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UNITED STATESSECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

FORM 8-K

CURRENT REPORTPursuant to Section 13 or 15(d)

of the Securities Exchange Act of 1934

Date of Report(Date of earliest event reported): January 29, 2016

The Manitowoc Company, Inc.(Exact name of registrant as specified in its charter)

Wisconsin 1-11978 39-0448110

(State or other jurisdictionof incorporation)

(CommissionFile Number)

(IRS EmployerIdentification No.)

2400 South 44th Street, Manitowoc, Wisconsin 54221-0066(Address of principal executive offices, including ZIP code)

(920) 684-4410(Registrant’s telephone number, including area code)

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 followingprovisions:

¨ Written communications pursuant to Rule 425 under the Securities Act (17 C.F.R. §230.425)

¨ Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 C.F.R. §240.14a-12)

¨ Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 C.F.R. §240.14d-2(b))

¨ Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 C.F.R. §240.13e-4(c))

Item 7.01. Regulation FD Disclosure.

As previously disclosed, in January 2015, the board of directors of The Manitowoc Company, Inc. (the “Company”) approved the separation of theCompany’s Crane Business and Foodservice Business into two independent publicly traded companies—the Company and Manitowoc Foodservice, Inc. (the“Spin-Off”).

In connection with certain financing transactions that the Company and Manitowoc Foodservice are evaluating in anticipation of the Spin-Off, we are herebyfurnishing the following information:

• A description of the Crane Business, which is included as Exhibit 99.1 hereto.

• Pro forma financial statements of the Company, which are included as Exhibit 99.2 hereto.

• A description of the Foodservice Business, which is included as Exhibit 99.3 hereto.

• Pro forma financial statements of Manitowoc Foodservice, Inc. which are included as Exhibit 99.4 hereto.

The information in Exhibits 99.1, 99.2, 99.3 and 99.4 is furnished under this Item 7.01 and shall not be deemed filed with the Securities and ExchangeCommission for purposes of Section 18 of the Securities Exchange Act of 1934, as amended.

Item 9.01. Financial Statements and Exhibits.

(a) Not applicable.

(b) Not applicable.

(c) Not applicable.

(d) Exhibits . The following exhibits are being filed herewith:

(99.1) Description of the Crane Business.

(99.2) Pro forma financial statements of The Manitowoc Company, Inc.

(99.3) Description of the Foodservice Business.

(99.4) Pro forma financial statements of Manitowoc Foodservice, Inc.

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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 theundersigned hereunto duly authorized.

THE MANITOWOC COMPANY, INC.

Date: January 29, 2016 By: /s/ Maurice D. Jones Maurice D. Jones Senior Vice President, General Counsel and Secretary

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THE MANITOWOC COMPANY, INC.EXHIBIT INDEX

TOFORM 8-K CURRENT REPORTDated as of January 29, 2016

ExhibitNumber Description

(99.1) Description of the Crane Business.

(99.2) Pro forma financial statements of The Manitowoc Company, Inc.

(99.3) Description of the Foodservice Business.

(99.4) Pro forma financial statements of Manitowoc Foodservice, Inc.

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Exhibit 99.1

CRANE BUSINESS

This description includes information regarding the Crane Business of The Manitowoc Company, Inc., which is referred to as Manitowoc Cranesfollowing the Spin-Off. Unless otherwise indicated or the context otherwise requires, the information included in this description assumes the completion ofthe Spin-Off. We can provide no assurance that the Spin-Off will be completed on the timetable currently contemplated or at all. Please refer to “CertainTerms” on page 14 of this exhibit for a glossary of defined terms used in this description.

Our Company

Manitowoc Cranes is one of the world’s leading providers of engineered lifting equipment for the global construction industry. We design,manufacture, market, and support one of the most comprehensive product lines of mobile telescopic cranes, tower cranes, lattice-boom crawler cranes, andboom trucks. Our products are principally marketed under the Manitowoc, Grove, Potain, National Crane, and Shuttlelift brand names. We serve a widevariety of customers, including dealers, rental companies, contractors, and government entities, across the petrochemical and industrial, commercial, powerand utilities, infrastructure, and residential end markets. For the twelve-month period ended September 30, 2015, Manitowoc Cranes generated pro forma netsales of $1,986 million and pro forma Adjusted EBITDA of $107 million, representing a 5.4% pro forma Adjusted EBITDA margin. See Exhibit 99.2 to ourCurrent Report on Form 8-K, filed January 29, 2016, to which this description is also an exhibit.

Additionally, our Manitowoc Crane Care offering leverages Manitowoc Cranes’ installed base of approximately 140,000 cranes to provide aftermarketparts and services to enable our customers to manage their fleets most effectively and improve their return on investment. Due to the ongoing and predictablemaintenance needed by cranes, as well as the high cost of crane downtime, Crane Care provides us with an attractive stream of recurring revenue. Our CraneCare revenues were $226.3 million and $360.0 million for the nine-month period ended September 30, 2015 and the twelve-month period ended December 31,2014, respectively.

Manitowoc Cranes has approximately 6,000 employees operating across 12 manufacturing sites in eight countries across four continents, as well asapproximately 40 regional sales and support offices across 20 countries on five continents. Our strategic global footprint contributes to strong revenuediversity with approximately 50% of sales for the nine months ended September 30, 2015 generated in the Americas, 37% generated in Europe, the MiddleEast and Africa (“EMEA”), and 13% generated in Asia.

Our Products

We offer a wide variety of cranes and lifting solutions, primarily under the following five principal product categories:

• Mobile telescopic cranes have the ability to drive between sites, and some are permitted on public roadways. These cranes often have the versatility

to lift materials and equipment on rough or uneven terrain, yet can maintain highway speeds when being transported between sites. We currentlyoffer over 45 mobile telescopic cranes models.

• Tower cranes are utilized primarily in the energy, building and construction industries and offer the ability to lift and distribute material at the point

of use more quickly and accurately than other types of lifting machinery without utilizing substantial square footage on the ground. We currentlyoffer approximately 70 tower crane models.

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• Lattice-boom cranes have lifting capacities of up to 2,500 U.S. tons and are used to lift material and equipment in a wide variety of applications

and end markets, including heavy construction, bridge and highway, duty cycle and infrastructure and energy-related projects. We currently offereight low-capacity models and eleven high-capacity models.

• Boom trucks are hydraulically-powered telescopic cranes mounted on a conventional truck chassis. Telescopic boom trucks are used primarily for

lifting materials on a job site and are mostly deployed by end users in the North American market. We currently offer 22 models of telescopingboom trucks.

• Parts and services are provided by Crane Care, our aftermarket products and services business. Crane Care delivers inspection, repair, replacement,and remanufacturing services 24 hours / day and 365 days / year to an installed base of over approximately 140,000 units globally. Crane Careallows us to provide support to customers throughout the product lifecycle. Crane Care accounted for approximately 18% of Manitowoc Cranes’revenue for the nine months ended September 30, 2015.

The table below provides additional details on the wide variety of crane products and services we offer.

