Columbus McKinnon // Corporate Sustainability Report // 1
Together we create intelligent motion solutions that move the world forward and improve lives.
CORPORATE 
SUSTAINABILITY  REPORT
FY23
THIRD EDITION

Columbus McKinnon // Corporate Sustainability Report // 2
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to reduce environmental impacts associated with printing.  
Please consider the environment before printing this document.

Columbus McKinnon // Corporate Sustainability Report // 3
A Message from Our President & Chief Executive Officer, David J. Wilson...................................................................................................................................................
A Year in Review by Our Director of Corporate Social Responsibility & Corporate Counsel, Elizabeth Chapman....................................................................................	
Sustainability Index: CMCO’s ESG Goals & Targets........................................................................................................................................................................................	
Our Purpose, Mission, Vision, and Values.......................................................................................................................................................................................................	
About Columbus McKinnon Corporation	..................................................................................................................................................................................
Our Products: Moving the World Forward and Improving Lives.....................................................................................................................................................................	
Our Customers: At the Center of All We Do......................................................................................................................................................................................................	
Beyond the “Blueprint”: Our Sustainable Business Strategy..........................................................................................................................................................................	
Materiality Assessment & Management Approach.........................................................................................................................................................................................	
CMCO’s Commitment to Positive Social Impact..............................................................................................................................................................................................	
	
Employee Health & Safety......................................................................................................................................................................................................................	
	
Message from Adrienne Williams, Chief Human Resource Officer......................................................................................................................................................	
	
Talent Acquisition: Bringing in the Best.................................................................................................................................................................................................	
	
Training & Development.........................................................................................................................................................................................................................	
	
Fostering an Inclusive Workplace..........................................................................................................................................................................................................	
Environmental Stewardship: Doing Our Part to Protect Our Planet...............................................................................................................................................................	
	
Global Green Team Success..................................................................................................................................................................................................................	
	
Earth Day 2022.......................................................................................................................................................................................................................................	
	
Climate Risk Management.....................................................................................................................................................................................................................	
	
Environmental Data................................................................................................................................................................................................................................	
CMCO’s Culture of Governance & Ethics..........................................................................................................................................................................................................	
	
ESG Governance Structure.....................................................................................................................................................................................................................	
	
Enterprise Risk Management................................................................................................................................................................................................................	
	
Cybersecurity ..............................................................................................................................................................................................................................................	
About This Report............................................................................................................................................................................................................................................... 
UN Sustainable Development Goals.................................................................................................................................................................................................................	
GRI Index.............................................................................................................................................................................................................................................................	
SASB Index.........................................................................................................................................................................................................................................................	
TCFD Index..........................................................................................................................................................................................................................................................	
Calculation Methodology...................................................................................................................................................................................................................................	
	
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Contents

Columbus McKinnon // Corporate Sustainability Report // 4
I am quite proud of the accomplishments of Columbus McKinnon in Fiscal Year 2023 and very excited about the Company’s future. 
Our success this past year was the direct result of our hardworking, dedicated employees for whom I am very thankful. In the face 
of many challenges and adversities, we delivered on our commitment to provide quality, professional-grade, intelligent motion 
solutions in material handling that move the world forward and improve lives. We also continued to expand upon and evolve our 
“Beyond the Blueprint” strategy as we unlock our potential through our Core Growth Framework, which is focused on strengthening, 
growing, expanding, and re-imagining our core. Our strategy drives the transformation of our business through product and market 
diversification, organic and acquisitive growth, and leveraging macrotrends that we believe support greater secular growth. In addition, 
to elevate collaboration and further drive efficiencies and productivity, we reorganized to a regional structure during the year. This 
reorganization has already improved the way we communicate and deliver for our customers, making it easier for them to do business 
with us.  
While change is inevitable, what we hold constant is our focus on being responsible to our stakeholders – our employees, our 
customers, our communities, and our shareholders.
Sustainability, or more broadly, ESG, is integrated into almost every aspect of our business, our strategy, and our daily work. We have a 
solid, sustainable foundation from which we can continue to build greatness provided by our long history, our people, and our Values. 
For us, it’s easy because ESG is embedded in our Purpose – moving the world forward and improving lives. We live it every day. 
Since I joined Columbus McKinnon in June of 2020, we have made great strides in formalizing and sharing our environmental and 
social progress and commitment to strong governance processes. We are very transparent about our environmental commitments 
and have taken the measurable step of sharing our full emissions profile. Beyond emissions, I am especially impressed with the work 
of our Global Green Teams and their success in the areas of energy management and waste reduction. We are committed to equity in 
all areas of our business and continue to advance socially with our many employee programs aimed at building a strong culture and 
driving employee engagement. We integrate these efforts through our governance processes. Based on feedback from our employee 
engagement survey, we have made substantial changes and improvements in how we communicate with our employees about 
business updates and our ESG initiatives, including newsletters, management meetings, and employee town halls. 
Progress is measured through feedback, so we are frequently soliciting feedback from our employees, customers, shareholders, and 
business partners to better understand their expectations. I am excited to be a part of such a great company, and I truly look forward to 
great things for Columbus McKinnon in the coming years. 
 
