Enerpac Tool Group sets FY27 sales outlook at $825M–$845M

FY27 guidance includes approximately 10 months of SFE Group, while Enerpac's FY30 targets include 4%–6% organic growth CAGR.

Available on EDGAR 11/04/2026 - 06:05 AM EST Accepted by SEC EDGAR 11/04/2026 - 06:03 AM EST Learn about SEC filing dates

Rhea-AI Filing Summary

Enerpac Tool Group Corp. outlined its PROPEL growth strategy and financial outlook at its Investor Day. FY27 guidance calls for net sales of $825 million–$845 million, organic growth of 4%–6%, adjusted EBITDA of $195 million–$205 million and adjusted diluted EPS of $2.00–$2.15; the outlook includes approximately 10 months of SFE Group.

The SFE Group acquisition closed October 28, 2026, at a purchase price of approximately $472 million. SFE reported approximately $170 million in TTM net sales and approximately $44 million in adjusted EBITDA through March 2026. Enerpac targets $4 million–$6 million of adjusted EBITDA synergies by year three and expects the acquisition to be accretive to FY27 adjusted EPS.

For FY30, Enerpac targets 4%–6% organic growth CAGR and 10%–13% adjusted diluted EPS CAGR from FY26, with free cash flow conversion above 100%. A new credit facility signed October 16, 2026, matures October 16, 2031, and has $850 million of capacity: a $300 million term loan and $550 million revolver, plus a $425 million accordion feature.

1 point · 0 major

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It reads the document as published, with the same rules for every company, and it does not look at what the market expected or at how the stock traded, so a point can be objectively good on a day the stock falls.

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Hollow bars mark forward-looking points. How the balance works

Positive

• Moderate point. Forward-looking: it has not happened yet and may not happen.SFE acquisition targets $4 million–$6 million adjusted EBITDA synergies by year three.

Negative

• None.

Filing Explained

The November 4 8-K furnishes Enerpac’s Investor Day materials as Exhibit 99.1; the company states they are not filed for Exchange Act Section 18 purposes or incorporated into other filings unless specifically referenced.

8-K Event Classification

2 items: 7.01, 9.01

2 items

Item 7.01 Regulation FD Disclosure Disclosure

Material non-public information disclosed under Regulation Fair Disclosure, often investor presentations or guidance.

Item 9.01 Financial Statements and Exhibits Exhibits

Financial statements, pro forma financial information, or exhibit attachments filed with this report.

Key Figures

SFE Purchase Price: Approximately $472 million Targeted Adjusted EBITDA Synergies: $4 million–$6 million FY27 Net Sales: $825 million–$845 million +5 more

8 metrics

SFE Purchase Price Approximately $472 million SFE Group acquisition; closed October 28, 2026

Targeted Adjusted EBITDA Synergies $4 million–$6 million Targeted by year three following the SFE Group acquisition

FY27 Net Sales $825 million–$845 million Guidance; includes approximately 10 months of SFE Group

FY27 Organic Growth 4%–6% Guidance

FY27 Adjusted EBITDA $195 million–$205 million Guidance

FY27 Adjusted Diluted EPS $2.00–$2.15 Guidance

FY30 Organic Growth CAGR 4%–6% Target for FY26–FY30

FY30 Adjusted Diluted EPS CAGR 10%–13% Target for FY26–FY30

Key Terms

Adjusted EBITDA, Free Cash Flow Conversion, Serviceable Addressable Market, Accordion feature, +1 more

5 terms

Adjusted EBITDA financial

"Expected Adj. EBITDA synergies of $4M – $6M by year 3"

Adjusted EBITDA is a way companies measure how much money they make from their core operations, like running a business, by removing certain costs or income that aren’t part of regular business activities. It helps investors see how well a company is doing without distractions from unusual expenses or gains, making it easier to compare companies or track performance over time.

Free Cash Flow Conversion financial

"Free Cash Flow Conversion defined as Free Cash Flow / GAAP Net Income."

Free cash flow conversion measures how effectively a company turns its reported profits into actual cash that can be used for growth, debt repayment, or dividends. It compares the cash generated after expenses to the company's net income, similar to how a person might compare their savings to their paycheck. High conversion indicates the company is efficient at translating profits into cash, which is important for investors assessing its financial health and flexibility.

