Ubs industrial and transportation conference 11 17-2016-vf

1. The Manitowoc Company, Inc.
UBS INDUSTRIALS AND TRANSPORTATION CONFERENCE
KEY BISCAYNE, FL NOVEMBER 17, 2016

2. 2
Safe Harbor Statement
Any statements contained in this presentation that are not historical facts are “forward-
looking statements.” These statements are based on the current expectations of the
management of the company, only speak as of the date on which they are made, and are
subject to uncertainty and changes in circumstances.
We undertake no obligation to update or revise forward-looking statements, whether as a
result of new information, future events, or otherwise. Forward-looking statements include,
without limitation, statements typically containing words such as “intends,” “expects,”
“anticipates,” “targets,” “estimates,” and words of similar import. By their nature, forward-
looking statements are not guarantees of future performance or results and involve risks
and uncertainties because they relate to events and depend on circumstances that will
occur in the future.
There are a number of factors that could cause actual results and developments to differ
materially from those expressed or implied by such forward-looking statements. These
factors include, but are not limited to, those relating to revenue growth of the company,
future market strength of the company’s business segments and products, market
acceptance of existing products and new product introductions and technology, economic
conditions, successful acquisitions, manufacturing and facility utilization efficiencies, risks
relating to actions of activist shareholders, and other factors listed in the company’s
preliminary offering circular with respect to the notes, dated May 5, 2016. Any “forward-
looking statements” in this presentation are intended to qualify for the safe harbor from
liability under the Private Securities Litigation Reform Act of 1995.

3. 3
Agenda
Building Something Real
Manitowoc
Transformation
of
Company
Execution
of
Plan
Future
Growth
Opportunities

4. 4
Agenda
Building Something Real
Manitowoc
Transformation
of
Company
Execution
of
Plan
Future
Growth
Opportunities

5. 5
Investment Highlights
Leading Global Crane Manufacturer with industry-leading innovations
Well-positioned to capitalize on opportunities when market improves
Unique aftermarket support drives recurring revenue
Geographically diverse customer and end market base
Executing on strategic priorities to improve margins, earnings, and cash flow
New, Operationally-Focused Team Driving Results
Early stages of transformation to a high quality, higher margin
crane company compared to peers

6. 6
MTW Summary
• Global leader in lifting equipment
• Serve wide range of end markets
• Broadest product and service offering
• Innovation leader
• Global channel and reach
• Aftermarket solutions
• Financing solutions
Leading crane manufacturer

7. 7
Manitowoc
Transformation
of
Company
Execution
of
Plan
Future
Growth
Opportunities
Building Something Real

8. 8
Transformation: The Conditions are Right
Stand-alone Crane Company
• Foodservice spin-off complete
• Right-sizing for new company structure
Re-Capitalized Balance Sheet
• Sufficient liquidity
• Working capital focus
New Management Team
• Demonstrated record of turnarounds
• Lean acceleration to drive margin improvement
Cyclical Down-Turn
• Increasing manufacturing flexibility to manage through the cycle

9. 9
Boom Trucks/Industrials/Rough-Terrains All-Terrain and Truck-Mounted
Towers Crawlers
97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15
97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15
~ 8-9 year cycle
(1) BRIM includes Boom Trucks, Rough-Terrain Cranes, Industrial Cranes and military applications. Rough-Terrain and Industrial Cranes are included in the Mobile
Telescopic Cranes Product category.
(2) AT/TM includes All-Terrain and Truck-Mounted Cranes, which fall under the Mobile Telescopic Cranes product category.
(3) Crawlers include Lattice Boom Cranes.
97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15
Transformation: The Time is Right

10. 10
Transformation: Vision for New Manitowoc
Customers
Shareholders Employees
Velocity
Innovation
1. Margin
Expansion
2. Growth
3. Innovation
4. Velocity

11. 11
Transformation: Strategic Initiatives
• Renew Focus on Quality & Reliability
• Strengthen Channel Management
• Increase Market Share
• Optimize Global Capacity
• Increase Manufacturing Agility
• Improve Productivity
• Reduce Material Cost
• Accelerate New Product Development
• Focus on ROIC for Our Customers
• Leverage Advanced Manufacturing Technologies
Margin Expansion
Growth
Innovation
Velocity
• Implement The Manitowoc Way
• Re-invigorate the Company Culture
• Strengthen Balance Sheet by Better Working Capital Mgmt.

12. 12
Manitowoc
Transformation
of
Company
Execution
of
Plan
Future
Growth
Opportunities
Building Something Real

13. 13
Execution: Margin Improvement
• Headcount reductions
• Plant rationalizations
• Increase manufacturing
flexibility
• Material cost reduction
• Productivity
Right-sizing the business
to match new company
structure, current market
environment, and future
expectations

14. 14
Execution: Growth
• Improved quality &
reliability
• Strengthen dealer
engagement
• Sales excellence &
training
Improving competitive
position to re-gain
market share

15. 15
Execution: Innovation
• Implement product
development process
• Leverage advanced
design techniques
• Invest in World-Class
manufacturing
disciplines
• Standardization of
components
Enhancing user
productivity to generate
greater ROI for customers

16. 16
Execution: Velocity
• Build a continuous
improvement-based
culture
• Invest in productivity
• Reduce Working Capital
• Optimize back-office
Better serving all of our
stakeholders

17. 17
Manitowoc
Transformation
of
Company
Execution
of
Plan
Future
Growth
Opportunities
Building Something Real

18. 18
Future Growth Opportunities
• Customer Engagement
• Innovation
• External Growth
• Manufacturing Technology
• People Development
• Utilize Balance Sheet
Increasing ROIC for All Stakeholders