A Message from Our President  
& Chief Executive Officer, David J. Wilson

Columbus McKinnon // Corporate Sustainability Report // 5
We just completed Columbus McKinnon’s third year of our formal ESG program, and we remain as committed and excited as we were on day 
one. ESG is fully integrated into our business strategy, and we have made further progress in our efforts to build a strong culture centered 
on our people and our Values. We have an engaged Executive Leadership Team and fully supportive Board of Directors, and we continue to 
document and disclose our efforts to our various constituencies. In Fiscal Year 2023 (“FY23”), we advanced our environmental transparency, 
socially impactful initiatives, and strong ethics and governance practices. We see our progress, as these areas are delivering positive cultural 
benefits within the organization. Importantly, the hard work and dedication of our team is being recognized. We were listed as one of Newsweek 
Magazine’s “Top Responsible Companies” and received an excellent score of “B-“ as a first-time reporter to CDP. 
We are committed to contributing positively to, protecting, and improving the environment in which we operate and recognize that climate 
change and emission reduction is important to our stakeholders. As such, we continue to drive our Environmental initiatives forward at a steady 
pace, balanced with the needs and resources of our business. We are transparent about our progress, report our full emissions profile to the 
best of our ability, and share our environmental targets externally as appropriate. We take our commitments seriously and are working internally 
on an emissions reduction roadmap, which includes realistic and attainable emissions goals. We continue to evaluate all viable options to 
reduce our emissions and are making measurable progress on our waste reduction and energy management goals. In addition to reporting to 
CDP, we also made disclosures aligned with the Taskforce on Carbon-Related Financial Disclosures’ (TCFD) standard for the first time in FY23. 
Again, we are committed to being transparent about our climate-related risk, which, for Columbus McKinnon, is more transitional than physical 
given our locations are low risk for major climate events, and the nature of our operations is more assembly, which have lower emissions than 
traditional manufacturing. To mitigate any transitional risk, we are staying ahead of regulatory disclosure requirements and are prepared to 
report when needed. 
With our people and Values at the center of the Columbus McKinnon Business System, employee safety, human capital management, and 
positive social impact are at the top of our priority list. We made great advancements this past year in our Diversity, Equity, and Inclusion (DEI) 
efforts and have set internal targets for recruiting and retaining diverse employees. We also provide employee training and webinars on DEI 
and have seen a positive impact on our employees and our Company as well. In the area of employee development, we launched our Learning 
in Motion program with four levels tailored to an employee’s level and professional experience. We were excited to launch our CMCO Cares 
program in FY23, which formalizes our corporate giving program. One of the most exciting aspects of our CMCO Cares program was donating 
over $50,000 to Habitat for Humanity, which moves the world forward by providing affordable housing to underprivileged populations. We also 
supported local charitable events at our sites around the world. We encourage and recognize our passionate employees for their selflessness in 
our global CMCO Cares quarterly meetings and have received extremely positive feedback on the program.
Solid business processes, risk management programs, and ethical integrity are table stakes for Columbus McKinnon. To hold ourselves 
accountable, we have included questions in our Employee Engagement Survey that ask whether employees know how to report ethical concerns 
and whether they would feel comfortable doing so. We also further improved our Enterprise Risk Management process in FY23 by incorporating 
a survey that is completed by our Executive Leadership Team and their direct reports, allowing for a more quantitative analysis of our biggest 
risks.
I am pleased with the advances Columbus McKinnon made this past year and quite amazed with how much we have accomplished in the three 
years since I joined the Company. We would not be where we are today without the dedication of so many engaged employees around the world. 
I am humbled and honored to be a part of such a great team.
A Year in Review by Our Director of Corporate Social Responsibility  
& Corporate Counsel, Elizabeth Chapman

