DISCIPLINED CAPITAL ALLOCATION TO EXPAND MARGINS
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2026 INVESTOR DAY | KEY GROWTH DRIVERS 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 GEOGRAPHY END MARKET 100% 8% 49% 12% 39% 37% 27% 9% 10% 9%8% 21% 79% 3% 54% 11% 35% Legacy Enerpac Tool Group SFE Americas APAC EMEA FY22 PF FY26 • Diversifying business portfolio to drive a more balanced and resilient revenue mix • Strengthening product-led revenue mix (85% of PF FY26 net sales) with the addition of SFE’s complementary product portfolio • Increasing exposure in Americas to capture macro and secular tailwinds • Investing organically and inorganically while driving ECX-led share gains in targeted end markets 100% 4% 49% 12% 39% FY26 Industrial & MRO Refining & Petrochemical Specialized Applications2 Power Generation Infrastructure Other 36% 19%11% 16% 14%4% 30% 19%17% 14% 12% 8% Cortland Industrial1 & Biomedical Cortland Biomedical Cortland Biomedical PORTFOLIO DIVERSIFICATION TO DRIVE GROWTH
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2026 INVESTOR DAY | 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 (ECX) Innovation Product-first, Platform-led SG&A & Automation Lean, Scalable, & AI-enabled • Win share in targeted, attractive end markets • Leverage pricing excellence to enhance value capture and profitable growth • Instill disciplined staffing and SG&A management as business scales • Scale shared services • Incorporate AI in quoting, close, and back office • Standardize core platforms • Configure for application • Drive faster launches at lower cost per unit PROOF POINTS Fehmarnbelt Tunnel: early engagement turned a first order into a multi-year program Platform Standardization: standardize across case platform, battery, and DTA platforms and configure for application India CoE: operates HR, IT, and Finance in one hub on standard processes, which is the base for automation Gross Margin PEP Operating System • Leverage central sourcing and VA/VE program • Drive improved capacity utilization via strategic outsourcing and footprint optimization • Focus on SKU and portfolio discipline Heavy-lift Outsourcing: non-core subassemblies moved to partners, freeing plant capacity for growth
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2026 INVESTOR DAY | 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 Executive compensation aligned with shareholder interests ~60% ~40% EPAC COST STRUCTURE • Capacity already in place: consolidated footprint can absorb more volume without new sites • Capital-light-growth: adding volume requires little new investment in plants or equipment • Scalable support platform: ECX, India CoE, and systems built; SG&A grows slower than sales WHEN SALES GROW Growth Flows through to EBITDA • Variable cost base: materials, freight, and outsourced subassemblies move with volume • Compensation tied to results: incentives adjust automatically with sales, EBITDA and FCF results • Agile resourcing: temporary labor, service crews, hiring, and discretionary spend flex quickly IF MARKETS TURN Costs Flex with Demand FTE = Full-Time Employee. ECX = Enerpac Commercial Excellence. CoE = Center of Excellence. FCF = Free Cash Flow. 1 The natural expected incrementals prior to any additional growth investments (e.g., PROPEL). EBITDA Flowthrough ~40% Incremental1 EBITDA Flowthrough ~25% Target Decremental
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2026 INVESTOR DAY | 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. ASSUMPTIONS Depreciation & Amortization2 $26M – $30M Interest Expense $30M – $34M Capex as % of Sales 2% – 3% Adj. Tax Rate 22% – 26% Share Count 51M – 52M Key FX Rates $1.13/1€ | $1.33/1£ Tariffs No Substantial Change NET SALES $825M – $845M ORGANIC GROWTH1 4% – 6% ADJ. EBITDA1 $195M – $205M ADJ. DILUTED EPS1 $2.00 – $2.15 FY27 GUIDANCE INCLUDES ~10 MONTHS OF SFE GROUP
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2026 INVESTOR DAY | 106 FY30 FINANCIAL TARGETS 1 Free Cash Flow Conversion defined as Free Cash Flow / GAAP Net Income. 2% – 3% Market Growth Rate ~25% Effective T ax 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) +200 – 300 bps Above-Market Growth >100% Free Cash Flow Conversion1 ASSUMPTIONS
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2026 INVESTOR DAY | 107 PROPEL DRIVES 200 – 300 BPS SALES GROWTH ABOVE MARKET AND MARGIN EXPANSION HLT = Heavy Lifting Technology. 1 Pro Forma data includes SFE Group as of TTM Mar-26. Pro Forma FY26 FY30E ~$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% – 26.0% Additional Upside through Potential M&A Opportunities DIFFERENTIATE EXPAND $35 – $50 $20 – $30 $15 – $20 4% – 6% Standard Product FY26 – FY30E GROWTH~$1B MARKET GROWTH Commercial Execution Innovation Operational Excellence and Service Initiatives 6% – 8% HLT 2% – 3% Service