ProductCategory Crane Type Brands End Markets

Approximate Capacity Price Range

MobileTelescopic

Cranes

All-Terrain

Industrial, Commercial,and Construction

65 Tons – 550Tons

$500k – $3.75mm

Rough-Terrain

Commercial, Infrastructure,and Construction

30 Tons – 150Tons

$300k – $1.3mm

Truck mounted

Industrial, Commercial, andConstruction

50 Tons – 110Tons

$600k – $1.1mm

Industrial

Industrial, Light Construction

8.5 Tons – 25Tons

$100k – $350k

Tele-crawlers

Industrial, Commercial,and Construction

50 Tons – 132Tons

$650k – $1.3mm

Tower Cranes

Self-erectingTower

Residential, Commercial

2.0 Tons – 8.8Tons

$35k – $500k

Top-slewingTower

Infrastructure,Commercial, andConstruction

2.5 Tons – 88.8Tons

$70k – $10mm

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Lattice-boomCranes

Lattice-boom Crawler

Energy, HeavyConstruction, andInfrastructure

80 Tons – 2,535 Tons

$500k – $29mm

Boom Trucks

Boom Truck

Industrial, Commercial, andConstruction

8 Tons – 60 Tons

$60k – $450k

Parts & Services

All

All Manitowoc brands

N/A

N/A

We currently have an installed base of approximately 140,000 cranes across the globe. Given the typical cranes replacement cycle of approximately 6-12 years across most cranes categories, we benefit from replacement demand, which partially reduces our reliance on growing our end markets and attractingnew customers. The table below provides a breakdown of our installed base and typical fleet replacement cycle.

Manitowoc Cranes Installed Base

Category Leading Brands

Active Installed Base (1)

Typical Replacement Cycle (2)

Mobile Telescopic

Cranes

~55,000

7-9 years

Tower Cranes

~50,000 (3)

Self-erecting: 6-8 years

Top-slewing: 10-12 years

Lattice-boom Cranes

~9,000 9-12 years

Boom Trucks

~27,000

7-9 years

(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.

Our End Markets and Customers

We serve an extensive customer base across a diverse mix of geographies, end markets, sales channels and end-use customers. We sell our broadproduct mix, including all four of our key crane products, to our top customers. Our global footprint provides us with worldwide brand recognition and theability to service customers locally, resulting in faster delivery and service. We serve multiple sales channels, including rental companies, contractors,equipment suppliers, dealers and government entities. Although the majority of our sales are through the dealer, rental and contractor channels, we haverecently been awarded a $192 million contract to supply Grove all-terrain cranes to the U.S. Army. Under the multi-year deal, we will provide customizedGMK4100B cranes to the military branch over the course of five years, with a two-year option at its completion that could bring the total to $258 million.

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Our diverse end markets across multiple industries reduce the volatility of demand for our products. Key end markets include:

• Industrial: Factories around the globe rely on powerful, mobile and versatile cranes to facilitate plant maintenance procedures, as well as day-to-

day material handling. Grove rough-terrain cranes, Shuttlelift and YardBoss industrial cranes, and National Crane boom trucks help factoriesworldwide meet this need.

• Petrochemical: Emerging world markets continue to create greater demand for petrochemical energy sources. The plants needed to refine oil and

gas require massive lifts during their construction and subsequent expansions. Manitowoc lattice-boom crawler cranes and Grove all-terrain, rough-terrain and truck-mounted cranes provide critical lifting solutions for these vital projects.

• Commercial: Our cranes are at work on some of the largest commercial construction projects in the world. From building corporate headquarters

and high-rise office towers to the most modern sports stadiums, our products offer among the highest levels of productivity with industry-leadingPotain tower cranes, Manitowoc lattice-boom crawler cranes, Grove all-terrain and rough-terrain cranes, and National Crane boom trucks.

• Power and Utilities: An increasingly urban and modernized world needs a ready supply of energy to power its buildings and transportationinfrastructure. Power plant construction and maintenance requires heavy-lifting cranes with the capacity to pick and carry loads weighing hundredsof tons. In recent years, wind farms around the world have relied on Manitowoc lattice-boom crawler cranes, Grove rough-terrain, all-terrain andtelescopic cranes, and National Crane boom trucks.

• Infrastructure: Creating the infrastructure that makes modern life possible is an ongoing endeavor. Roads and highways across continents,bridges that span the world’s waterways and airports and rail systems needed to move people and freight all involve construction projects ofsignificant proportions. Potain tower cranes, Manitowoc lattice-boom crawler cranes, Grove all-terrain and rough-terrain cranes and National Craneboom trucks provide heavy lifting solutions for these projects.

• Residential: Whether the project entails housing in suburban America, high-density mixed-use projects in urban areas, or high-rise apartments or

condominiums around the world, versatile lifting solutions are available from Grove truck-mounted cranes, National Crane boom trucks and Potaincity-range top-slewing and self-erecting tower cranes.

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The below charts provide the sales breakdown for our cranes products and service across geographies, end markets, sales channels and top customers.

Year-to-Date Q3 2015 Geographic Exposure (1) Year-to-Date Q3 2015 End Market (2)

Year-to-Date Q3 2015 End Customers (2) Year-to-Date Q3 2015 Sales Channel (3)

(1) Reflects year-to-date net sales by destination through September 30, 2015 for the Americas; Europe, Middle East and Asia (“EMEA”); and Asia Pacific (“APAC”).(2) Represents year-to-date gross sales through September 30, 2015. Includes new equipment sales only.(3) Represents year-to-date gross sales through September 30, 2015. 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.

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Our Industry

The cranes industry is defined by high capital requirements and cyclical demand. We believe that we benefit from the following competitiveadvantages: strong brand names which create customer loyalty and facilitate strong resale values, a reputation for quality products, aftermarket support andsolution services, an established network of global distributors and customer relationships, broad product line offerings in the markets we serve, and acommitment to engineering design and product innovation. These differentiating factors support the unique nature of our product offering and reduce thecyclicality of demand for our lifting solutions.

The cranes business is highly competitive, with many key industry players offering a variety of cranes products. We believe our well-trusted, highquality brands and products, the breadth of our product portfolio, and our track record of innovation set us apart. The following companies represent ourprimary competitors across our cranes product lines.

Product Primary CompetitorsMobile Telescopic Cranes Liebherr; Link-Belt; Terex; Tadano; XCMG; Kato; Locatelli; Broderson; Sany; and Zoomlion

Tower Cranes Comansa; Terex Comedil/Peiner; Liebherr; FM Gru; Jaso; Raimondi; Viccario; Saez; Benezzato;Cattaneo; Zoomlion; Yongmao; and Wolffkran

Lattice-boom Cranes Hitachi Sumitomo; Kobelco; Liebherr; Sumitomo/Link-Belt; Terex; XCMG; Zoomlion; and Sany

Boom Trucks Terex; Manitex; Altec; Elliott; and Tadano

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We believe that we offer the industry’s most comprehensive suite of lifting solutions and that no peer offers as complete of an array of cranes as wedo. The table below provides additional details on the breadth of our product offerings compared to some of our peers.

Category Type Manitowoc Terex Liebherr Tadano Link-Belt SANY

Mobile Telescopic Cranes

All-Terrain ü ü ü ü ü ü

Rough-Terrain ü ü X ü ü ü

Truck

Mounted ü ü ü ü ü ü

Industrial ü x x x x x

Tele-

crawler ü x ü ü ü x

Tower Cranes

Self-erect

Tower ü ü ü x x x

Top- slewingTower

ü

ü

ü

x

x

x

Lattice-boom Cranes Lattice-crawler ü ü ü x ü ü

Boom Trucks

BoomTruck

ü

ü

x

ü

x

X

Source: Management estimates.