Serviceable Addressable Market financial

"SAM = Serviceable Addressable Market."

Serviceable addressable market (SAM) is the portion of the total market demand for a product or service that a company can realistically reach with its current products, distribution channels, and geographic or regulatory constraints. It is calculated by narrowing the broader total addressable market (TAM) to the customers and use cases the company can serve today — for example by excluding regions, customer segments, or product types outside the company’s operational scope — and is used to estimate achievable revenue opportunity absent changes in strategy or capacity.

Accordion feature financial

"Additional $425M accordion feature provides the option for future M&A"

An accordion feature is a clause in a loan or financing agreement that allows a company to expand the size of a credit line or the amount of securities available under the same contract without drafting a completely new deal. Like a suitcase that can be extended to hold more items, it gives a company quick flexibility to raise extra money, which can help fund growth but may increase debt or dilute existing shareholders—so investors watch it for changes in risk and ownership.

Non-GAAP measures financial

"This presentation also contains financial measures that are not measures presented in conformity with GAAP."

Financial results that companies present using formulas or adjustments different from standard accounting rules (GAAP) to highlight what management considers the business’s ongoing performance. Investors care because these figures can make trends or profitability look clearer—like showing a car’s fuel efficiency after removing unusual trips—but they can also hide one‑time costs or aggressive assumptions, so comparing them with GAAP numbers helps judge reliability.

FAQ

AI-generated questions and answers. How Rhea-AI works. Not financial advice.

How much did EPAC pay for SFE, and what synergies are expected?

Enerpac reported a purchase price of approximately $472 million for the SFE Group acquisition, which closed October 28, 2026. It targets $4 million–$6 million in adjusted EBITDA synergies by year three and expects the acquisition to be accretive to FY27 adjusted EPS.

What is EPAC's FY27 guidance?

Enerpac's FY27 guidance is net sales of $825 million–$845 million, organic growth of 4%–6%, adjusted EBITDA of $195 million–$205 million and adjusted diluted EPS of $2.00–$2.15. The outlook includes approximately 10 months of SFE Group.

How is EPAC integrating SFE?

Enerpac said SFE integration is on track against the planned timeline. It has established integration governance and cross-functional teams, identified synergy owners across PEP, sourcing, ECX and commercial initiatives, and has revenue synergy opportunities underway, including expanding national accounts and using Enerpac's distribution network to broaden SFE's reach.

Why is there no GAAP reconciliation for EPAC's FY27 adjusted guidance?

Enerpac said a reconciliation of adjusted EBITDA and adjusted diluted EPS to GAAP measures is not currently practicable due to purchase price accounting, so it has not provided one.

AI-generated analysis. How Rhea-AI works. Not financial advice.

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false0000006955WI00000069552026-11-042026-11-04

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C.  20549

FORM 8-K

CURRENT REPORT

PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

Date of Report (date of earliest event reported): November 4, 2026

ENERPAC TOOL GROUP CORP.

(Exact name of Registrant, as specified in its charter)

Wisconsin	1-11288	39-0168610
(State or other jurisdiction of incorporation)	(Commission File Number)	(I.R.S. Employer Identification Number)

648 N PLANKINTON AVE, 4TH FLOOR

MILWAUKEE, WISCONSIN 53203

Mailing address: P.O. Box 3241, Milwaukee, Wisconsin 53201

(Address of principal executive offices) (Zip code)

Registrant’s telephone number, including area code: (262) 293-1500

Former name or address, if changed since last report:

Check the appropriate box below if the Form 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions (see General Instruction A.2. below):

☐
Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425)

☐
Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12)

☐
Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17   CFR 240.14d-2(b))

☐
Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17    CFR 240.13e-4(c))

Securities registered pursuant to Section 12(b) of the Act:

Title of each class		Trading Symbol(s)		Name of each exchange on which registered
Class A Common Stock, par value $0.20 per share		EPAC		New York Stock Exchange

Indicate by check mark whether the registrant is an emerging growth company as defined in Rule 405 of the Securities Act of 1933 (§230.405 of this chapter) or Rule 12b-2 of the Securities Exchange Act of 1934 (§240.12b-2 of this chapter).

