Columbus Mckinnon Corp 8-K, filed Mar 17, 2026
Columbus Mckinnon Corp (CMCO)
About this 8-K
Columbus Mckinnon Corp filed this 8-K on March 17, 2026.
Items reported
- Item 7.01: Regulation FD disclosure
- Item 9.01: Financial statements and exhibits
UNITED STATES
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Washington, D.C. 20549
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CURRENT REPORT
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| Item 7.01 | Regulation FD Disclosure. |
As previously announced, Columbus McKinnon Corporation (the “Company”) will present at the 2026 J.P. Morgan Industrials Conference at approximately 4:20 p.m. Eastern Time on March 17, 2026.
The live audio webcast will be available via the Company’s Investor Relations webpage at investors.cmco.com. A replay of the webcast will be available on the Company’s Investor Relations page shortly following the presentation through March 24, 2026.
A copy of the presentation materials is also attached hereto as Exhibit 99.1.
The information contained in this Current Report on Form 8-K, including Exhibit 99.1, shall not be deemed “filed” for purposes of Section 18 of the Securities Exchange Act of 1934, as amended, nor shall it be deemed incorporated by reference into any filing under the Securities Act of 1933, as amended, except as shall be expressly set forth in such filing.
| Item 9.01 | Financial Statements and Exhibits. |
(d) Exhibits.
| EXHIBIT NUMBER |
DESCRIPTION | |
| 99.1 | Presentation, dated March 17, 2026. | |
| 104 | Cover Page Interactive Data File (the cover page XBRL tags are embedded within the Inline XBRL document). | |
SIGNATURES
Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned hereunto duly authorized.
| COLUMBUS McKINNON CORPORATION | ||
| By: | /s/ Gregory P. Rustowicz | |
| Name: | Gregory P. Rustowicz | |
| Title: | Executive Vice President - Finance and Chief Financial Officer (Principal Financial Officer) | |
Dated: March 17, 2026
Exhibit 99.1 March 17, 2026 J.P. Morgan Industrial Conference David Wilson Gregory Rustowicz Kristine Moser President & Executive Vice President Finance Vice President, Investor Relations Chief Executive Officer & Chief Financial Officer & Treasurer
Safe Harbor Statement This presentation and the accompanying oral discussion contains “forward-looking statements” within the meaning of the Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. Such forward looking statements are generally identified by the use of forward-looking terminology, including the terms anticipate, “believe,” “continue,” “could,” “estimate,” “expect,” “illustrative,” “intend,” “likely,” “may,” “opportunity,” “plan,” “possible,” “potential,” “predict,” “project,” “shall,” “should,” “target,” “will,” “would” and, in each case, their negative or other various or comparable terminology. Such forward-looking statements include, among others, statements regarding: (1) our strategy, outlook and growth prospects, including our fiscal year 2026 guidance and the impact of certain transaction- related expenses, purchase accounting adjustments, early integration costs and higher interests expense on GAAP earnings per shares for the fourth quarter and for the full fiscal year of 2026; (2) our ability to de-leverage the Company to a Net Leverage Ratio to below 4.0x by the end of fiscal 2028; (3) our operational and financial targets and capital allocation priorities including our ability to generate significant free cash flow to fund these capital allocation priorities and our ability to advance our Intelligent Motion strategy; (4) general economic trends and trends in our industry and markets; (5) the benefits expected to be achieved from the Kito Crosby acquisition and the Company's ability to realize expected synergies; and (6) the competitive environment in which we operate. Forward-looking statements are not based on historical facts, but instead represent our current expectations and assumptions regarding our business, the economy and other future conditions, and involve known and unknown risks, uncertainties and other factors