The cranes industry is exposed to certain end markets which exhibit cyclical characteristics. We generated record cranes sales in 2007 and 2008 as thebroad construction industry peaked, followed by declining cranes sales in 2009 and 2010 as the industry slowed down in the context of the global financialcrisis. We are currently near historical cyclical lows for our BRIM crane lines, while our AT/TM unit sales have fluctuated with the decline in oil prices, offsetby the increase in commercial construction spending. Tower crane unit sales have remained largely flat over the past several years. Sales of crawlers arestrongly driven by our innovative technology and are therefore less cyclical than other types of cranes sales. We expect to generate meaningful increases in ourcranes volumes across product lines when the industry rebounds from what we believe to be its current cyclical trough. See the following charts and relatednotes for more information about our unit sales trends for each of these product categories and the types of cranes that are included in each category.

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Manitowoc Cranes Product Unit Volume Through the Cycle (1)BRIM (2) AT/TM (3)

Towers Crawlers (4)

(1) 2015 volume levels represent management estimate for the full year 2015 trend.(2) 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.(3) AT/TM includes All-Terrain and Truck Mounted Cranes, which fall under the Mobile Telescopic Cranes product category.(4) Includes Lattice-boom Cranes.

Our Competitive Strengths

Our competitive strengths derive from combining deep industry expertise and understanding of our customers’ needs with our innovative products andindustry-leading product support through our global sales distribution and service network.

Industry-Leading Brands

Many of our key brands, including Manitowoc, Grove, National Crane and Potain, hold leading positions in each major crane category in theirrespective principal markets. Our brands are recognized for providing innovative high-performance products with excellent quality and reliability, greater liftperformance, top-tier resale value, reduced transport costs, lower site preparation costs, excellent fuel efficiency, minimized depreciation, reducedmaintenance costs, greater lifetime utilization and increased rental rates, combined with 24/7 aftermarket product support and flexible finance options.Together, we believe these benefits provide an industry-leading return on investment for our customers and support our industry-leading brand equity.

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Broad Product and Services Portfolio with Innovative Products

We offer among the broadest portfolio of lifting solutions with a legacy of continuing innovation that sets us apart in our industry. Our broad suite ofproducts includes a wide range of lattice-boom cranes, which include crawler and truck mounted lattice-boom cranes, and crawler crane attachments; towercranes, which include top-slewing, luffing jib, topless, and self-erecting tower cranes; mobile telescopic cranes, which include rough-terrain, all-terrain, truck-mounted and industrial cranes; and boom trucks, which include telescopic boom trucks. We believe we have the most extensive range of products for themarkets in which we compete, and no competitor offers as wide a variety of products as we do. Our customers benefit from our ability to meet a wide varietyof applications, which provides an advantage over our competitors who offer a more limited selection of products. The table below provides additional detailson some of our recent innovations.

Category Select Innovations

Cross Product

• Product Verification Centers (PVCs)—only crane manufacturer with dedicated component testing facilities; ensurescomponent reliability and improved return on investment

• Crane Control System (CCS)—monitors all crane movement in real time with standardized components across all productcategories

• KZ-100 fiber hoist rope —80% lighter than wire and easy to handle; jointly developed with Samson

Mobile Telescopic Cranes

• MEGADRIVE —smooth and optimized acceleration for slow speed maneuvers, improving surface traction and extendinglifecycle of parts on all-terrain cranes

• MEGATRAK —independent suspension system technology on all-terrain cranes• VIAB turbo clutch —eliminates fluid overheating and clutch burning; allows wear-free starting and braking on all-terraincranes

• MEGAFORM boom design and TWINLOCK pinning system on mobile cranes

Tower Cranes

• OPTIMA winch system that measures the load on the hook and enables the winch to lift or lower at the maximum allowablespeed based on load size

Lattice-boom Cranes

• Variable Position Counterweight (VPC)—automatically adjusts counterweight movement to boom angle and amount ofweight lifted

• Fast Aligning Connection Technology (FACT)—automatically aligns crawler crane components for fast and easy assembly

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Leading Technical Capabilities and Engineering Innovation

Our team of engineers focuses on developing innovative, high performance and low maintenance products that are intended to create significant brandloyalty among customers. Design engineers work closely with our manufacturing and marketing staff, enabling us to identify changing end-user requirements,implement new technologies and effectively introduce product innovations. Our customers appreciate our unique commitment to testing and verifying thequality and performance of our products. At the Product Verification Centers, we simulate real operating conditions to give us insights into the anticipatedperformance of cranes on the job, which enables us to accelerate product development, reduce warranty claims and jobsite downtime. Close, carefullymanaged relationships with dealers, distributors and end users help us identify our customers’ needs, not only for products, but for the service and support thatare critical to their profitable operations.

Stable Historical Backlog

Our stable backlog has provided us with visibility into revenue and allows us to improve our production and budgeting processes. Cranes backlogrepresents accepted orders that have been placed on a production schedule that we expect to be shipped and billed primarily within the next twelve months.We have been successful at generating significant backlog during all parts of the cycle, which allows us to reduce revenue volatility even during an industrydownturn, as demonstrated by the below chart.

Historical Quarterly Cranes Backlog ($mm)

Our consistent backlog is further promoted by our average book-to-bill ratio of 1.0 over the past nineteen quarters.

Historical Book-to-Bill Ratio

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Comprehensive Aftermarket Solutions and Industry-Leading Customer Service

We support our products globally through an extensive aftermarket customer service network. Our Crane Care service network provides total lifecyclesupport, including replacement parts, product services and crane rebuilding and remanufacturing services, to our installed base of approximately 140,000cranes. Crane Care is available 24 hours a day, 365 days a year, on six continents through our 30 logistics distribution centers. As many of our products servein customer-critical applications, downtime can be extremely costly for our customers. Our responsiveness and the quality of our field service differentiate usfrom our competitors and serve as purchase decision drivers for our customers, as well as support strong resale values for our products. Our crane dealers anddirect sales efforts are supported around the clock by a team of over 700 factory-trained field technicians, engineers and a staff of product support accountrepresentatives and locally-based country organizations in most of our major markets. We also provide our customers and dealers with advanced service, salesand operator training via six well-equipped training centers in the United States, China, Germany and France. Additionally, we offer several portable trainingunits, as well as online training courses. We believe that the extent of our training is unparalleled within the lifting industry. Given our large installed base andthe predictable maintenance cycle of cranes, these service offerings provide us with a significant recurring revenue stream.

Manufacturing Facilities and Support Located to Serve Our Global Customers

Manitowoc Cranes operates 12 manufacturing facilities in eight countries across four continents. Our global footprint enables us to provide localizedproducts and services to service customers locally and offer timely delivery and product support, which differentiates us from many of our competitors. Ourglobal presence also provides us with world-class scale in sourcing and manufacturing and garners us worldwide brand recognition.

Manitowoc Cranes provides customers with regional sales and support presence through approximately 40 regional sales and support offices across 20countries on five continents. Our sales and distribution representation covers almost all countries globally, which is unrivaled in the industry.

Highly Experienced Management Team

Our senior management team has an average of 26 years of industry experience and exceptional product- and market-specific knowledge andexpertise. We believe that their strong track record of managing our business through economic cycles positions us for success. Additionally, our seniormanagement has continually emphasized building management breadth and depth through a management development training program and by recruitingtalented managers. These initiatives have provided us with a deep pool of talent and have positioned us for continued industry leadership.