Emerging growth company ☐

 
If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. ☐

Item 7.01 Regulation FD Disclosure

On November 4, 2026, Enerpac Tool Group Corp. (the “Company”) is hosting an Investor Day conference at the New York Stock Exchange. The written materials used to accompany the Company’s Investor Day presentation are furnished as Exhibit 99.01 hereto and will be posted, prior to the commencement of the presentation, to the “Investors” section of the Company’s website (www.enerpactoolgroup.com) under the “Events & Presentations” tab.

The information in Exhibit 99.01 and this Item 7.01 of this report shall not be deemed to be “filed” for purpose of Section 18 of the Securities Exchange Act of 1934, as amended, (the “Exchange Act”) or otherwise subject to the liabilities of that section, and shall not be deemed incorporated by reference in any filing under the Securities Act of 1933, as amended, or the Exchange Act, regardless of any general incorporation by reference language contained therein, except as shall be expressly set forth by specific reference in such a filing.

Item 9.01 Exhibits

(d) Exhibits

Exhibit No.		Description
99.1		Investor Day 2026 presentation materials (November 4, 2026)
104		Cover Page Interactive Data File (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.

	Date:  November 4, 2026
		ENERPAC TOOL GROUP CORP.
		By:	/s/ Noah Popp
			Noah Popp
			Executive Vice President, General Counsel, and Secretary

Exhibit 99.1

 Investor Day 2026  November 4, 2026 | NYC  BUILT FOR MORE 

 Welcome and Opening Remarks  2  Christian Audi  SENIOR DIRECTOR,Investor relations  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. 

 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 andHeavy 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 

 5  Enerpac Video 

 A Stronger Enerpac, Positioned to Outperform  6  Paul Sternlieb  President and CEO  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 Leadershipthrough 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 Teamand clear strategy to accelerate above-market growth in a ~$5.5B SAM 

 8  Our Company Has Undergone a Transformation  Evolution of Our Company115+ Years of Excellence  1910  1927  1987  Applied Power Spin-Off  2000  2019  A Track Record of Strategic Execution  2016 – 2021  2021 – 2026  Realigned segments and portfolio optimization  Sold non-core businesses including EC&S segment   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. 

 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.  

 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.  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 

 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 areNot Meaningful to Growth  CRM = Customer Relationship Management.   REALITY  MISPERCEPTIONS 

 12  Enerpac TOOL GROUP Snapshot (NYSE: EPAC)  $822M Pro Forma FY26 Net Sales Breakdown2  KEY STATISTICS  Includes Legacy Enerpac Tool Group and SFE Group  Founded  1910  Global HQ  Milwaukee, WI  Market-cap1  ~$2.0B  Employees2  ~2,550  Distributorsand Customers2  ~2,200  BUILT FOR MORE – Propelling forward to deliver high-quality industrial tools and top-quartile financial performance  Legacy Enerpac Tool Group  SFE  Businesses  Product  Service  Product vs. Service  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. 

 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  Global Employee Overall Engagement Scores1 

 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 relationshipsand capital-efficient growth  Differentiated textilemanufacturing capabilities  $822M Pro Forma FY26 Net Sales1 

 15  What We Do: LEGACY ENERPAC TOOL GROUP – IT&S(76% of net sales1)  IT&S = Industrial Tools & Service. OEM = Original Equipment Manufacturer.1 Percent of Pro Forma FY26 net sales that includes SFE Group for TTM Mar-26.   SPREADERS  PUMPS  CYLINDERS  BOLTING  PULLERS  WORK HOLDING  PRESSES  CUTTERS  HEAVY 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 MOVERS   (AGVs) 

 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. 