that could cause the actual results, performance or achievements of the Company to differ materially from any future results, performance or achievements expressed or implied by the forward-looking statements. It is not possible to predict or identify all such risks. These risks include, but are not limited to, (1) risks relating to the competitive environment in which we operate; (2) the risk that the integration of Kito Crosby's business and operations into the Company will be materially delayed or will be more costly or difficult than expected, or that the Company is otherwise unable to successfully integrate Kito Crosby's business into its own, including as a result of unexpected factors or events; (3) risks related to the general competitive, economic, political and market conditions and other factors that may affect future results of the Company; and (4) the other risk factors that are described under the section titled “Risk Factors” in our Annual Report on Form 10-K for the fiscal year ended March 31, 2025 and our Quarterly Report on Form 10-Q for the quarter ended September 30, 2025, as well as in our other filings with the Securities and Exchange Commission, which are available on its website at www.sec.gov. Given these uncertainties, you should not place undue reliance on these forward-looking statements. Forward looking statements speak only as of the date they are made. Columbus McKinnon undertakes no duty to update publicly any such forward-looking statement, whether as a result of new information, future events or otherwise, except as may be required by applicable law, regulation or other competent legal authority. Non-GAAP Financial Measures and Forward-looking Non-GAAP Financial Measures This presentation will discuss some non-GAAP (“adjusted”) financial measures which we believe are useful in evaluating Columbus McKinnon’s performance. You should not consider the presentation of this additional information in isolation or as a substitute for results prepared in accordance with GAAP. The non-GAAP financial measures are noted and reconciliations of comparable historical GAAP measures with historical non-GAAP financial measures can be found in tables either included in the Supplemental Information portion of this presentation or our filings with the Securities and Exchange Commission. 2
CMCO: Investment Thesis Outsized Margin Significant Free Cash Flow Revenue Growth Expansion Generation • Conveyance and Automation • $70M of annual net run rate cost • Historically strong Free Cash Flow 1 expected to deliver outsized growth synergies achieved over three years Conversion given megatrends • FY26 tariff impact offset with price, • Significant Free Cash Flow expected • Lifting typically grows at GDP+ code adjustments and supply chain • Cash flow will expand with synergy optimization • Expect market share growth given achievement and improving margin revenue synergy opportunities: • Fixed cost absorption improvements • Debt paydown is #1 capital allocation on volume growth, efficiencies, and o Geographic reach priority continued operating improvement o Cross selling • Long-term Net Leverage Ratio target with a focus on Lean and 80/20 of <2x and expect below 4x Net o Market positioning Leverage Ratio within two years • Increased recurring revenue from low-ASP, safety-critical lifting & securement consumables CMCO Has Many Catalysts for Performance Improvement and Multiple Expansion 1 Free Cash Flow Conversion is a non-GAAP financial measure. See definitions and reconciliations at the end of this Presentation 3