Our Business Strategy

We believe we can significantly improve the profitability of our business and are implementing several cost saving initiatives and operating strategiesto drive increased margins while maintaining our high level of customer service and satisfaction. The key elements of our strategy are:

Drive Increased Profitability by Improving Our Agility

For the past two years we have been focused on the implementation of the Manitowoc Operating System (“MOS”). MOS is the standardizedframework we use across the company to eliminate waste and improve efficiency. We have used MOS to establish value streams within our operatingfacilities to

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streamline the flow of information and balance our material flow to our takt rates, which enables us to build more cranes with fewer workers in a smallerfootprint. As a result of this process, we believe we will optimize our manufacturing footprint and increase plant utilizations to a minimum rate of 75%. Weestimate these actions will provide an incremental profitability benefit of approximately $95 million over the next five years.

We have also implemented strategic sourcing initiatives focused on reducing the number of suppliers in our current supply base and ensuring thatsuppliers’ component lead times do not exceed the number of days required to build a crane. We believe these actions will improve our agility in cyclicalmarkets and reduce the overall capital required to run the business. As part of our strategic sourcing exercise, we will focus on increasing the standardizationof components within and across our product lines. We aim to achieve a 75% standardization rate of our cranes components, representing 80% of value of thecrane. We estimate that these actions will generate savings of approximately $80 million in the aggregate over the next five years.

We have also focused on operational initiatives aimed at long-term profit growth and improved customer service and satisfaction. We have started theimplementation of an aggressive program to drive efficiency, including through: plant rationalizations, headcount reductions, procurement and simplificationinitiatives, improved manufacturing efficiency and improved cost absorption. We estimate that these actions will generate savings of approximately $35-45million in the aggregate over the next three years, although there is no guarantee that these cost savings will be achieved.

Continuous Business System Driving Operational Improvements

Over the past twelve months, we have implemented our “continuous business system” which is focused on managing the day-to-day business and nearterm outlook. This system removes barriers and provides transparency between the sales forecast, actual market conditions and production build plans. Threemonth and six month incoming order rates are measured based on weekly order board updates. Production progress is updated daily for each manufacturingplant, providing immediate clarity on any potential risks and driving risk mitigation action plans. Utilizing these weekly and daily input drivers, the business isre-balanced each month utilizing the sales, inventory, operations and planning process (SIOP). This new business system has enabled us to reduce our rawmaterials inventory, work in progress and finished goods inventory by an aggregate of $103 million from November 2014 to November 2015.

Accelerate Organic Growth Through the Introduction of Innovative New Products

To remain a leader in the cranes industry and continue to grow our reputation as one of the most innovative companies in our industry, we arecommitted to leveraging our engineering expertise and intimate knowledge of our customers’ needs to innovate new lifting solutions. We have developed fiveyear product line roadmaps for each of our brands focused on reducing the total number of crane models while improving the customer return on investment.Utilizing our integrated product development (“IPD”) process and IPD houses, our new products will have a higher level of both standardization andinnovation. We believe these projects will keep us at the forefront of technology and innovation in each of our product lines, similar to the success of our newVariable Position Counterweight (VPC) crawler cranes, our innovative crane control system (“CCS”) technology used across all of our product lines, and ourMEGATRAK suspension systems on our all-terrain cranes.

Environmental Responsibility and Sustainability

Implementation of the MOS in all of our facilities has reduced the amount of waste produced. We buy recycled paper and packing material whereavailable, and we sell our scrap steel to recyclers. All of our

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crane models use engine systems that meet the exhaust emissions requirements as set forth in applicable regulations for their intended service within domesticand foreign jurisdictions, including the Environmental Protection Agency in the United States and Euromat in the European Union. The sound levels in andaround our cranes meet decibel levels prescribed by global sound level regulations. Our commitment to our environmental responsibility and sustainabilitydifferentiates us from many of our peers.

“Build Something Real”—Developing Industry-Leading Talent and Careers

At Manitowoc Cranes we are committed to building talent from within our company, ensuring that our employees have the opportunity and resourcesto continuously perform and grow in their current roles and build their future careers. To support this commitment, Manitowoc Cranes has implementedhuman capital processes to engage and develop employees. These processes include performance management, development and career planning, talentassessment and succession planning, which provide us with the insight into our team members’ work history, education and skills, parameters for mobility andtravel, career development activities, and long term career aspirations. We strive to make our company a great place to have a long-term career.

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CERTAIN TERMS

In this description, unless otherwise indicated or the context otherwise requires:

• The “Company,” “we,” “our” and “us” refer to The Manitowoc Company, Inc. and its consolidated subsidiaries.

• “Crane Business” means the businesses or operations of the Company other than the Foodservice Business (as defined herein).

• “Foodservice Business” means (1) the businesses and operations conducted by the Foodservice segment of the Company and its affiliates(including, for purposes of this definition, Manitowoc Foodservice and its affiliates) prior to the consummation of the Spin-Off, and (2) except asotherwise expressly provided in the Separation and Distribution Agreement (as defined herein), any terminated, divested or discontinued businessesor operations that at the time of such termination, divestiture or discontinuation related to the Foodservice Business (as described in the foregoingclause (1)) as then conducted.

• “Manitowoc Cranes” refers to The Manitowoc Company, Inc. and its consolidated subsidiaries, after giving effect to the consummation of the Spin-Off.

• “Manitowoc Foodservice” refers to Manitowoc Foodservice, Inc. and its consolidated subsidiaries.

• The “Spin-Off” refers collectively to the series of transactions pursuant to which the Company will (a) separate the assets and liabilities of the

Crane Business and the Foodservice Business, to the extent such separation has not already occurred; (b) contribute the Foodservice Business toManitowoc Foodservice; and (c) distribute all of the shares of common stock of Manitowoc Foodservice to the Company’s shareholders.

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Exhibit 99.2

MANITOWOC CRANES

UNAUDITED PRO FORMA CONSOLIDATED FINANCIAL STATEMENTS

Our unaudited pro forma consolidated financial statements consist of an unaudited pro forma consolidated statement of income for the nine months endedSeptember 30, 2015 and 2014 and for the year ended December 31, 2014 and an unaudited pro forma consolidated balance sheet as of September 30, 2015 derivedfrom the consolidated financial statements filed in the Company’s Annual Report on Form 10-K for the year ended December 31, 2014 and the Company’sQuarterly Report on Form 10-Q for the nine months ended September 30, 2015 (together, the “Company SEC Reports”). The unaudited pro forma consolidatedfinancial statements reported below should be read in conjunction with “Management’s Discussion and Analysis of Financial Condition and Results of Operations,”“Selected Historical Consolidated Financial Data” and the audited and unaudited financial statements and corresponding notes and “Risk Factors” included orincorporated by reference in the Company SEC Reports. Please refer to “Certain Terms” on page 2 of this exhibit for a glossary of defined terms used in thisexhibit.

The following unaudited pro forma consolidated financial statements are subject to assumptions and adjustments described in the accompanying notes andsuch assumptions and adjustments reflect the expected impact of events directly attributable to the Spin-Off and that are factually supportable and, for purposes ofthe statement of operations, are expected to have a continuing impact on us. Our management believes these assumptions and adjustments are reasonable under thecircumstances and given the information available at this time. However, these adjustments are subject to change as Manitowoc Foodservice and we finalize theterms of the Spin-Off, including the Separation and Distribution Agreement and related transaction agreements. The unaudited pro forma consolidated financialstatements are for illustrative purposes only and do not purport to represent what our financial position and results of operations actually would have been had theSpin-Off occurred on the dates indicated, or to project our financial performance for any future period following the Spin-Off.