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2026 INVESTOR DAY | 108 BALANCED INCENTIVE STRUCTURE SHORT-TERM Incentive Plan Annual Bonus Based on 1-Year Performance Period 1/4 Organic Sales Growth 1/4 Adjusted EBITDA 1/4 Adjusted EBITDA Margin 1/4 Free Cash Flow Conversion1 LONG-TERM Performance Shares Equity Incentives Over 3-Year Performance Period Note: Above also applies to SFE executives that have joined EPAC. TSR = Total Shareholder Return. 1 Free Cash Flow Conversion defined as Free Cash Flow / GAAP Net Income. 2 ROIC for purposes of this calculation is adjusted EBITDA, calculated in a manner consistent with adjusted EBITDA as presented by the Company in its quarterly and annual earnings announcements, which may be further adjusted for certain items selected by the Committee that it believes do not reflect normal operating conditions, divided by the sum of shareholders’ equity and net debt defined as the total of long-term and current debt less cash. Such measures in the calculation of ROIC may be further adjusted to reflect the impact of any acquisitions and dispositions effected during the three-year measurement period. 1/3 Relative TSR 1/3 ROIC2 1/3 Adjusted EPS ALIGNED WITH PROFITABLE GROWTH AND SHAREHOLDER RETURNS
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2026 INVESTOR DAY | 109 STRONG FINANCIAL PERFORMANCE SUPPORTS COMPELLING INVESTMENT OPPORTUNITY 219 bps 1,212 bps Peer Median EPAC Adj. EBITDA Margin1 Expansion (FY22 – FY25) PROFITABILITY 9.3% 13.5% Peer Median EPAC 14.0x 13.6x Peer Median EPAC ROIC3 (FY25) EV / NTM1,6 EBITDA (EV as of 10/30/26) RETURNS VALUATION 3.6% 2.6% Peer Median EPAC Net Sales CAGR4 (FY22 – FY25) REPORTED GROWTH Adj. EBITDA Margin1 (FY25) EPAC ORGANIC GROWTH Organic Sales CAGR5 (FY22 – FY26) 2.8% 4.1% (2.7%) Total EPAC EPAC Product EPAC Service Peer Median consists of AMETEK, Atlas Copco, Columbus McKinnon, Crane, Dover, Eaton, Emerson, ESAB, Fastenal, Fortive, Graco, Helios, Husqvarna, IDEX, Illinois Tool Works, Ingersoll Rand, Kadant, Kennametal, Lincoln Electric, MSA Safety, Nordson, Parker-Hannifin, Pentair, Regal Rexnord, Snap-on, Stanley Black & Decker, Techtronic, W.W. Grainger, Zurn Elkay. 1 Adjusted EBITDA as presented is the amount reported as “EBITDA” by Capital IQ, which indicates that such amounts reflect adjustments for unusual items; amounts presented for EPAC are per Capital IQ and differ from adjusted EBITDA reported by the Company. 2 Per Capital IQ FCF = Cash from operations – capital expenditures. 3 Per Capital IQ Return on Capital calculated as EBIT x (1 - 37.5%) / avg. total capital. 4 As reported, including acquisitions and FX. 5 Organic sales is a non-GAAP measure and excludes the impact of foreign exchange rates and acquisitions and dispositions identified in the accompanying reconciliations to GAAP measures. 6 NTM EBITDA = Capital IQ consensus EBITDA estimate, next twelve months as of 10/30/2026. EPAC is inclusive of Pro Forma SFE Debt. 7 Pro Forma data includes SFE Group as of TTM Mar-26. 85% of PF FY26 Net Sales7 22.8% 25.0% Peer Median EPAC EPAC Service FCF CAGR2 (FY22 – FY25) CASH GENERATION 16.9% 28.5% Peer Median EPAC
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2026 INVESTOR DAY | 110 VALUE CREATION ENGINE ENABLED 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 PROFITABILITY ENABLERS +150 – 200 bps Margin Expansion • Capital-light model; robust cash generation • Flexible balance sheet and disciplined capital allocation FINANCIAL DIFFERENTIATORS >100% Free Cash Flow Conversion Over Period1
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2026 INVESTOR DAY | 2026 INVESTOR DAY | CLOSING REMARKS: INVEST WITH US 111 PAUL STERNLIEB PRESIDENT AND CEO 2026 INVESTOR DAY |
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2026 INVESTOR DAY | 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 strategy with systems and processes to enable greater commercial and operational excellence 2 Expanding Technology and Market Leadership through differentiated solutions and deeper penetration of attractive end markets 3 Driving Sustainable Top-Quartile Returns through consistent execution, competitive advantages, and disciplined capital allocation 4 Sharpening Execution with Experienced and Empowered Management Team and clear strategy to accelerate above-market growth in a ~$5.5B SAM 5 FY30 FINANCIAL TARGETS 4% – 6% Organic Growth CAGR (FY26 – FY30E) +200 – 300 bps Above-Market Growth 10% – 13% Adj. Diluted EPS CAGR (FY26 – FY30E) >100% Free Cash Flow Conversion1 SAM = Serviceable Addressable Market. 1 Free Cash Flow Conversion defined as Free Cash Flow / GAAP Net Income.