“New” CMCO is a Global Market Leader in Intelligent Motion Solutions for Material Handling 2 TTM PRODUCT MIX • Leading global lifting and automation company providing professional-grade solutions Linear Motion 6% Other 1% for solving customers’ critical material handling requirements Conveyance 7% Crane 7% Consumables • Enhancing strategic position through expansion into secular growth categories while 35% NET TSS 8% positioning to capitalize on megatrends in Lifting, Precision Conveyance, Automation SALES Drives and and Linear Motion Controls 8% Hoist 29% • Delivering growth and margin expansion while executing our transformation through 2 TTM GEOGRAPHIC MIX our growth framework, Columbus McKinnon Business System (“CMBS”) and 80/20 LatAm Process 3% APAC 14% 1 North America NET 1 Total Addressable Market Total Addressable Market World-Wide Employees Year History Countries Served 57% SALES EMEA 26% $35B >7,000 260+ 70+ 2 TTM VERTICALS MIX 4 Other 10% Aerospace & Manufacturing & Material Government 4% Handling 16% TTM Credit Agreement TTM Free Cash Flow 2 2,3 TTM Net Sales Adj. Gross Margin 2,3 2,3 Construction 7% Adj. EBITDA Margin Conversion Transportation NET Metals & Mining 7% 15% SALES Food, Bev & Cons. Goods 7% Infrastructure 9% $2.0B ~36% ~22% >100% Energy & Utilities 7% Oil & Gas 9% General Industrial 8% Seasoned Leader with Extensive History of Safely, Efficiently and Ergonomically Positioning Materials 1 2 3 Per Industry Research and management estimates; Financial data represents TTM ended September 30, 2025 except vertical sales mix for Kito Crosby, which represents 9/30/24 data; Credit Agreement Adjusted EBITDA Margin, Adjusted Gross Margin, and 4 and Free Cash Flow Conversion are non-GAAP financial measures. See definitions and reconciliations at the end of this Presentation; Other verticals include: Chemical & Paper Processing (2%), E-Commerce (2%), Life Sciences/Pharma (1%), Elevator (1%), 4 Metals Processing (1%), Forestry (1%) and other verticals for the TTM ended September 30, 2025
Addressing Customers’ Unique Motion Control Needs Within Five Attractive Product Platforms PRECISION LIFTING HARDWARE HOISTS & CRANES AUTOMATION LINEAR MOTION CONVEYANCE ~$7.1B TAM ~$14.5B TAM ~$6.1B TAM ~$4.6B TAM ~$2.5B TAM l High-precision specialty l Intelligent drives and l Advanced linear motion l Rigging, lifting, and l Hoists and crane conveyance solutions that controls for lifting, linear solutions, including screw securement hardware components, ranging from powered chain and connect robots & motion, and conveying jacks, rotary unions, super workspaces systems cylinders, and control wire rope hoists to hand l Includes lifting chain and systems chain hoists & lever tools wire rope fittings, l Address unique transport l Used in intelligent shackles, blocks and and accumulation needs material handling l Provide precision sheaves, load monitoring, l Also includes trolleys, end in pharmaceuticals, life solutions from ceiling to lifting and positioning wind and industrial tools, trucks, workstation sciences, e-commerce, floor across our entire capabilities and traction chain cranes, and crane and food and beverage product portfolio components industries Percent of Sales: ~43% Percent of Sales: ~36% Percent of Sales: ~7% Percent of Sales: ~8% Percent of Sales: ~6% (Includes ~8% Technology Solutions) $35B Total Addressable Market with Tailwinds from Megatrends in Attractive Verticals 5
Innovation-Led Columbus McKinnon Business System Underpins Growth Framework to Unlock CMCO’s Potential CMBS GROWTH FRAMEWORK Positioning CMCO for the Next Phase of its Value Creation Journey • Geographic expansion: CMCO to expand across APAC and Kito Crosby to expand across LatAm and EMEA • Cash flow generation enables reinvestment in the flywheel of growth over time Solidifies CMCO’s Leading Positions in Lifting Solutions • Growth in resilient hardware and consumables categories • Increase in breadth and depth of product offerings • Invest to become a one-stop-shop for our customers Kito Crosby Improves Scale and Advances Our Growth Framework; Combined Capabilities Further Enhance CMBS 6
Strategic Business Combination Positioned for the Future Materially increases scale with $2B of net sales 1 Attractive financial performance and cash flow generation which enables de-leveraging 2 Additional value creation with significant cost synergies and revenue synergy upside 3 Enhanced competitive position and incremental recurring sales 4 Complementary product portfolios and geographic footprints in attractive end markets 5 Best-in-class brands across all product segments 6 Long-term vision backed by proven leadership 7 7