Columbus McKinnon // Corporate Sustainability Report // 6
 
ESG Highlights of FY23
LEARNING IN 
MOTION
DEVELOPMENT 
PROGRAM
LAUNCHED
August
2023
FIRST TCFD
REPORT
July
ORGANIZATION
RESTRUCTURE
May
EARTH
DAY
April
2022
CMCO CARES
LAUNCHED
August
SECOND ANNUAL
ENGAGEMENT 
SURVEY
September
CDP SCORE
RELEASED
December
NEW BOARD
MEMBER
REBECCA YEUNG
January
MONTHLY DEI
NEWSLETTER 
LAUNCHED
January
LARGE 
CHARITABLE
DONATIONS
DISTRIBUTED
March
NEW CUSTOMER
PORTAL
LAUNCHED
March

Columbus McKinnon // Corporate Sustainability Report // 7
 
Sustainability Index
KPI
FY22
FY23
Target
Environmental
100% LED conversion for production & warehouse areas by FY25
52%
62%
100% by FY25
100% non-reusable wood and cardboard recycled by our manufacturing & warehouse sites by FY25
85%
69%
100% by FY25
95% of solid waste diverted from landfill by 2030
89.7%
91%
95% by 2030
10% of annual capital expenditure projects with a sustainability component
10%
14%
10% 
1 annual sustainability-related community or engagement event at each site
38%
50%
1 per site
Environmental
Health & Safety
Total Recordable Injury Rate
0.70
0.67
0.72 for FY23
Near Miss Frequency Rate
15.28
3.81
Lost Time Rate
0.33
0.36
Experience Modification Rate
0.90
0.92
1.00 for FY23
Safety Opportunities Completion Rate
82%
123%
75% for FY23
Fatality Rate
0
0
Social
Feedback on engagement survey
75%
78%
80% by FY30
% of employees that feel we treat our employees with dignity and respect
75%
75%
80% by FY30
% of employees that say they are comfortable being themselves
79%
79%
85% by FY30
% of employees that say they trust their supervisor/manager
76%
78%
80% by FY30
Share of women globally
21%
23%
25% by FY30
Share of women in leadership roles
20%
20%
25% by FY30
% of diverse hires globally
44%
42%
50% by FY30
Number of community engagement events
6
66
100 events per year by FY30
Governance
% of employees that say they know how to report unethical business conduct
78%
80%
90%
% of employees that say they would feel comfortable reporting a violation of company policies or 
standards of conduct if they were to observe one
67%
74%
85%
CMCO’s ESG Goals & Targets

Columbus McKinnon // Corporate Sustainability Report // 8
At Columbus McKinnon, our Purpose, Mission, Vision, and Values serve as  
the compass that guides the way we work with each other and how we serve  
our customers.
Our Purpose 
“Together we create intelligent motion solutions that move the world forward and 
improve lives.”
For almost a century and a half, Columbus McKinnon products have been used to lift, 
position, and secure materials worldwide. Today, we are driving to become the global 
leader in intelligent motion solutions for material handling. We are accomplishing 
this by integrating our lifting and conveying solutions that precisely move materials 
ranging from the smallest pill to equipment or materials over 120 tons in weight with 
industry-leading control and automation technology. The result is innovative, intelligent 
motion solutions that make real-time information available at our customers’ fingertips 
and drive interconnectivity of equipment worldwide. Ultimately, our material handling 
solutions help move the world forward and improve lives.
Our Purpose, Mission, 
Vision, and Values
Our Mission 
Our mission is to provide expert, pro-
fessional-grade solutions and products, 
building the trust of customers by solving 
their high-value problems. Our global 
team of product engineers and applica-
tion experts work hand in hand with our 
distributors and end users to develop 
innovative and intelligent solutions to 
their motion control challenges. 
Our Vision 
Our vision is to become the global leader 
in safe and productive intelligent motion 
solutions. To do this, we continue to 
innovate to drive growth, introducing 
new products that allow our customers 
to work smarter, stay safer, and be more 
efficient. We are also focused on the 
benefits our products and application 
expertise can provide to fast-growing 
industries and those that can benefit 
from our automation and intelligent 
motion expertise, such as e-commerce, 
life sciences, food processing, aerospace 
& defense, energy, and more. 
Our Values 
Our Values guide who we are as a com-
pany and the culture we work every day 
to build. Our six Values make us stronger 
as an organization, as a partner in our 
communities, and to our customers. 
 