 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.   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 

 18  Reshaping Service to Drive More Consistentgrowth and higher margins…  …With stronger product pull-through  WHERE WE WEREWhy Change Was Needed  Revenue pressured by softer turnaround and outage activity  Regulatory and geopolitical challenges constrained demand  Broad portfolio with exposure to lower-value work  WHERE WE ARE GOINGRepositioned for Profitable Growth  Expand in attractive markets with stronger demand and growth potential  Selectively invest in differentiated, higher-margin technical services  Expand product rentalsto drive recurringrevenue and productpull-through  WHAT WE DIDActions 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 

 +200 – 300 bps  19  Significant Market Opportunity: Poised to Grow Above Market  Well Positioned to Capitalize on Trends with Our Competitive Advantages  SAM = Serviceable Addressable Market. TAM = Total Addressable Market. 1 Source: demand-driven andcompetitive market assessments.   Government 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 fromSFE Group Acquisition  2% – 3%  EPAC Above-Market Growth Target 

 20  Large, Fragmented END MarketsProvide Growth Opportunities  PRO FORMA1 FY26 END MARKET EXPOSURE2  MRO = Maintenance, Repair, and Operation. 1 Includes legacy Enerpac Tool group and SFE Group. 2 Represents the Company’s best estimate of end market revenues by category.  Industrial & MRO  Refinery & Petrochemical  Specialized Applications  Includes Mining,Data Centers, Heavy Equipment, and Aerospace & Defense  Power Generation  Infrastructure  Other 

 21  Concentrating Capital and Resources OnAttractive End Markets  Prioritization Aligned to Demand Pockets across End Markets  MRO = Maintenance, Repair, and Operation. 1 Source: demand-driven and competitive market assessments. 2 Includes Mining, Data Centers, Heavy Equipment, and Aerospace & Defense. 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 TrendsBenefiting 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 

 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 

 23  Introducing our next-genGrowth Strategy 

 24  A Sharpened Long-term Profitable Growth Strategy to become an industrial compounder  GROW  in Attractive End Markets with Commercial Excellence  Lifecycle Valuevia Service  DIFFERENTIATE   through Product-First, Application-LedInnovation  EXPAND  through Operational Excellence Initiatives, including Inventory Management andService Expansion  ENABLED BY POWERING ENERPAC PERFORMANCE (PEP) ANDDISCIPLINED CAPITAL ALLOCATION TO EXPAND MARGINS 

 25  Propel in action  ECX = Enerpac Commercial Excellence. PEP = Powering Enerpac Performance.  GROW  DIFFERENTIATE   EXPAND  Utilize next-gen ECX to accelerate growth initiatives across businesses / regions  Leverage new Innovation Center to accelerate pace of R&D investmentin mission-critical solutions  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 

 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. 

 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 

 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  PurchasePrice  Multiple1  Trailing Adj. EBITDA  Multiple1  Trailing Adj. EBITDA,Including Synergies Expectedto be Realized within 3 Years  Sales1TTM 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 

 29  Introducing FY30 Financial Targets  1 Free Cash Flow Conversion defined as Free Cash Flow / GAAP Net Income.  4% – 6%  Organic Growth CAGR(FY26 – FY30)  +200 – 300 bps  Above-MarketGrowth  10% – 13%  Adj. Diluted EPS CAGR(FY26 – FY30)  >100%  Free Cash FlowConversion1 

 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 2021  88%  Global Leadership Council Members  35+  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 Technologies2008  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 | RexamHenkel | Eaton  VINAY VARMA  President, SFE  2026  Eaton | Hilti Group | Baker Hughes | SLB 

 Scaling Commercial Excellence to Accelerate Growth  31  Phil Jefferson  EVP, Chief Commercial Officer  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 growth  2  Enhancing customer value through solution-led selling, strategic account development, and deeper channel partnerships  3  1 

 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 SalesProfessionals   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. 

 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 DistributionChannel  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. 

 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 

 36  ECX Accelerating measurable execution  Greater Revenue Visibility, customer intimacy, and commercial productivity  ECX = Enerpac Commercial Excellence. Note: data reflects legacy Enerpac Tool Group only and excludes SFE Group.  Pipeline Added to Funnel ($M)  $4.7B+  Pipeline Added to Funnel (FY22 – 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 

 2% – 3%  Market Growth Rate1(2026 – 2030)  +200 – 300 bps  EPAC ABOVE-MARKET GROWTH TARGET  37  A repeatable Commercial playbook toConsistently outgrow markets  ECX = Enerpac Commercial Excellence. 1 Source: demand-driven and competitive market assessments.   Targeted GROW Initiatives Where We Have the   Right to Win  Significant MarketOpportunity acrossBusiness Lines  Favorable Growth Tailwindsand Targeted Actions in  AttractiveEnd Markets  Enerpac SAM1  ~$5.5B  Added $1B from SFE Group Acquisition  ECX Supports Playbook 