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2026 INVESTOR DAY | 2026 INVESTOR DAY | Q&A SESSION 113
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2026 INVESTOR DAY | 2026 INVESTOR DAY | APPENDIX 114 RECONCILIATIONS OF NON-GAAP MEASURES
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2026 INVESTOR DAY | 115 RECONCILIATION OF NON-GAAP MEASURES ($ IN MILLIONS, EXCEPT PER SHARE) Net Sales FY2022 FY2023 FY2024 FY2025 FY2026 Enerpac Tool Group 571$ 598$ 590$ 617$ 652$ EBITDA From Continuing Operations FY2022 FY2023 FY2024 FY2025 FY2026 Net earnings from continuing operations 20$ 54$ 82$ 93$ 90$ Financing costs, net 4 12 14 10 9 Income tax expense 4 15 23 28 28 Depreciation & amortization 20 16 13 16 18 EBITDA 48$ 98$ 132$ 146$ 144$ Adjusted EBITDA From Continuing Operations FY2022 FY2023 FY2024 FY2025 FY2026 EBITDA 48$ 98$ 132$ 146$ 144$ Impairment & divestiture (benefit) charges 2 (6) 0 - - Restructuring charges (1) 8 8 8 6 3 Gain on sale of facility, net of transaction charges (1) - - - - Leadership transition charges 8 1 - - 0 Business review charges 3 - - - - M&A charges (2) - 1 0 1 7 ASCEND transformation program charges 14 35 7 - - Adjusted EBITDA 83$ 136$ 147$ 154$ 154$ Adjusted EBITDA % 14.5% 22.8% 25.0% 24.9% 23.7% Adjusted Net Earnings from Continuing Operations FY2022 FY2023 FY2024 FY2025 FY2026 Net Earnings 16$ 47$ 86$ 93$ 90$ (Loss) Earning from Discontinued Operations, net of income tax (4) (7) 4 - - Net Earnings from Continuing Operations 20$ 54$ 82$ 93$ 90$ Impairment & divestiture (benefit) charges 2 (6) 0 - - Restructuring charges (1) 8 8 8 6 3 Gain on sale of facility, net of transaction charges (1) - - - - Leadership transition charges 8 1 - - - Business review charges 3 - - - - M&A charges (2) - 1 0 1 7 ASCEND transformation program charges 14 35 7 - - Accelerated debt issuance costs - 0 - - - Net tax effect of reconciling items above (6) (10) (3) (1) (2) Other income tax expense 0 0 0 - - Adjusted Net Earnings from Continuing Operations 48$ 83$ 95$ 99$ 98$ Adjusted Diluted Earnings per share from Continuing Operations FY2022 FY2023 FY2024 FY2025 FY2026 Diluted Earnings Per Share 0.26$ 0.82$ 1.56$ 1.70$ 1.72$ (Loss) Earnings from Discontinued Operations, net of income tax (0.07) (0.12) 0.06 - - Net Earnings from Continuing Operations 0.33$ 0.94$ 1.50$ 1.70$ 1.72$ Impairment & divestiture charges (benefit), net of tax effect 0.04 (0.11) 0.00 - - Restructuring charges (1), net of tax effect 0.11 0.11 0.11 0.09 0.05 Leadership transition charges, net of tax effect 0.12 0.01 - - - Gain on sale of facility, net of transaction charges, net of tax effect (0.01) - - - - Business review charges, net of tax effect 0.04 - - - - M&A charges (2), net of tax effect - 0.01 0.00 0.02 0.10 ASCEND transformation program charges, net of tax effect 0.17 0.48 0.11 - - Accelerated debt issuance costs, net of tax effect - 0.00 - - - Other income tax expense 0.00 - 0.00 - - Adjusted Diluted Earnings per share from Continuing Operations 0.81$ 1.45$ 1.72$ 1.81$ 1.87$ Free Cash Flow FY2022 FY2023 FY2024 FY2025 FY2026 Cash provided by operating activities 52$ 78$ 81$ 111$ 130$ Capital expenditures (7) (9) (11) (19) (11) Free Cash Flow 44$ 69$ 70$ 92$ 120$