The unaudited pro forma consolidated statements of earnings for the nine months ended September 30, 2015 and 2014 and the year ended December 31,2014 give effect to the Spin-Off as if it had occurred on January 1, 2014, the first day of fiscal 2014. The unaudited pro forma consolidated balance sheet as ofSeptember 30, 2015, gives effect to the Spin-Off as if it had occurred on that date. The unaudited pro forma consolidated financial statements include adjustmentsto reflect the following:

• transfer of pension, post-retirement and deferred compensation plans we sponsor to Manitowoc Foodservice;

• retirement of MTW corporate-held debt and related debt breakage costs;

• our anticipated new capital structure, including debt anticipated to be incurred under a new asset-based revolving credit facility and certain otherindebtedness we expect to incur in connection with the Spin-Off, as described in Note 9, below;

• the Internal Reorganization, including the $1,388.0 million cash dividend from Manitowoc Foodservice to us;

• the resulting elimination of our net investment in Manitowoc Foodservice; and

• the Distribution.

1

CERTAIN TERMS

In this exhibit, unless otherwise indicated or the context otherwise requires:

• The “Company,” “we,” “our” and “us” refer to The Manitowoc Company, Inc. and its consolidated subsidiaries.

• “Crane Business” means the businesses or operations of the Company other than the Foodservice Business (as defined herein).

• The “Distribution” refers to the distribution of Manitowoc Foodservice (as defined herein) common stock on a pro rata basis to the holders of theCompany’s common stock.

• “Foodservice Business” means (1) the businesses and operations conducted by the Foodservice segment of the Company and its affiliates (including, forpurposes of this definition, Manitowoc Foodservice and its affiliates) prior to the consummation of the Spin-Off, and (2) except as otherwise expresslyprovided in the Separation and Distribution Agreement (as defined herein), any terminated, divested or discontinued businesses or operations that at thetime of such termination, divestiture or discontinuation related to the Foodservice Business (as described in the foregoing clause (1)) as then conducted.

• The “Form 10” refers to the Registration Statement on Form 10, as amended, filed by Manitowoc Foodservice with the U.S. Securities and ExchangeCommission.

• The “Internal Reorganization” refers to the series of internal transactions pursuant to which the Company will separate the assets and liabilities of theCrane Business and the Foodservice Business, to the extent such separation has not already occured.

• “Manitowoc Cranes” refers to The Manitowoc Company, Inc. and its consolidated subsidiaries, after giving effect to the consummation of the Spin-Off.

• “Manitowoc Foodservice” refers to Manitowoc Foodservice, Inc. and its consolidated subsidiaries.

• “MTW” refers to The Manitowoc Company, Inc. and not to any of its subsidiaries or affiliates.

• The “Spin-Off” refers collectively to (a) the Internal Reorganization, (b) the Company’s contribution of the Foodservice Business to ManitowocFoodservice and (c) the Distribution.

2

MANITOWOC CRANES

UNAUDITED PRO FORMA CONSOLIDATED STATEMENT OF OPERATIONS

FOR THE NINE MONTHS ENDED SEPTEMBER 30, 2015 (in millions) Historical(1)

Disposition of Foodservice(2)

Pro Forma Adjustments Pro Forma

Operations Net sales $ 2,501.0 $ (1,178.4) $ — $ 1,322.6 Costs and expenses:

Cost of sales 1,890.3 (809.6) — 1,080.7 Engineering, selling and administrative expenses 447.7 (209.0) — 238.7 Amortization expense 25.8 (23.6) — 2.2 Restructuring expense 1.6 (1.3) — 0.3 Separation expense 19.8 (1.1) (18.7)(4) — Other expense (income) 0.5 (0.4) — 0.1

Total costs and expenses 2,385.7 (1,045.0) (18.7) 1,322.0 Operating earnings from continuing operations 115.3 (133.4) 18.7 0.6 Other (expenses) income:

Interest expense on long-term debt and capital leases (72.3) 1.0 43.9(5) (27.4) Amortization of deferred financing fees (3.2) — 2.6(6) (0.6) Other income—net 4.4 (1.9) — 2.5

Total other income (71.1) (0.9) 46.5 (25.5) Earnings from continuing operations before taxes on earnings 44.2 (134.3) 65.2 (24.9) Provision for (benefit from) taxes on earnings 24.6 (42.1) 9.1(11) (8.4)

Earnings from continuing operations 19.6 (92.2) 56.1 (16.5) Discontinued operations:

Loss from discontinued operations, net of income taxes 0.1 (0.3) — (0.2)

Net earnings $ 19.7 $ (92.5) $ 56.1 $ (16.7)

Less: Net earnings (loss) attributable to noncontrolling interest, net of tax — — — —

Net earnings attributable to the Company $ 19.7 $ (92.5) $ 56.1 $ (16.7)

See Notes to Unaudited Pro Forma Consolidated Financial Statements.

3

MANITOWOC CRANES


FOR THE NINE MONTHS ENDED SEPTEMBER 30, 2014 (in millions) Historical(1)




Cost of sales 2,108.7 (811.7) — 1,297.0 Engineering, selling and administrative expenses 478.9 (215.8) — 263.1 Amortization expense 26.4 (23.9) — 2.5 Restructuring expense 4.7 (2.2) — 2.5 Separation expense — — — — Other expense (income) 0.1 — — 0.1

Total costs and expenses 2,618.8 (1,053.6) — 1,565.2 Operating earnings from continuing operations 230.3 (153.5) — 76.8 Other (expenses) income:

Interest expense on long-term debt and capital leases (69.1) 0.9 39.1(5) (29.1) Amortization of deferred financing fees (3.3) — 2.8(6) (0.5) Loss on debt extinguishment (25.3) — 25.3(7) — Other income—net (1.6) 1.5 — (0.1)

Total other income (99.3) 2.4 67.2 (29.7) Earnings from continuing operations before taxes on earnings 131.0 (151.1) 67.2 47.1 Provision for (benefit from) taxes on earnings 3.7 (16.1) 23.6(11) 11.2

Earnings from continuing operations 127.3 (135.0) 43.6 35.9 Discontinued operations:

Loss from discontinued operations, net of income taxes (1.5) 0.4 — (1.1) Loss on sale of discontinued operations, net of income taxes (11.0) 1.1 — (9.9)

Net earnings $ 114.8 $ (133.5) $ 43.6 $ 24.9

Less: Net earnings (loss) attributable to noncontrolling interest, net of tax 3.9 — — 3.9

Net earnings attributable to the Company $ 110.9 $ (133.5) $ 43.6 $ 21.0


4

MANITOWOC CRANES


FOR THE YEAR ENDED DECEMBER 31, 2014 (in millions) Historical(1)




Cost of sales 2,900.4 (1,073.3) — 1,827.1 Engineering, selling and administrative expenses 641.6 (283.0) — 358.6 Amortization expense 35.1 (31.8) — 3.3 Asset impairment expense 1.1 (1.1) — — Restructuring expense 9.0 (2.6) — 6.4 Other expense 0.5 (0.4) — 0.1

Total costs and expenses 3,587.7 (1,392.2) — 2,195.5 Operating earnings from continuing operations 298.8 (189.1) — 109.7 Other (expenses) income:

Interest expense on long-term debt and capital leases (94.0) 1.3 53.8(5) (38.9) Amortization of deferred financing fees (4.4) — 3.6(6) (0.8) Loss on debt extinguishment (25.5) — 25.5(7) — Other expense—net (5.5) 0.6 — (4.9)