Integration Strategy Focused on Business Continuity and Synergy Realization Investing in Revenue Business Synergy Upside Continuity • High degree of customer focus across the • Complementary portfolio enables synergies enterprise • Limited product overlap • Fully staffed, cross functional Integration • Increase breadth of offerings to existing Management Office to ensures business customers both in the U.S. and globally leaders remain focused customer execution • Attract new customers with enhanced scale and • Brings together the best of our collective combined capabilities capabilities through an enhanced CMBS • Capture greater wallet share by streamlining the • Standard work supported by data-driven customer experience management processes Integration & Optimization Delivering Cost Synergies • Implement CMBS, uniting best practices such • Unlocking value through executing our cost as CMCO’s 80/20 expertise and Kito Crosby’s synergy capture plans Lean Manufacturing expertise • $70M of annual net run rate cost synergies • Integrate manufacturing footprint expected by year 3 • IMO to leverage deep expertise across CMCO • Costs to attain synergies are expected to be and Kito Crosby product platforms and realized roughly in line with synergy realization operations 8
Value Creation with Significant Synergies Summary Of Key Synergy Areas And Corresponding Strategic Initiatives ~$80M ~$10M ~$70M Expected Annual Gross Cost Synergies Expected Annual Cost Dis-Synergies Expected Annual Net Run Rate Cost Synergies $70M Annual Net Run Rate Cost Synergies Upside Expected from Revenue Synergies Freight and Procurement l Harmonize supply chain to improve key terms and l Capturing increased share of wallet by streamlining the customer procurement costs experience with existing channel partners l Leverage combined spend to benefit from further volume discounts l Cross selling to increase breadth and depth of product offerings to existing customers Facilities l 80/20 and Lean processes and tools l Geographic expansion opportunities: l Improve manufacturing facility efficiency; optimize for longer standard runs l Kito Crosby’s strong APAC footprint for CMCO products l Optimize distribution/warehousing for improved customer experience and better freight cost l CMCO’s LATAM & EMEA footprint for Kito Crosby products SG&A and Third-Party Spend l Attract new customers with enhanced scale and combined l Eliminate overlapping technology and third-party spend capabilities (e.g. audit fees, insurance, etc.) l Eliminate G&A and sales redundancies without impacting customer experience Note: Synergy estimate is preliminary and subject to change; based on Company estimates and 3rd party analysis 9 OVERVIEW
De-Leveraging Remains the Primary Focus of CMCO’s Capital Allocation Policy, Proven by Post-Acquisition Track Record 1,2 Demonstrated History of Net Leverage Ratio Reduction Following Acquisitions 3 DORNER AND GARVEY ACQUISITIONS MONTRATEC ACQUISITION CAPITAL ALLOCATION PRIORITIES (closed April 2021 and December 2021) (closed May 2023) 4.5 4 l Primary focus on debt repayment 3.5x Debt 3.5 l History of de-levering following acquisitions 1 Reduction Pro Forma l Flexible debt structure facilitates debt paydown 3 at Close 3 2.7x 2.5 2.3x 2.1x l Invest to improve customer experience and 2 Growth 2 operational performance 1.5 2.7x 1 l Maintain current dividend 3 Dividend 0.5 0 Q1 FY22 Q4 FY23 Q1 FY24 Q4 FY24 l Future M&A to support intelligent motion strategy M&A 4 over the long-term after de-levering Provided exposure to Proven track record of successfully Highlights the PPP vertical end markets with integrating acquisitions and realizing Company’s conviction secular growth trends initial cost synergy estimates regarding deleveraging 1 2 3 Note: Non-GAAP financial measure. See definition and reconciliation at the end of this Presentation; Net Leverage Ratio is calculated on a financial covenant basis per the Company’s Amended and Restated Credit Agreement; Dorner and Garvey acquisition reflects the repayment of a portion of the debt incurred to finance the Dorner acquisition using proceeds from an underwritten public offering of shares of the Company's common stock 10