 38  Executing targeted initiatives to Accelerate above-market growth  GROW  in Attractive End Markets with Commercial Excellence  Lifecycle Valuevia Service  DIFFERENTIATE   through Product-First, Application-LedInnovation  EXPAND  through Operational Excellence Initiatives, including Inventory Management andService Expansion  ENABLED BY POWERING ENERPAC PERFORMANCE (PEP) ANDDISCIPLINED CAPITAL ALLOCATION TO EXPAND MARGINS 

 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 

 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-criticalmarine applications  Deck milling  Drilling systems  EDM  Line boring  Flange-facing applications  1 

 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 GivenCurrently Not an Offering  High-Quality Incremental Sales  Full List Price | Top-Tier CustomersNo Meaningful Channel Conflict  1 Reflects legacy Enerpac Tool Group only and excludes SFE Group. 

 42  80/20 In action | Creating a more productive distributor network  Winning with the winners  EDI = Electronic Data Interchange. 1 Reflects legacy Enerpac Tool Group only and excludes SFE Group.  ~1,000  Distributors  (FY22)1  ~800  Distributors  (FY26)1  Recent Actions toOptimize Enerpac Channel  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 

 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 multidisciplinaryexpertise 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. 

 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 

 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  MoreWins  StrongerFunnel  Deeper Customer Engagement  Greater Customer Credibility  More Qualified Opportunities 

 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 

 SFE: New Platform for Profitable Growth  Vinay Varma  President, SFE  47  2026 INVESTOR DAY | 

 48  Key Messages  01  Advancing pure-play fabrication solutions strategy  1  Building on premium brand platform with demonstrated track record of organic and inorganic growth and strong margins  2  Expanding addressable market and platform for growth with financial strength and established M&A playbook  Increasing and aligning exposure to priority end markets, including industrial & MRO, power generation, and data centers  Capturing upside opportunities through commercial and operational synergies  5  3  4  MRO = Maintenance, Repair, and Operation. 

 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  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  ENDMARKET1  GEOGRAPHY 

 50  SFE Video 

 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 throughClimax Brand  EMERGING LEADER  Combined #2 Market Position throughAXXAIR + Magnatech Brands  ESTABLISHED LEADER  #1 in Tools throughB&B Sumner and Mathey Dearman Brands 

 52  Differentiated, Sustainable Competitive Advantages  Legacy of 12Premium Brands  250+ yearsof combined manufacturing experience  Commitment to long-term brand investment and market growth  Channel, Distribution, and Market Reach  Strong industrial rep network with deep application expertise  Strategic 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 

 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 modularplatform across shaft sizes andapplications  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 

 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 supportsmultiple machining positions in a single setup  Engineered for large-scale,mission-critical applications where conventionalmachining 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 

 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 ofCombined Platform  Proven ContinuousImprovement  Built on Strong  Foundation  SKU = Stock Keeping Unit. PEP = Powering Enerpac Performance. 

 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 – 100Assess  YEAR 2 – 3+Accelerate & Scale  MONTHS 3 – 12Integrate  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. 

 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. 

 Q&A Session  58 

 Break  59  ~15 Minutes 

 Innovation Powers The Portfolio and propels our growth strategy  60  Mart Hinnen  EVP Of Innovationand Heavy Industrial Technologies  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 

 62  Building from position of strength withRich history of innovative solutions  AGV = Automated Guided Vehicle. 1 Percentages represent percent of legacy Enerpac Tool Group IT&S product FY26 net sales.  INDUSTRIAL TOOLS | 70%1  Average Selling Price: $1K – $10K  HEAVY LIFTING TECHNOLOGY | 17%1  Average 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 DISRUPTORTop 5 Globally 

 63  Propel: A Sharpened Long-term Profitable Growth Strategy  GROW  in Attractive End Markets with Commercial Excellence  Lifecycle Valuevia Service  DIFFERENTIATE   through Product-First, Application-LedInnovation  EXPAND  through Operational Excellence Initiatives, including Inventory Management andService Expansion  ENABLED BY POWERING ENERPAC PERFORMANCE (PEP) ANDDISCIPLINED CAPITAL ALLOCATION TO EXPAND MARGINS 