Total other income (129.4) 1.9 82.9 (44.6) Earnings from continuing operations before taxes on earnings 169.4 (187.2) 82.9 65.1 Provision for (benefit from) taxes on earnings 8.6 (25.9) 30.4(11) 13.1

Earnings from continuing operations 160.8 (161.3) 52.5 52.0 Discontinued operations:

Loss from discontinued operations, net of income taxes (1.4) 0.4 — (1.0) Loss on sale of discontinued operations, net of income taxes (11.0) 1.1 — (9.9)

Net earnings $ 148.4 $ (159.8) $ 52.5 $ 41.1

Less: Net earnings (loss) attributable to noncontrolling interest, net of tax 3.9 — — 3.9

Net earnings attributable to the Company $ 144.5 $ (159.8) $ 52.5 $ 37.2


5

MANITOWOC CRANES

UNAUDITED PRO FORMA CONSOLIDATED BALANCE SHEET

AS OF SEPTEMBER 30, 2015

(in millions) Historical(1) Disposition of Foodservice(3)


Assets Current Assets:

Cash and cash equivalents $ 75.2 $ (47.3) $ (22.8)(9)(10) $ 5.1 Restricted cash 20.1 (0.6) — 19.5 Accounts receivable, less allowances of $19.0 259.0 (97.3) — 161.7 Inventories—net 717.9 (159.1) — 558.8 Deferred income taxes 67.4 (23.7) (0.1)(8) 43.6 Other current assets 129.5 (11.7) — 117.8 Current assets held for sale 8.1 (8.1) — —

Total current assets 1,277.2 (347.8) (22.9) 906.5 Property, plant and equipment—net 551.8 (127.0) — 424.8 Goodwill 1,155.5 (844.6) — 310.9 Other intangible assets—net 646.3 (524.6) — 121.7 Other non-current assets 109.8 (16.7) (19.1)(9)(12) 74.0 Long-term assets held for sale 64.2 (64.0) — 0.2

Total assets $ 3,804.8 $ (1,924.7) $ (42.0) $ 1,838.1

Liabilities and Equity Current Liabilities:

Accounts payable and accrued expenses $ 720.7 $ (277.6) $ (45.4)(9) $ 397.7 Short-term borrowings 63.2 (0.4) (55.3)(9) 7.5 Product warranties 72.8 (34.2) — 38.6 Customer advances 27.3 — — 27.3 Product liabilities 26.8 — — 26.8 Current liabilities held for sale 20.2 (20.2) — —

Total current liabilities 931.0 (332.4) (100.7) 497.9 Non-current Liabilities:

Long-term debt and capital leases 1,575.3 (2.5) (1,209.7)(9) 363.1 Deferred income taxes 180.8 (217.1) 13.8(8) (22.5) Pension obligations 137.6 (37.8) (17.4)(8) 82.4 Postretirement health and other benefit obligations 50.5 — — 50.5 Long-term deferred revenue 35.7 — — 35.7 Other non-current liabilities 103.3 (18.8) (5.9)(12) 78.6 Long-term liabilities held for sale 0.7 (0.7) — —

Total non-current liabilities 2,083.9 (276.9) (1,219.2) 587.8 Total Equity:

Common stock 1.4 — — 1.4 Additional paid-in capital 552.6 — — 552.6 Accumulated other comprehensive loss (199.1) 40.5 9.9(8) (148.7) Retained earnings 506.6 (1,355.9) 1,268.0(8)(10) 418.7 Treasury stock, at cost (71.6) — — (71.6)

Total equity 789.9 (1,315.4) 1,277.9 752.4

Total liabilities and equity $ 3,804.8 $ (1,924.7) $ (42.0) $ 1,838.1


6

MANITOWOC CRANES

NOTES TO UNAUDITED PRO FORMA CONSOLIDATED FINANCIAL STATEMENTS

1. Historical Financial Statements

The historical column reflects the Company’s historical GAAP financial statements and does not reflect any adjustments related to the Distribution.

2. Separation of Manitowoc Foodservice—Income Statement

The disposition of Manitowoc Foodservice column on the Unaudited Pro Forma Consolidated Statements of Operations reflects the revenues and expensesdirectly associated with the results of operations of Manitowoc Foodservice and was derived from the annual and interim combined GAAP financial statementsincluded in the Form 10, adjusted to exclude previously allocated corporate overhead costs and interest income from intercompany notes that are directly related tothe separation of Manitowoc Foodservice from the Company. The adjustments reflect the removal of engineering, selling and administrative costs that are notspecifically identifiable to Manitowoc Foodservice of $14.3 million, $13.7 million and $16.6 million and the corresponding impact to the provision for taxes onearnings of $5.3 million, $4.9 million and $6.2 million for the nine months ended September 30, 2015 and 2014 and the fiscal year ended December 31, 2014,respectively. The adjustments also reflect the removal of interest income on intercompany notes of $13.5 million, $12.1 million and $16.6 million and thecorresponding impact to the provision for taxes on earnings of $5.0 million, $4.4 million and $6.2 million for the nine months ended September 30, 2015 and 2014and the fiscal year ended December 31, 2014, respectively.

3. Separation of Manitowoc Foodservice—Balance Sheet

The disposition of Manitowoc Foodservice column on the Unaudited Pro Forma Consolidated Balance Sheet reflects the assets and liabilities of ManitowocFoodservice and was derived from the unaudited combined GAAP balance sheet of Manitowoc Foodservice as of September 30, 2015 included in the Form 10,adjusted by $1.4 billion for the settlement of the net parent company investment to give effect to the Distribution.

4. Separation Expense

The adjustment to separation expense is to exclude separation costs that are directly related to the separation of Manitowoc Foodservice from the Company.Separation costs were $18.7 million for the nine months ended September 30, 2015.

5. Interest Expense on Long Term Debt

The pro forma adjustments on the Unaudited Pro Forma Consolidated Statements of Operations reflects net interest adjustments of $43.9 million,$39.1 million, and $53.8 million for the nine months ended September 30, 2015 and 2014 and the fiscal year ended December 31, 2014, respectively, that wouldnot have been incurred had these transactions occurred at the beginning of the first period presented. The pro forma adjustments were computed by reversinginterest expense associated with debt that is being retired of $68.2 million, $63.4 million and $86.2 million for the nine months ended September 30, 2015 and 2014and the year ended December 31, 2014, respectively. Additional interest expense of $24.3 million, $24.3 million and $32.4 million was added based on the newdebt

7

position of $335.0 million and the weighted average interest rate of 9.7% effective upon the Spin-Off for the nine months ended September 30, 2015 and 2014 andthe fiscal year ended December 31, 2014, respectively. A 0.25% increase or decrease in the blended weighted average interest expense attributable to our long termdebt that is expected to be outstanding after giving pro forma effect to the Spin-Off transactions would cause our interest expense to change by approximately$0.9 million.

6. Amortization of Deferred Financing Fees

These adjustments reflect pro forma adjustments for the amortization of deferred financing fees of $2.6 million, $2.8 million, and $3.6 million for the ninemonths ended September 30, 2015 and 2014 and the year ended December 31, 2014, respectively, that would not have been incurred on the debt issuance if theSpin-Off had occurred at the beginning of the period presented. Amortization of deferred financing fees is reflective of the straight-line amortization of total debtissuance costs over the terms of the underlying debt instruments, which range between 5 and 8 years.