CMCO: Investment Thesis Outsized Margin Significant Free Cash Flow Revenue Growth Expansion Generation • Conveyance and Automation • $70M of annual net run rate cost • Historically strong Free Cash Flow 1 expected to deliver outsized growth synergies achieved over three years Conversion given megatrends • FY26 tariff impact offset with price, • Significant Free Cash Flow expected • Lifting typically grows at GDP+ code adjustments and supply chain • Cash flow will expand with synergy optimization • Expect market share growth given achievement and improving margin revenue synergy opportunities: • Fixed cost absorption improvements • Debt paydown is #1 capital allocation on volume growth, efficiencies, and o Geographic reach priority continued operating improvement o Cross selling • Long-term Net Leverage Ratio target with a focus on Lean and 80/20 of <2x and expect below 4x Net o Market positioning Leverage Ratio within two years • Increased recurring revenue from low-ASP, safety-critical lifting & securement consumables CMCO Has Many Catalysts for Performance Improvement and Multiple Expansion 1 Free Cash Flow Conversion is a non-GAAP financial measure. See definitions and reconciliations at the end of this Presentation 11
Supplement
Blended Executive Leadership Team to Lead Us Into the Future Functional Leadership David Wilson President & CEO Greg Rustowicz Alan Korman Adrienne Williams Mark Paradowski Chief Financial General Counsel, Chief Human Information Services & Officer Corporate Dev., & Resources Officer Chief Digital Officer Business Leadership Secretary Wim Fabricius Melissa Ruths Marc Premont Mario Ramos Jon Adams Appal Chintapalli Yoshio Kito President, Europe, Chief Marketing Chief Product Chief Technology Integration President, Americas President, Asia Middle East & Africa Officer Officer Officer and GM, LATAM Management Officer Pacific Kito Crosby Columbus Carlo Lonardi Jon Backes Thomas Alder McKinnon President, Americas President, Americas Vice President, Hoist & Cranes Lifting Hardware Global Operations 13 (Reporting to Appal) (Reporting to Appal)
Pro Forma Platform Poised to Deliver a Superior Customer Value Proposition Across a Broader and Deeper Set of Geographies 1 Net Sales by Regionl Bringing a holistic product portfolio to a global market l Offering a full portfolio to existing customers LatAm APAC that may only have access to select products 3% 7% PRO FORMA COMPANY today LatAm l Leveraging CMCO’s EMEA strength to drive 3% EMEA APAC incremental selling opportunities for Kito Cosby 33% 14% products North America l Driving cross-sell of CMCO products into APAC 56% region through deep relationships from existing Kito Crosby operations North l Utilizing existing sales teams to enable rapid LatAm EMEA America 3% 26% go-to-market while bringing in expertise where APAC 57% needed to drive growth 19% l Opportunity to drive fixed cost leverage by consolidating manufacturing over time EMEA North 20% America 58% 1 2 Note: Figures may not foot due to rounding. Based on Columbus McKinnon and Kito Crosby Management Estimates; Data represents TTM ended September 30, 2025 CMCO Other represents Life Sciences/Pharma (3%), Elevator (2%), Metals Processing (2%), 3 Entertainment (2%), E-Commerce (2%) and Forestry (1%) for the TTM ended September 30, 2025 Kito Crosby Other represents Aerospace & Government (5%), E-Commerce (2%), Entertainment (1%) and other verticals (5%) 14