 Differentiate: INNOVATION PRIORITIES POWERPROPEL’S GROWTH AGENDA  64  BATTERY  EXPANSION  DIGITAL  ECOSYSTEM  SOLUTION  SELLING  PLATFORM STANDARDIZATION  Drive adoption through lighter, more efficient batteries, which are changing how customers work  Create customer stickiness through connected products that 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 

 65  Differentiate: Scaling battery platformacross our portfolio  Achieved 26% CAGR1 in battery product sales, driven by platform expansion  1 FY22 – FY26.  Battery-Powered Split-Flow Pump  Battery Torque Wrench  Battery-Powered Machine Skate Set   Battery-Powered Hydraulic Pump  RESULTS  Greater portability 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 

 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 datafor 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  ConnectedCalibration  Job Calculation  Return & Repair  Onsite Verification  Live Job Execution  PersonnelSelection  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 

 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 interconnectedEnd 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 

 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  PLATFORMSTANDARDIZATION 

 DISCOVER  DEFINE  DELIVER  69  Turning innovation into a repeatable growth engine through disciplined Stage-gate process  developing and Deploying solutions on time, on budget, and at scale  RECENT INNOVATIONS ACROSS PORTFOLIO  RIGOROUS PROCESS TO MEET UNIQUE CUSTOMER / MARKET-SPECIFIC NEEDSAND RETURN 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 

 70  Case Study | Light-weight Bolting Pump: customer-led innovation in a $140M torque pump market  Customer-led Innovation creates new pathways for organic growth  OUR SOLUTIONLU-Series Torque Pump  Light-weight, easy-to-use solution designed specifically for intermittent bolting applications  Developed 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 

 71  Dedicated Innovation FunctionDriving Priorities  Note: innovation metrics reflect legacy Enerpac Tool Group only and exclude SFE Group. FTE = Full-Time Employee. 1 Based on performance at the new Enerpac Center innovation lab. Comparisons are from FY24 – FY26.  Disciplined commercialization  CORE 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 LabsIndustry 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 inSame Timeframe1  187  Active Patents 

 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 FASTERPRODUCT LAUNCHES…  (NPI)  …WHILE ACCELERATINGTIME TO LAUNCH  (Months)  83% Improvement  38% Improvement 

 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 

 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 

 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 

 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 

 Continuous improvement culture driving operational excellence  Eric Chack  EVP, Operations  77  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 expansion  2  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 

 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 plantproductivity gains  Growth: Product launches in FY26  Inventory: Focus on core product turning 

 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 PlantLocated in Wisconsin   11  Global Manufacturing Plants and Distribution Centers  $129M  FY26 Material Spend 

 81  GROW  in Attractive End Markets with Commercial Excellence  Lifecycle Valuevia Service  DIFFERENTIATE   through Product-First, Application-LedInnovation  EXPAND  through Operational Excellence Initiatives, including Inventory Management andService Expansion  Propel: A Sharpened Long-term Profitable Growth Strategy  ENABLED BY POWERING ENERPAC PERFORMANCE (PEP) ANDDISCIPLINED CAPITAL ALLOCATION TO EXPAND MARGINS 

 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 

 83  Building a Scalable Sourcing Enginewith 80/20 to Drive Margin Expansion  KEY FOCUS AREAS  Shifting to centralized commodity sourcing strategy (i.e., low-cost region sourcing and vendor consolidation), while investing in processes to drive material cost reduction  Activating large, multi-year savings 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 advantageand drives greater continuous improvement 

 Unlocking structural margin expansionthrough Formalized VA/VE Program  FormalizedVA/VE Program  84  Delivering savings while Building Repeatable Cost Productivity  VA/VE = Value Analysis and Value Engineering.  BENEFITS  Pilot event in Q4 FY26 yielded 30%+material reduction in COGS   Target 6 – 10 events 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 

 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 

 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 andvolume rebates  Potential site consolidations to minimize overhead and maximize fixed asset utilization  Acquisition Integration  KPI = Key Performance Indicator.  

 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. 

 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 responsibilityto 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. 

 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 by25% – 35%  Represents $1.4M – $2.2M improvement in annual sales  Background  EOQ = Economic Order Quantity. 