OUR VALUES
Connect safety to  
everything you do.
 
Think differently. 
 
Be easy to do business with. 
Win as a team. 
Deliver on  
your commitments. 
Act with integrity. 
Our facility in Menomonee Falls added our Purpose Statement to their wall, 
where Magnetek-brand drives and controls are manufactured. Pictured are 
Ed Butte and Lynn Bostrom, two Columbus McKinnon leaders who played an 
instrumental role in developing the statement.

Columbus McKinnon // Corporate Sustainability Report // 9
Our Global Organization 
Columbus McKinnon is currently headquartered in Buffalo, New York, and announced plans to move our headquarters to Charlotte, North Carolina, in FY24. We serve customers 
around the world, including integrators, engineering procurement contractors, crane builders, and OEMs. We also manage a global network of distributors that ensure our products 
are readily available anywhere, anytime, in any situation. Our global footprint includes 20 manufacturing facilities  and 47 sales offices, distribution centers, and warehouses across 
25 countries throughout North America, Latin America, Europe, Africa, and Asia. The key to our success lies in the hard work and dedication of more than 3,000 employees around 
the world, working together to move the world forward, improve lives, and provide value to our customers and other stakeholders we serve. 
AUSTRIA
BRAZIL
CANADA
CHINA
FRANCE
GERMANY
HUNGARY
INDIA
IRELAND
ITALY
MALAYSIA
MEXICO
NETHERLANDS
PANAMA
POLAND
PORTUGAL
RUSSIA
SINGAPORE
SOUTH AFRICA
SPAIN
SWITZERLAND
UAE
UNITED KINGDOM
UNITED STATES
URUGUAY
WORLDWIDE 
LOCATIONS
About Columbus McKinnon 
Corporation

Columbus McKinnon // Corporate Sustainability Report // 10
Our Products 
Columbus McKinnon provides a complete portfolio of intelligent motion products 
designed for even the most complex applications. Our key products include Material 
Handling Equipment, such as electric and air hoists, manual hoists, trolleys, and 
winches; Crane Systems, including crane components, crane kits, enclosed track rail 
systems, mobile workstation and jib cranes, lift assists, and fall protection systems; 
Rigging Equipment, including below-the-hook lifters, wire grips, hooks, shackles, chain, 
forestry and hand tools, lifting slings, lashing systems, tie-downs, and load binders; and 
Process Fluid Transfer Technology, such as rotary unions and swivel joints.  
Columbus McKinnon also offers a comprehensive portfolio of Power and Motion 
Technology, including AC motor controls systems, AC line regenerative systems, 
automation and diagnostics, smart actuators, brakes, cable and festoon systems, 
collision avoidance systems, conductor bar systems, DC motor and magnet control 
systems, screw jacks, elevator drives, inverter duty motors, mining drives, pendant 
pushbutton stations, and wind inverters. We also offer a full suite of Specialty, High-
Precision Conveyance and Accumulation Systems, including standard and highly 
engineered custom conveyor solutions, to address application needs in critical markets 
such as pharmaceuticals, life sciences, food & beverage, warehousing, and industrial 
automation. 
About Columbus McKinnon 
Corporation

Columbus McKinnon // Corporate Sustainability Report // 11
Our Brands 
Many of our well-known brands – including CM®, Magnetek®, STAHL CraneSystems®, Duff-Norton®, Dorner®, and Garvey®– have an incredibly loyal following because of their 
superior design, durability, and reliability. Users ask for Columbus McKinnon products by name because they provide a level of comfort that comes from using a high-quality product. 
Whether improving the efficiency of life-saving vaccine production and sorting systems or increasing safety through the automation of crane systems in power plants, Columbus 
McKinnon products are there to get the job done day after day.
About Columbus McKinnon 
Corporation