Pro Forma Platform Provides End Market and Customer Diversification, Enabling Durability Through Cycles 1 Net Sales by Vertical End Marketl Diversified end markets provide through-cycle resilience Aerospace Construction & Gov’t l Customer base is diversified across 6% Oil & Gas 5% Food, Beverage & 5% Consumer geographies, size and end-markets Chemical & 8% PRO FORMA COMPANY Paper Energy Processing & Utilities 4% l New product development and sales efforts 8% concentrated towards higher-growth end 2 Other 4 Other Manufacturing & Material 12% 10% markets Aerospace & Handling 16% Government 4% Transportation 14% l Growth supported by secular mega-trends General Construction 7% including reshoring, labor shortage, energy Industrial Transportation 22% Manufacturing & transition and automation 15% Metals & Mining 7% Material Handling 16% Food, Bev & Cons. l Supported by leading market positions Goods 7% Infrastructure 9% Transportation 15% Manufacturing Energy & Utilities 7% 14% Oil & Gas 9% Infrastructure General Industrial 8% 17% Oil & Gas 12% Metals & Mining 6 12% Other 12% Construction Energy & 7% Food, Beverage & Utilities Consumer Goods 6% 6% 1 2 Note: Figures may not foot due to rounding. Based on Columbus McKinnon and Kito Crosby Management Estimates; Data represents TTM ended September 30, 2025 CMCO Other represents Life Sciences/Pharma (3%), Elevator (2%), Metals Processing (2%), 3 Entertainment (2%), E-Commerce (2%) and Forestry (1%) for the TTM ended September 30, 2025 Kito Crosby Other represents Aerospace & Government (5%), E-Commerce (2%), Entertainment (1%) and other verticals (5%) 15
Diversified Product Portfolio Positions CMCO to Deliver Intelligent Motion Solutions for our Customers’ Unique Material-Handling Needs l Kito Crosby adds recurring sales from non- Combined Sales by discretionary spending through below-the-hook 1 Product Platform Lifting & Securement business driven by safety- 100% Other Other critical replacement parts Technology & Technology & Specialty Solutions Linear Motion Specialty Solutions 90% l Legacy Columbus McKinnon brings Linear Motion complementary Automation, Conveyance, and Crane Drives & Controls 80% Drives & Controls Linear Motion platforms to move and position Conveyance materials 70% Crane Conveyance l Minimal overlap in product portfolio following 60% power chain hoist divestiture Crane Consumables 50% l Complementary product lines with potential Consumables Consumables revenue synergies through cross selling 40% l Enables customers to easily move up and down 30% the value chain with a sole provider for all lifting needs 20% Hoist Hoist Hoist l Existing customer base of both businesses 10% provides a clear avenue for continued growth through new offerings 0% PRO FORMA COMPANY 1 Note: Based on Columbus McKinnon and Kito Crosby Management Estimates. 16
Non-GAAP Measures: CMCO Credit Agreement Adjusted EBITDA and Credit Agreement Adjusted EBITDA Margin ($’000s) CMCO FYE 3/31/2024 CMCO FYE 3/31/2025 CMCO TTM 9/30/2025 Net income $46,625 ($5,138) $3,973 Add back (deduct): Annualize net income for acquisitions 1,331 — — Annualize synergies for acquisitions 73 — — Income tax expense (benefit) 14,902 (367) (66) Interest and debt expense 37,957 32,426 33,284 Depreciation and amortization expense 45,945 48,187 48,644 Acquisition deal and integration costs 3,211 11,014 29,113 Stock compensation expense 12,039 6,256 6,707 Non-cash pensions settlement 4,984 23,634 433 Business realignment costs 1,867 2,517 5,042 Factory and warehouse consolidation 744 17,546 6,422 Headquarter relocation costs 2,059 373 297 Hurricane Helene cost impact — 171 — Cost of debt repricing and refinancing 1,190 — — Mexico customs duty assessment — 1,067 1,067 1 Customer bad debt — 1,299 1,299 Monterrey, Mexico new factory start-up costs 4,489 13,748 9,862 Credit Agreement Adjusted EBITDA $177,416 $152,733 $146,077 Net sales $1,013,540 $963,027 $977,994 Net margin (%) 4.6% (0.5%) 0.4% Credit Agreement Adjusted EBITDA Margin (%) 17.5% 15.9% 14.9% 1 Note: Customer bad debt represents a reserve of $1,299,000 against an accounts receivable balance for a customer who declared bankruptcy in January of 2025 17