19. 19
Additional Materials and Financials

20. 20
Manitowoc: Large Installed Base
~55,000 7-9 years
~50,0003 Self-Erecting: 6-8 years
Top-Slewing: 10-12 years
~9,000 9-12 years
~27,000 7-9 years
Mobile
Telescopic Cranes
Tower
Cranes
Lattice-Boom
Cranes
Boom
Trucks
Leading Brands Active Installed Base1Category
Extensive installed base across diverse geographies provides
recurring service and replacement parts revenue opportunities
1 Reflects management approximation of the active installed base based on internally available data.
2 Reflects management approximation of the average fleet replacement based on available data and feedback from the customers.
3 Includes top-slewing and self-erecting tower cranes.
Average Fleet Replacement2
Total: ~140,000

21. 21
Diversified by Region, End Market and Product
Key Brands
2015
Geographic Exposure
2015
End Market Exposure1
2016 YTD
Revenue by Product3
Americas
52%
APAC
12%
EMEA
36%
1 Includes new equipment sales only.
2 Represents 2015 gross sales. Includes new equipment sales only. Government sales do not reflect our
recent $192 million contract with the U.S. Army which will impact revenue over the next several years.
3 Crane Products includes new equipment sales only.
Balanced Sales Footprint and Customer Segments We Serve
2015 Overall
Customer Mix2
Industrial /
Petrochemical
35%
Power / Utilities
18%
Commercial
25%
Residential
5%
Infrastructure
17%
Contractor
13%
Dealer
66%
Gov't
0.2%
Other
4%
Rental
17%
Crane Care 17%
Crane Products
83%

22. 22
Q3 2016 Q3 2015 YoY ∆ Q2 2016 QoQ ∆
Orders 309.9$ 338.2$ (8.4)% 348.9$ (11.2)%
Net sales 349.8$ 438.2$ (20.2)% 457.7$ (23.6)%
Operating (loss) income (133.5)$ (8.2)$ n/m 4.8$ n/m
Non-GAAP adjusted operating (loss) income (31.5)$ (7.7)$ n/m 14.8$ n/m
Net (loss) income (140.0)$ 4.8$ n/m (4.9)$ n/m
Non-GAAP adjusted net (loss) income from
continuing operations (38.1)$ (29.8)$ (27.9)% 5.0$
n/m
Net cash used for operating activities of
continuing operations
(1.4)$ (37.2)$ n/m (14.6)$ n/m
Capital expenditures 10.1$ 9.4$ 7.4 % 13.8$ (26.8)%
Backlog 353.6$ 631.0$ (44.0)% 393.5$ (10.1)%
Book-to-bill 0.89 0.77 14.8 % 0.76 16.2 %
n/m- Not meaningful
Financial & Other Key Metrics
1 Excludes amortization and restructuring expense.

23. 23
GAAP Reconciliation Summary

24. 24
Historical Revenue and EBITDA
(US$ in millions)
Revenue EBITDA & Margin
 Cranes generates significant revenue and EBITDA during cyclical upturns
 During industry downturns, predictable replacement demand and differentiated product
offerings support demand
 Restructuring initiatives in progress
$1,708
$2,135
$2,427
$2,506
$2,305
$1,862
2010 2011 2012 2013 2014 2015
Revenue
$149
$172
$214
$266
$210
$110
8.7% 8.1%
8.8%
10.6%
9.1%
5.9%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
$-
$50
$100
$150
$200
$250
$300
2010 2011 2012 2013 2014 2015
EBITDA % Margin
Note: Revenue and EBITDA from 2010 – 2015 represent historical Cranes segment results. EBITDA is calculated as Operating Earnings from
Continuing Operations plus Depreciation and excludes corporate allocations.

25. 25
Historical Capital Needs & Cash Flow
(US$ in millions)
Capex & % of Sales
Note: Capex and Unlevered Free Cash Flow represent historical Cranes segment results. EBITDA calculated as Operating Earnings from Continuing
Operations plus Depreciation and excludes corporate allocations.
1 Free Cash Flow defined as EBITDA less Capex.
Free Cash Flow1 & % Conversion
 Moderate capital intensity and working capital requirements allow earnings to largely flow
to cash flow
 Working capital needs decrease when revenue declines, providing a strong cash flow
offset during industry downturns
 Free cash flow¹ generation through the cycle
$21
$52 $53
$69
$57
$52
1.2%
2.4% 2.2% 2.8% 2.5% 2.8%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
$-
$20
$40
$60
$80
$100
$120
$140
2010 2011 2012 2013 2014 2015
Capex % of Sales
$129 $120
$161
$196
$152
$5886.2%
69.7% 75.4% 73.9% 72.7%
52.9%
0.0%
50.0%
100.0
150.0
200.0
250.0
300.0
0
50
100
150
200
250
300
350
400
450
500
2010 2011 2012 2013 2014 2015
FCF % Conversion

26. 26
EBITDA and Free Cash Flow Reconciliation
(US$ in millions)
2010 2011 2012 2013 2014 2015
Earnings (Loss) from Operations1
94$ 119$ 171$ 219$ 164$ 64$
Depreciation 55 53 44 47 46 47
EBITDA 149$ 172$ 214$ 266$ 210$ 110$
Capital Expenditures (21) (52) (53) (69) (57) (52)
Free Cash Flow 129$ 120$ 161$ 196$ 152$ 58$
1 Cranes segment data; excludes amortization expense, allocation of corporate costs, asset impairment expense, restructuring
expense, and other (expense) income.

27. 27