 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 

 Financial Framework for a High-quality Industrial Compounder  91  Darren Kozik  EVP and CFO  2026 INVESTOR DAY | 

 92  Key Messages  01  Increasing exposure to higher-growth, higher-margin end markets and geographies  1  Investing in high-return, organic opportunities to accelerate long-term profitable growth  2  Delivering a durable financial algorithm through disciplined execution, strong cash generation, and increasing returns  3  Leveraging disciplined capital allocation strategy to build a high-quality industrial compounder  4  Introducing financial targets that demonstrate our earnings power and shareholder value creation potential  5 

 High-Quality Industrial Compounder  Sustainable Growth  Margin Expansion  Increasing Returns  93  A Strong Financial foundation to accelerateour next phase of value creation  Proven execution and financial strength Fuel long-term shareholder value  Track Record ofStrong Execution  Significant Improvements in Profitability, Earnings, Returns, and Cash Generation  +  StrengthenedFinancial Position  Capital-Light Business Model, Disciplined Capital Allocation, and Balance Sheet Flexibility Support Continued Investment and M&A  +  = 

 94  Track Record of Execution And strong results  Net Sales ($M)  Adj. EBITDA1 ($M) &Adj. EBITDA Margin1 (%)  EFFECTIVE CAPITAL DEPLOYMENT  Activate and leverage strong balance sheet to deploy capital efficiently  Prioritize organic growth investment and value-creating M&A  Invest in industry-leading 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  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 calculatedas EBIT x (1 - 37.5%) / average total capital. 

 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 ($M)  Disciplined Capital Allocation in Asset-Light Model  Free Cash Flow2 ($M)Improving Cash Flow via Net Working Capital Efficiencies  119% CUMULATIVE FREE CASH FLOW CONVERSION3  1  29% CAGR 

 96  balanced Approach To capital allocation  1 FY26 includes legacy Enerpac Tool Group and purchase price of SFE Group prior to any post close adjustments.  Historical Uses of Cash  (FY22 – FY26)1  $874M  Go-Forward Priorities  Capital Expenditures  R&D and product innovation to support growth  Plant 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 capitalto 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 

 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 months 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  1.5x – 2.5x TargetRange  Renewed and expanded credit facilitymaturing 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 

 98  Executing a disciplined M&A Strategy  Remain Focused on Improving Market Position As a Leadingpure play industrial tools and solutions provider  Strategic Filters  FINANCIAL CRITERIA  Focus on DCF Model Analysis  ROIC > WACC by Year 3  >40% Gross Margins1  Accretive to Adj. EPS within 2 Years  Improves 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. 

 99  M&A Strategy in Action: SFE GROUP Scorecard  Transaction Snapshot  Closed  October 28, 2026  Purchase Price1  ~$472M  TTM FY26 Adj. EBITDA Multiple2  10.6x  TTM FY26 Adj. EBITDA Multiple, Including SynergiesExpected to be Realized within 3 Years  9.5x  TTM FY26 Sales2  ~$170M  TTM FY26 Adj. EBITDA2  ~$44M  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 

 100  Growing Cash Flow strengthens Balance Sheet and increases Capital Deployment Capacity  1 The estimated net debt is based on estimates of the Company’s consolidated net debt at closing following the acquisition of SFE Group, reflecting the application of cash and borrowings at closing to fund the acquisition.  CAPITAL ALLOCATION HIGHLIGHTS  Will Exercise Discipline in Increasing Leverage Up to ~3xfor Compelling Opportunities  Net DEBT CAPACITY ($M)  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 

 101  A Sharpened Long-term Profitable Growth Strategy to become an industrial compounder  GROW  in Attractive End Markets with Commercial Excellence  Lifecycle Valuevia Service  DIFFERENTIATE   through Product-First, Application-LedInnovation  EXPAND  through Operational Excellence Initiatives, including Inventory Management andService Expansion  ENABLED BY POWERING ENERPAC PERFORMANCE (PEP) ANDDISCIPLINED CAPITAL ALLOCATION TO EXPAND MARGINS 