7. Loss on Debt Extinguishment

The adjustments to loss on debt extinguishment is to reflect the removal of prepayment penalties of $25.3 million and $25.5 million for the nine monthsended September 30, 2014 and the year ended December 31, 2014, respectively, that would not have been incurred on the debt prepayment if the Spin-Off hadoccurred at the beginning of the period presented.

8. Defined Benefit Plan Assets and Obligations

Certain employees participate in defined benefit pension plans we sponsor. Upon the Spin-Off, Manitowoc Foodservice will assume these obligations andprovide the benefits directly. We will transfer to Manitowoc Foodservice the plan liabilities in the amount of $52.7 million and assets in the amount of $35.3million associated with participant employees of Manitowoc Foodservice resulting in a net impact to pension obligations of $17.4 million. The unrecognizedactuarial loss on these plans is $9.9 million. These pro forma adjustments will result in deferred income taxes of $6.4 million. The remaining net impact is reflectedwithin retained earnings. The actual assumed net benefit plan obligations could change significantly from our estimates included in these pro forma adjustments.

9. New Debt Financing

In connection with the Spin-Off, we expect to enter into certain transactions in the amount of $335.0 million, comprised of $250.0 million of senior securedsecond lien notes due 2024 and an $85.0 million draw on a new asset-based revolving credit facility (on a pro forma basis as of September 30, 2015), to establishthe debt structure of Manitowoc Foodservice and Manitowoc Cranes. The net proceeds are expected to be used to:

(i) repay all of our outstanding 8.500% senior notes due 2020 and all of our outstanding 5.875% senior notes due 2022 and all amounts outstanding

under our existing revolving credit facility and existing term loan facilities, which indebtedness totaled $1,600.0 million as of September 30, 2015,comprised of $1,544.7 million of long-term debt and $55.3 million of the current portion of long-term debt; and

(ii) pay fees and expenses associated with debt retirement and the new debt financing transactions. We expect these fees and expenses to be comprisedof the following:

a. $5.1 million of debt issuance costs associated with the new debt financing that will be capitalized as an other non-current asset;

b. $18.3 million of accelerated amortization of deferred financing fees associated with the historical debt; and

8

c. $64.5 million of separation costs, which are reflected as a reduction to cash of $64.5 million, offset by a reduction of $14.8 million inaccounts payable and $49.7 million in retained earnings.

The negative cash impact of $22.8 million associated with the new debt financing is comprised of:

(i) $1,388.0 million cash dividend from Manitowoc Foodservice to Manitowoc Cranes; and

(ii) $329.9 million related to proceeds from the new debt;

offset by:

a. $1,588.0 million of cash outflow due to retirement of old debt;

b. $30.6 million payment of accrued interest related to the debt that is being retired;

c. $64.5 million of separation costs; and

d. $57.6 million related to debt breakage fees.

10. Total Retained Earnings

The pro forma adjustment to retained earnings is comprised of the following:

(i) $1,388.0 million cash dividend from Manitowoc Foodservice to Manitowoc Cranes;

(ii) $1.0 million impact to net parent company investment from Manitowoc Foodservice-sponsored pension plans; and

(iii) $12.0 million related to the accelerated amortization of the premium on the Company’s long-term debt that is being retired;

offset by:

a. $57.6 million cash portion of debt breakage fees;

b. $18.3 million of deferred financing fees associated with the debt that is being retired;

c. $49.7 million of separation costs; and

d. $7.4 million adjustment to deferred income tax resulting from the accelerated amortization of deferred financing fees from the old debt.

11. Provision for Taxes on Earnings

This adjustment represents an increase in the income tax provision associated with the tax effects of the pro forma adjustments described above at theapplicable statutory income tax rates.

12. Deferred Compensation Plan Assets and Obligations

Certain highly compensated and key management employees and directors participate in deferred compensation plans we sponsor. Upon the Spin-Off,Manitowoc Foodservice will assume these obligations and provide the benefits directly. The Company will transfer to Manitowoc Foodservice the plan liabilities inthe amount of $5.9 million and assets in the amount of $5.9 million associated with participant employees of Manitowoc Foodservice.

9

Exhibit 99.3

FOODSERVICE BUSINESS

This description includes information regarding the Foodservice Business of The Manitowoc Company, Inc., which will be operated by ManitowocFoodservice, Inc. following the Spin-Off. Unless otherwise indicated or the context otherwise requires, the information included in this description assumesthe completion of the Spin-Off. We can provide no assurance that the Spin-Off will be completed on the timetable currently contemplated or at all. Please referto “Certain Terms” on page 14 of this exhibit for a glossary of defined terms used in this description.

Our Company

MFS is one of the world’s leading commercial foodservice equipment companies. We design, manufacture and service an integrated portfolio of hotand cold category products and have one of the industry’s broadest portfolios of products. We are recognized by our customers and channel partners for thequality, reliability, and durability of our products, as well as our track record of innovation. Our capabilities span cooking, holding, food-preparation,beverage-dispensing technologies, ice-making, and refrigeration, which allow us to equip entire commercial kitchens and serve the world’s growing demandfor food prepared away from home. We supply foodservice equipment to commercial and institutional foodservice operators such as full-service restaurants,quick-service restaurant chains, hotels, caterers, supermarkets, convenience stores, business and industry, hospitals, schools and other institutions. For thetwelve-month period ended September 30, 2015, we generated pro forma revenue of $1,553 million and pro forma Adjusted EBITDA of $222 million,representing a 14.3% pro forma Adjusted EBITDA margin. See Exhibit 99.4 to Manitowoc ParentCo’s Current Report on Form 8-K, filed on January 29,2016, to which this description is also an exhibit.

We sell in more than 100 countries globally, across the Americas, Europe and the Middle East, and Asia. Our products, services and solutions aremarketed through a worldwide network of over three thousand dealers and distributors under 23 well-established and recognized brands: Cleveland,Convotherm, Dean, Delfield, Fabristeel, Frymaster, Garland, Inducs, Kolpak, Koolaire, Lincoln, Manitowoc Beverage Systems, Manitowoc Ice, ManitowocKitchenCare, Merco, Merrychef, Moorwood Vulcan, Multiplex, RDI Systems, Servend, TRUpour, U.S. Range, and Welbilt. All of our products are supportedby KitchenCare, our aftermarket repair and parts service business.

Our scale and expertise enable us to serve a global customer base in continually evolving foodservice markets. We differentiate ourselves by uniquelyintegrating food, equipment, digital technologies, and people to increase efficiency throughout the food preparation cycle, and create winning customer andconsumer experiences. Our customers and channel partners trust us and our food-inspiring technologies to serve their diverse needs on a global basis.

As of September 30, 2015, we had approximately 5,500 employees operating in more than 42 locations in 12 countries. Our global footprintcontributes to strong revenue diversity with approximately 75% of 2015 sales through September 30 generated in the Americas, 15% generated in Europe, theMiddle East and Africa, and the remaining 10% generated in Asia.

1

Our Products

We offer a wide variety of foodservice equipment solutions, under the following six principal categories:

% ofReve-nue

ProductType Description

IllustrativeProducts

ColdProducts

BeverageDispensers& RelatedProducts

n

We produce beverage dispensers, blended ice machines, ice/beverage dispensers, beercoolers, post-mix dispensing valves, backroom equipment and support system componentsand related equipment for use by quick-service restaurant chains, convenience stores,bottling operations, movie theaters, and the soft-drink industry. Our beverage and relatedproducts are sold under the Servend, Multiplex, TRUpour, and Manitowoc BeverageSystems brand names.