Non-GAAP Measures: Kito Crosby Credit Agreement Adjusted EBITDA and Credit Agreement Adjusted EBITDA Margin ($M) Kito FYE 12/31/2023 Kito FYE 12/31/2024 Kito TTM 9/30/2025 Net income (loss) ($18.2) $18.5 $41.3 Add back (deduct): Income tax expense (benefit) 7.3 26.1 24.9 Interest and debt expense 115.4 97.1 72.8 Realized/unrealized hedge (gains) losses (5.2) (5.7) (4.1) Depreciation and amortization expense 81.1 72.9 69.3 Transaction and integration costs 22.9 20.2 40.2 Acquisition inventory step-up expense 41.3 0.3 0.3 Debt extinguishment expense 5.0 16.0 — Non-recurring legal expenses 5.4 12.1 11.4 Other 4.0 4.1 (1.1) Management fees and related expenses 1.6 1.6 1.6 Credit Agreement Adjusted EBITDA $255.5 $263.1 $261.9 Net sales $1,111.1 $1,101.1 $1,110.7 Net margin (%) (1.6%) 1.7% 3.7% Credit Agreement Adjusted EBITDA Margin (%) 23.0% 23.9% 23.6% Note: May not add due to rounding 18
Non-GAAP Measure: Credit Agreement Adjusted EBITDA & Credit Agreement Adjusted EBITDA Margin Trailing Twelve Months Ended September 30, 2025 CMCO Standalone Pro Forma and ($’000s) (pre-Divestiture) Kito Crosby Divestiture Other Adjustments Pro Forma Net Income (Loss) $3,973 $41,268 $29,198 (314,022) ($239,583) Addback (deduct): Income Tax (Benefit) Expense (66) 24,900 35,200 (57,766) 2,268 Interest Expense 33,284 72,800 (11,200) 128,818 223,703 Depreciation & Amortization 48,644 69,332 (2,162) 124,879 240,693 EBITDA $85,835 $208,300 $51,036 (118,091) $227,081 Loss on Debt Extinguishment - - - 4,739 4,739 Gain on Divestiture - - (105,641) - (105,641) Stock Based Compensation 6,707 - - - 6,707 Acquisition Deal and Integration Costs 29,113 40,222 5,000 35,558 109,893 Business Realignment Costs 5,042 - - - 5,042 Factory and Warehouse Consolidation Costs 6,422 - - - 6,422 Headquarter Relocation Costs 297 - - - 297 Mexico Customs Duty Assessment 1,067 - - - 1,067 Customer Bad Debt Expense 1,299 - - - 1,299 Monterrey, Mexico New Factory Start-Up Costs 9,862 - - - 9,862 Investment (Income) Loss (2,053) - - - (2,053) Foreign Currency Exchange Loss 3,989 - - - 3,989 Other (income) Expense, Net 740 500 - - 1,240 Kito Crosby Realized/unrealized hedge (gains) losses - (4,100) - - (4,100) Pension Settlement Expense 433 - - - 433 Kito Crosby Management Fees and Related Expenses - 1,600 - - 1,600 - 300 - 77,795 78,094 Kito Crosby Inventory Step-Up from Purchase Accounting Kito Crosby Legal - 11,414 - - 11,414 Kito Crosby Other - 4,135 - - 4,135 Adjusted EBITDA $148,753 $262,371 ($49,605) 1 $361,520 1 Investment Income (Loss) 2,053 - - - 2,053 1 Foreign Currency Exchange Loss (3,989) - - - (3,989) 1 Other Income (Expense), Net (740) (500) - - (1,240) Estimated Annual Net Run Rate Cost Synergies - - - 70,640 70,640 2 Credit Agreement Adjusted EBITDA $146,077 $261,871 ($49,605) 70,641 $428,984 Credit Agreement Adjusted EBITDA Margin 14.9% 23.6% 36.7% NM 22.0% 1 2 Note: Reflects removal of certain items included in the Company's public Adjusted EBITDA calculation but excluded from Credit Agreement Adjusted EBITDA; Credit Agreement Adjusted EBITDA for TTM 9/30/2025, giving pro forma effect to the transactions, is referred to as “Pro Forma Adjusted EBITDA” elsewhere in the presentation 19
Non-GAAP Measure: Adjusted Gross Profit & Adjusted Gross Profit Margin Trailing Twelve Months Ended September 30, 2025 CMCO Standalone Divestiture Purchase Accounting ($M) (pre-Divestiture) Kito Crosby Adjustments Adjustments Pro Forma 1 Gross profit $329.3 $416.3 ($58.7) ($97.7) $589.2 Addback: Acquisition integration costs 0.1 - - - 0.1 Business realignment costs 2.0 - - - 2.0 Factory and warehouse consolidation costs 5.4 - - - 5.4 Monterrey, Mexico new factory start-up costs 9.5 - - - 9.5 eepos purchase accounting adjustments - 0.3 - - 0.3 Other adjustments - 0.3 - - 0.3 Kito Crosby inventory step-up from purchase accounting - - - 77.8 77.8 Incremental Depreciation Expense from purchase accounting - - - 19.9 19.9 Adjusted Gross Profit $346.3 $416.9 ($58.7) - $704.5 Net Sales 978.0 1,110.7 (135.3) - 1,953.4 Gross margin 33.7% 37.5% 43.4% - 30.2% Adjusted Gross Margin 35.4% 37.5% 43.4% - 36.1% 1 Note: Adjusted Gross Profit is gross profit as reported, adjusted for certain items. Adjusted Gross Margin is defined as Adjusted Gross Profit divided by net sales; For purposes of the presentation set forth above, certain reclassification adjustments have been 20 made to conform Kito Crosby’s gross profit for the twelve months ended September 30, 2025 to Columbus McKinnon’s financial statement presentation.