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2026 INVESTOR DAY | 116 RECONCILIATION OF NON-GAAP MEASURES ($ IN MILLIONS, EXCEPT PER SHARE) YTD FY22 YTD FY21 % Change Net Sales $454 $412 10.3% Fx Impact - (11) Organic Sales $454 $400 13.4% YTD FY23 YTD FY22 % Change Net Sales $491 $454 8.0% Fx Impact - (9) Divestiture - (6) Organic Sales $491 $440 11.6% YTD FY24 YTD FY23 % Change Net Sales $474 $491 -3.4% Fx Impact - 0 Divestiture - (23) Organic Sales $474 $468 1.2% YTD FY25 YTD FY24 % Change Net Sales $500 $474 5.5% Fx Impact - 2 Acquisition (20) - Organic Sales $481 $476 0.9% YTD FY26 YTD FY25 % Change Net Sales $546 $500 9.2% Fx Impact - 10 Organic Sales $546 $510 7.1% ETG Organic Sales - Product ETG Organic Sales - Product ETG Organic Sales - Product ETG Organic Sales - Product ETG Organic Sales - Product YTD FY26 YTD FY22 CAGR Net Sales $546 $454 Fx Impact (1) 1 Divestiture - (6) Acquisition (17) - Organic Sales $528 $449 4.1% YTD FY26 YTD FY22 CAGR Net Sales $106 $117 Fx Impact (0) 1 Organic Sales $106 $118 -2.7% YTD FY26 YTD FY22 CAGR Net Sales $652 $571 Fx Impact (1) 2 Divestiture - (6) Acquisition (17) - Organic Sales $634 $567 2.8% ETG Organic Sales - Product ETG Organic Sales - Service ETG Organic Sales - Total YTD FY22 YTD FY21 % Change Net Sales $571 $529 8% Fx Impact - (15) Organic Sales $571 $514 11% YTD FY23 YTD FY22 % Change Net Sales $598 $571 5% Fx Impact - (11) Divestiture 0 (6) Organic Sales $598 $555 8% YTD FY24 YTD FY23 % Change Net Sales $590 $598 -1% Fx Impact - 1 Divestiture 0 (23) Organic Sales $590 $577 2% YTD FY25 YTD FY24 % Change Net Sales $617 $590 5% Fx Impact - 2 Acquisition (20) 0 Organic Sales $597 $592 1% YTD FY26 YTD FY25 % Change Net Sales $652 $617 6% Fx Impact - 13 Organic Sales $652 $630 4% ETG Organic Sales ETG Organic Sales ETG Organic Sales ETG Organic Sales ETG Organic Sales
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2026 INVESTOR DAY | 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 fiscal 2025. (3) EBITDA represents net earnings from continuing operations before financing costs, net, income tax expense, and depreciation & amortization. Neither EBITDA nor adjusted EBITDA are calculated based upon generally accepted accounting principles (“GAAP”). The amounts included in the EBITDA and adjusted EBITDA calculation, however, are derived from amounts included in the Company’s consolidated statements of earnings. EBITDA and adjusted EBITDA should not be considered as alternatives to net earnings, operating profit or operating cash flows. The Company has presented EBITDA and adjusted EBITDA because it regularly reviews these performance measures. In addition, EBITDA and adjusted EBITDA are used by many of our investors and lenders, and are presented as a convenience to them. The EBITDA and adjusted EBITDA measures presented may not always be comparable to similarly titled measures reported by other companies due to differences in the components of the calculation. (4) Adjusted earnings from continuing operations and adjusted diluted earnings per share represent net earnings and diluted earnings per share per the Company’s consolidated statements of earnings net of charges or credits for items to be highlighted for comparability purposes. These measures are not calculated based upon GAAP and should not be considered as an alternative to net earnings or diluted earnings per share or as an indicator of the Company’s operating performance. (5) Management does not provide guidance on certain GAAP financial measures as we are unable to predict and estimate with certainty items such as potential impairments, refinancing costs, business divestiture gains/losses, discrete tax adjustments, or other items impacting GAAP financial metrics. As a result, we have included only those items about which we are aware and are reasonably likely to occur during the guidance period covered. For all reconciliations of GAAP measures to Non-GAAP measures, the summation of the individual components may not equal the total due to rounding. With respect to the earnings per share reconciliations the impact of share dilution on the calculation of the net earnings or loss per share and discontinued operations per share may result in the summation of these components not equaling the total earnings per share from continuing operations.