~50%

IceMachines,Flakers, &

Storage

n

We design, manufacture and sell ice machines under the Manitowoc and Koolaire brandnames. Our ice machines make ice in cube, nugget and flake form. The ice-cube machinesare available either as self-contained units, which make and store ice, or as modular units,which make ice, but do not store it.

Refrigerator& FreezerEquipment

n

We design, manufacture and sell commercial upright and undercounter refrigerators andfreezers, blast freezers, blast chillers and cook-chill systems under the Delfield brand name.We manufacture modular and fully assembled walk-in refrigerators, coolers and freezers,and prefabricated cooler and freezer panels for use in the construction of refrigeratedstorage rooms and environmental systems under the Kolpak brand name. We also designand manufacture customized refrigeration systems under the RDI Systems brand name.

2

% ofReve-nue

ProductType Description

IllustrativeProducts

HotProducts

~35%

PrimaryCooking

Equipment

n

We design, manufacture and sell a broad array of ranges, griddles, grills, combi ovens,convection ovens, conveyor ovens, induction cookers, broilers, tilt fry pans/kettles/skillets,braising pans, cheese melters/salamanders, cook stations, table top and countertopcooking/frying systems, fryers, steam jacketed kettles, and steamers. We sell traditionalovens, combi ovens, convection ovens, conveyor ovens, rapid-cooking ovens, range andgrill products under the Convotherm, Garland, Lincoln, Merrychef, U.S. Range, and otherbrand names. Fryers and frying systems are marketed under the Frymaster and Dean brandnames, while steam equipment is manufactured and sold under the Cleveland brand.

Serving,Warming, &

StorageEquipment

n

We design, manufacture, and sell a range of cafeteria and buffet equipment stations, bins,boxes, warming cabinets, warmers, display and deli cases, and insulated and refrigeratedsalad and food bars. Our equipment stations, cases, food bars and food serving lines aremarketed under the Delfield, Fabristeel, Frymaster, Merco and other brand names.

Services

~15%

Aftermarketparts and

servicesolutions

n

We provide parts and aftermarket service as well as a wide variety of solutions under theKitchenCare brand name. Through our KitchenCare service, we manage a comprehensivefactory-authorized service network, assuring proper installation, preventative maintenance,spare parts supply and maximum customer uptime on all MFS appliances.

3

Our End Markets and Customers

We serve an end-customer base representing a wide variety of foodservice providers, including large multinational and regional chain restaurants;convenience stores and retail stores; chain and independent casual and family dining restaurants; independent restaurants and caterers; lodging, resort, leisureand convention facilities; healthcare facilities; schools and universities; large business and industrial customers; and many other foodservice outlets. We servesome of the largest and most widely recognized multinational and regional businesses in the foodservice and hospitality industries. The following tablepresents a selection of our customers.

Select top MFS customers

The following tables provide information about our top 5 end customers and top 5 dealer customers, including details on revenue contribution andlength of relationship.

Top 5 end customers

Customer

% of FY 2014Revenue

# of Years

End Customer 1 10.0% 52 End Customer 2 4.9% 25 End Customer 3 3.9% 55 End Customer 4 2.2% 33 End Customer 5 1.3% 48

4

Top 5 dealer customers

Customer

% of FY 2014Revenue

# of Years

Dealer Customer 1 5.1% 27 Dealer Customer 2 5.1% 6 Dealer Customer 3 4.7% 26 Dealer Customer 4 3.9% 6 Dealer Customer 5 2.9% 55

Additionally, we have a strong base of mid-sized customers and continuously focus on expanding it further. According to Euromonitor International,many mid-size chains exhibited growth above 20% in 2014, particularly in the Asia and Latin America regions, reflecting the increasing power of localplayers and strong demand for chained versions of local favorites. Driven by a clear pattern of investment in locally-owned chains and concepts featuring localcuisine, we believe that growth in this foodservice segment is expected to continue over the long term.

We enjoy longstanding relationships with our customers, including an average of 40-year relationships with our top five end-user customers. Theselong-standing relationships are predicated on the superior quality product that we have consistently delivered to our customers. We strive to meet our customerneeds for product differentiation, productivity, and safety, which in turn drives the need for constant innovation.

We typically do not have long-term contracts with our customers; however, large chains frequently authorize specific foodservice equipmentmanufacturers as approved vendors for particular products, and thereafter, sales are made locally or regionally to end customers via kitchen equipmentsuppliers, dealers or distributors. Many large quick-service restaurant chains refurbish or open a large number of outlets, or implement menu changes requiringinvestment in new equipment, over a short period of time. When this occurs, these customers often choose a small number of manufacturers whose approvedproducts may or must be purchased by restaurant operators. We work closely with our customers to develop the products they need and to become approvedvendors for these products.

We sell our products to a diverse range of end-use markets, with restaurants constituting our largest end-use market. Trends in urbanization andglobalization have resulted in more food consumed outside the home, resulting in increased restaurant demand for foodservice equipment. Additionally,increases in disposable income, employment, investment in new establishments, and a desire for increased convenience will drive demand for foodserviceequipment over the next several years. We expect that we will benefit from these trends, as foodservice providers will need modern and efficient equipment tofulfill their needs in the kitchen and successfully compete against other industry participants.

We sell our products through a worldwide network of over 3,000 dealers and distributors in over 100 countries. We believe our network isdifferentiated from competitors in that we serve as a single source for a broad portfolio of leading brands and product categories. This allows us to provide oneface to our customers for multiple brands with relevant culinary and ingredients expertise and appropriate key account management for our larger global chaincustomers. We support our sales efforts with a variety of marketing efforts including trade-specific advertising, cooperative distributor merchandising, digitalmarketing, and marketing at a variety of industry trade shows.

5

The charts below provide our sales breakdown across diverse geographies, end markets, sales channels and top customers.

Year-to-Date Q3 2015Geographic Exposure (1) 2015 Estimated End Markets (2)

Year-to-Date Q3 2015 Customer Channel Mix (3)

(1) Reflects year-to-date net sales by destination for the nine months ended September 30, 2015.(2) Source: National Restaurant Association. Pie chart details 2015 estimated U.S. foodservice industry sales by end market.(3) Reflects year-to-date gross sales for the nine months ended September 30, 2015. Includes all third party product sales.

Our Industry

We operate in the foodservice equipment industry, which is part of the greater foodservice industry. Global foodservice sales, which account for thevalue of all food prepared away from home, is the most important driver of our industry. The global foodservice industry was estimated at approximately $2.7trillion in 2014 according to Euromonitor International, and is expected to grow by approximately $800 billion during the 2014 – 2018 period. According toEuromonitor International, the U.S. foodservice market accounted for approximately 19%, or $506 billion, of the total global foodservice market in 2014.With foodservice equipment sales estimated to represent approximately 1% of total foodservice sales, or $27 billion, there is significant potential for growth indemand for equipment over the next several years.

Primary end markets for foodservice equipment include restaurants, travel and leisure, retail, education, business and industry, and healthcare. Demandin the restaurant segment, our largest end market within the U.S. foodservice industry, is driven by consumer disposable income, employment, investment innew establishments, and the underlying trend for increased convenience. We believe that these trends will continue to support further industry growth over thenext several years.

According to Technomic, a foodservice consulting/research firm based in Chicago, 2015 U.S. foodservice sales came in stronger than expected withreal growth of 2.3%, the highest rate since 2007. Furthermore, the National Restaurant Association’s Restaurant Performance Index has shown positive growthevery month since the last time it went barely negative in

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