Non-GAAP Measures: CMCO Free Cash Flow (FCF) and Free Cash Flow Conversion CMCO FYE CMCO FYE CMCO FYE CMCO TTM ($’000s) 3/31/2023 3/31/2024 3/31/2025 9/30/2025 Net cash provided by operating activities $83,636 $67,198 $45,612 $47,230 Capital expenditures (12,632) (24,813) (21,411) (17,866) Free Cash Flow (FCF) $71,004 $42,385 $24,201 $29,364 Net income $48,429 $46,625 ($5,138) $3,973 Free Cash Flow Conversion (%) 147% 91% NM 739% Note: Free Cash Flow is defined as GAAP net cash provided by (used for) operating activities less capital expenditures included in the investing activities section of the consolidated statement of cash flows. Free Cash Flow Conversion is defined as Free Cash Flow divided by net income. 21
Non-GAAP Measures: CMCO Net Debt and Net Leverage Ratio Trailing Twelve Months Note: References to Net Debt herein refer to clause (i) of ($’000s) Q1 FY22 Q4 FY23 Q1 FY24 Q4 FY24 the definition of Consolidated Total Leverage Ratio in the New Senior Secured Credit Agreement, which is defined as Net income $4,812 $48,429 $49,313 $46,625 an amount equal to total debt of the Company and its Add back (deduct): subsidiaries outstanding on such date (subject to certain 1 exclusions, including the Company's AR Securitization Annualize net income for acquisitions 25,356 — 7,994 1,331 Facility), less unrestricted cash on hand of the Company 1 Annualize synergies for acquisitions 5,387 — 401 73 and its subsidiaries on such date and certain guarantees. References to Net Leverage Ratio herein refer to the Income tax expense (benefit) (585) 26,046 20,547 14,902 definition of Consolidated Total Leverage Ratio in the New Interest and debt expense 14,705 27,942 30,364 37,957 Senior Secured Credit Agreement, which is defined as Net Debt divided by Credit Agreement Adjusted EBITDA. TTM Non-Cash loss related to asset retirement — 175 2 — Credit Agreement Adjusted EBITDA is defined in the Gain on sale of Facility (2,638) (232) (232) — Company’s new credit agreement as credit agreement net income before interest expense, income taxes, 2 Non-cash pension settlement 105 — — 4,984 depreciation, amortization and certain other adjustments. Credit Agreement Adjusted EBITDA Margin is defined as Stock compensation expense 8,213 10,425 11,655 12,039 Credit Agreement Adjusted EBITDA divided by net sales. Garvey contingent consideration — 1,230 1,230 — Depreciation and amortization expense 31,540 41,947 42,368 45,945 Acquisition deal and integration costs 13,193 616 3,117 3,211 Acquisition amortization of backlog 2,981 — — — Business realignment costs 1,272 5,140 3,857 1,867 Monterrey, Mexico start-up costs — — — 4,489 Factory and warehouse consolidation 1,522 — 117 744 Headquarter relocation costs — 996 2,224 2,059 Insurance settlement 88 — — — BUE Settlement 16,221 — — — Other (1,488) — — — Cost of debt refinancing 14,803 — — 1,190 TTM Credit Agreement Adjusted EBITDA $135,487 $162,714 $172,957 $177,416 Total debt 459,296 471,592 579,769 530,236 Cash and cash equivalents (88,654) (133,176) (106,994) (114,126) Net Debt $370,642 $338,416 $472,775 $416,110 Net Leverage Ratio 2.7x 2.1x 2.7x 2.3x 1 2 Note: EBITDA is normalized to include a full year of the acquired entity and assuming that deal related synergies are achieved for montratec in fiscal year 2024 and Dorner and Garvey in fiscal year 2023; During the quarter ending December 31, 2023, certain employees in one of the Company’s U.S pension plans accepted an offer to settle their pension obligation with a lump sum payment. These lump sum settlements are one of the steps the Company is taking to terminate the plan by transferring the liabilities to a third- party. As a result, the Company recorded a non-cash settlement charge in the amount $4,599,000. 22