 KEY GROWTHDRIVERS  102  PF = Pro Forma includes SFE Group net sales for TTM Mar-26. MRO = Maintenance, Repair, and Operation. ECX = Enerpac Commercial Excellence. 1 Cortland Industrial was divested in July 2023. 2 Includes Mining, Data Centers, Heavy Equipment, and Aerospace & Defense.   Businesses  Geography  End Market  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  FY26  Industrial & MRO  Refining & Petrochemical  Specialized Applications2  Power Generation  Infrastructure  Other  Cortland Industrial1 & Biomedical  Cortland Biomedical  Cortland Biomedical  PORTFOLIO Diversification TO DRIVE GROWTH 

 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  

 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 GROWGrowth 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 

 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 

 106  FY30 Financial Targets  1 Free Cash Flow Conversion defined as Free Cash Flow / GAAP Net Income.  2% – 3%  Market Growth Rate  ~25%  Effective Tax Rate  ~2%  Capex as % of sales  $1.13/1€ | $1.33/1£  Key FX Rates  4% – 6%  Organic Growth CAGR  (FY26 – FY30E)  10% – 13%  Adj. Diluted EPS CAGR(FY26 – FY30E)  +200 – 300 bps  Above-Market Growth  >100%  Free Cash FlowConversion1  ASSUMPTIONS 

 107  Propel drives 200 – 300 bps sales growthabove market and margin expansion  HLT = Heavy Lifting Technology.1 Pro Forma data includes SFE Group as of TTM Mar-26.   ~$8221  $65 – $100  GROW  PRO FORMA FY26 – fY30E Net Sales bridge ($M)  Adjusted EBITDA Margin  ~24%   ~40 bps  ~50 bps  ~30 bps  ~50 bps  25.5% – 26.0%  Additional Upside through Potential M&A Opportunities  DIFFERENTIATE  EXPAND  $35 – $50  $20 – $30   $15 – $20  4% – 6%  Standard Product  FY26 – FY30EGrowth  ~$1B  MARKET GROWTH  4% – 6% Organic Growth CAGR  Commercial Execution  Innovation  Operational Excellence and Service Initiatives  6% – 8%  HLT  2% – 3%  Service 

 108  Balanced incentive structure  SHORT-TERMIncentive Plan  Annual Bonus Based on 1-YearPerformance Period  1/4  Organic Sales  Growth  1/4  AdjustedEBITDA  1/4  AdjustedEBITDA Margin  1/4  Free Cash Flow Conversion1  LONG-TERMPerformance Shares  Equity Incentives Over 3-YearPerformance Period  Note: Above also 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 

 109  strong financial performance supports compelling investment opportunity  Adj. EBITDA Margin1 Expansion(FY22 – FY25)  PROFITABILITY  ROIC3(FY25)  EV / NTM1,6 EBITDA(EV as of 10/30/26)  RETURNS  VALUATION  Net Sales CAGR4(FY22 – FY25)  REPORTEDGROWTH  Adj. EBITDAMargin1(FY25)  EPAC ORGANIC GROWTH  Organic Sales CAGR5(FY22 – FY26)  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  EPAC  Service  FCF CAGR2(FY22 – FY25)  CASH GENERATION 

 110  value creation engineenabled by Propel Fy26 – Fy30  1 Free Cash Flow Conversion defined as Free Cash Flow / GAAP Net Income.  Compounding earnings growth  Significant value creation through the cycle  High-quality industrial compounder  Growth Drivers  4% – 6%Organic Growth CAGR  ProfitabilityEnablers  +150 – 200 bpsMargin Expansion  Capital-light model; robust cash generation  Flexible balance sheet and disciplined capital allocation  Financial Differentiators  >100%Free Cash Flow Conversion Over Period1 

 Closing remarks: Invest with Us  111  Paul Sternlieb  President and CEO  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 Leadershipthrough 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 Teamand 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-MarketGrowth  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. 

 Q&A Session  113 

 appendix  114  Reconciliations of non-GAAP measures 

 115  Reconciliation of non-GAAP measures  ($ IN MILLIONS, EXCEPT PER SHARE) 

 116  Reconciliation of non-GAAP measures  ($ IN MILLIONS, EXCEPT PER SHARE) 

 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. 

 appendix  118  SPEAKER Biography 

 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 

 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 

 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 

 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 TECHNOLOGIES  MART HINNEN 

 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 

 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 

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