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2026 INVESTOR DAY | 2026 INVESTOR DAY | APPENDIX 118 SPEAKER BIOGRAPHY
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2026 INVESTOR DAY | 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 Works and Vice President & General Manager with Danaher, where he led a division within the industrial technologies segment. Prior to these Paul held senior marketing and strategy roles at H.J. Heinz, in both the US and Europe, and he was also an Engagement Manager with McKinsey & Company where he led marketing and growth strategy projects for clients in both the US and Europe. Paul currently serves on the Board of Directors for Kennametal Inc. (NYSE: KMT), a global industrial technology leader in materials science, tooling, and wear resistant solutions. He also serves on the Board of Directors for National Association of Manufacturers (NAM), Children’s Wisconsin (a private, independent, not-for-profit health care system dedicated solely to the health and well-being of children) and the Metropolitan Milwaukee Association of Commerce (MMAC), as well as the Board of Trustees for Manufacturers Alliance. As a graduate of the Jerome Fisher Program in Management & Technology, Paul holds dual bachelor’s degrees, in Economics and Computer Science, from the University of Pennsylvania. He received his MBA from the Wharton School, where he graduated as a Palmer Scholar. PAUL STERNLIEB PRESIDENT AND CEO
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2026 INVESTOR DAY | 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, and investor relations functions. Prior to ManpowerGroup, Darren was the CFO of Mortara Instrument, where he led all aspects of the finance organization and subsequently was the VP & General Manager responsible for the overall business. Earlier in his career, he worked in roles of increasing scope and global responsibility at the General Electric Company. Darren holds a BSBA in Economics from Saint Louis University and an MBA from the Kellogg School of Management at Northwestern University. DARREN KOZIK EVP AND CFO
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2026 INVESTOR DAY | 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 Supply Chain for Mohawk Industries. Before his time at Mohawk, Eric was SVP Global Operations & Supply Chain for Briggs & Stratton and held global operations leadership roles at SPX Corporation and IDEX Corporation. He has extensive experience building, developing, and optimizing the performance of world-class operations teams. Eric served as an Infantry Officer in the Marine Corps and holds an MBA from University of Phoenix and a Bachelor of Science in Education from Northern Illinois University. ERIC CHACK EVP, OPERATIONS
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2026 INVESTOR DAY | 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 2022, Vice President of Innovation as of January of 2024; and most recently to Executive Vice President of Innovation and Heavy Industrial Technologies. Prior to joining Enerpac, Mart was an Internal Auditor at AXA. He has a proven track record of driving success through business transformations and market-leading innovation programs. Mart holds master’s degrees in Industrial Engineering and Management from the University of Twente (Netherlands), in IT Auditing from the University of Amsterdam (Netherlands), and in Finance & Control from the University of Nyenrode (Netherlands). EVP OF INNOVATION AND HEAVY INDUSTRIAL TECHNOLOGIESMART HINNEN
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2026 INVESTOR DAY | 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 to joining Enerpac, Phil held senior commercial leadership roles at Honeywell International, Fujitsu Services, and Motorola Solutions. He has a proven track record in recruiting, developing, and leading high performing commercial teams. Phil holds a bachelor’s degree from the University of Birmingham (UK). PHIL JEFFERSON EVP, CHIEF COMMERCIAL OFFICER
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2026 INVESTOR DAY | 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 at Eaton Corporation, where he led the global Energy vertical. Before Eaton, he served as Senior Vice President of the Energy Segment at Hilti Corporation, with global responsibility for the Oil & Gas (Onshore) business. Earlier in his career, Vinay held various leadership positions of increasing scope and responsibility across multinational organizations. Vinay holds Bachelor’s and Master’s degrees in Mechanical Engineering, and an MBA with Honors from the University of Chicago Booth School of Business. VINAY VARMA PRESIDENT, SFE