Columbus McKinnon // Corporate Sustainability Report // 12
About Columbus McKinnon 
Corporation
Strong Demand Across the Markets We Serve 
We serve many highly diverse markets, all of which require safety, quality, responsiveness, and reliability to address their material handling requirements. Increasingly as well, these 
markets are looking for greater automation of their processes, and we continue to innovate and expand to meet these needs.  
Footnote: This is representative of Columbus McKinnon’s  
market presence as of March 31, 2023
General Industrial
23.5%
Material Handling
16.8%
Transportation
12.8%
Food, Beverage & 
Consumer Goods 
8.4%
Energy & Utilities 
8.1%
Construction
6.4%
Oil & Gas
4.8%
Aerospace & 
Government
4.6%
Chemical & Paper 
Processing
4.0%
Life Sciences/Pharma
2.8%
Elevator
2.5%
E-Commerce
 2.1%
Entertainment
2.1%
Forestry
1.1%
Growing Secular Market Presence

Columbus McKinnon // Corporate Sustainability Report // 13
 
Onshoring or Nearshoring – Investments in manufacturing and 
warehousing in North America and Europe, our two largest geographic 
regions, have been increasing as companies look for ways to avoid future 
supply chain challenges that everyone realized as businesses recovered 
from the pandemic. Businesses are looking to their suppliers to be more 
regionally located to reduce the length of their supply chain.
Factory, Warehouse, and Process Automation – To drive efficiency, 
increase productivity, and provide safer operating environments for 
employees, businesses are automating more production processes. 
This is leading to increased applications for our precision conveying 
product platform and intelligent lifting systems, as well as expanding the 
need for our automation solutions platform. We see this trend in many 
key markets including life sciences/pharmaceutical, food & beverage, 
e-commerce, aerospace, and even heavy industrial industries such as 
steel processing.
E-Commerce – While this industry had a “COVID boom” and expansion 
investments have currently slowed, over the long term this will continue to 
be a growing industry. Automation and technology advancements continue 
to create more opportunities for intelligent motion solutions in material 
handling from pick and pack to shipping. 
Electric Vehicles – Investments in EVs continue and our solutions are 
supporting the expansion of manufacturing processes for vehicles as well 
as batteries. Our equipment is used to move material throughout plants, 
including through assembly and testing or inspection processes.
About Columbus McKinnon 
Corporation
The Markets We Serve  
While there are many differing drivers in the breadth of markets we serve, we are focused on expanding our market penetration and addressable market in those areas where there 
are solid secular tailwinds that create greater opportunity. There are several megatrends that are fueling these opportunities for our intelligent motion solutions for material handling.
Throughout the broad variety of markets we serve, we are committed to providing value to our distributors, our end users, our investors, and the markets we serve.

Columbus McKinnon // Corporate Sustainability Report // 14
Columbus McKinnon’s products are used 
to rebuild communities in the aftermath of 
catastrophic climate events, like Hurricane 
Ian that hit Florida in September 2022. 
For example, our Little Mule Strap Hoists 
can be found on utility trucks all over the 
United States.
The unique features of the strap hoist 
make it a crucial tool for power line 
construction, maintenance, and repair. 
The Little Mule Strap hoist’s ratchet and 
dual pawl design works in all-weather 
conditions. This is crucial in repairing 
power lines and restoring power during 
and after storms. The solid fiberglass 
handle and integrated load limiter allow 
the linemen to operate the hoist effectively 
and safely.
Our Lifting Jack System from  
Pfaff-Silberblau helps maintain high-
speed trains in France, including 
France’s Train à Grande Vitesse (TGV), 
the fastest and one of the most modern 
high-speed trains in the world, designed 
to travel up to 200 mph while minimizing 
emissions. Pfaff’s 28 x 20 ton lifting 
system is used to lift the entire 650 
ft. train at once, allowing for safe and 
efficient maintenance.
Our Products:  
Moving the World Forward and Improving Lives

Columbus McKinnon // Corporate Sustainability Report // 15
Columbus McKinnon’s hoisting technology can also 
be found in a hydroelectric power station on the Rhine 
River. The upper Rhine River is not only an important 
shipping waterway in Europe but is also a major source 
of hydroelectric power. To help shipping vessels 
cross the power stations’ tidal barrages, boat transfer 
systems are installed. Multiple STAHL CraneSystems 
hoists are employed at the river’s largest power station, 
Ryburg-Schwörstadt, to safely and efficiently lift boats 
to ensure smooth shipping traffic.
Columbus McKinnon products were used in the 
construction of one of the largest dredge cranes 
operating in North America – and the first of its kind in 
North America. Light years ahead from a technological 
and environmental standpoint, this dredge crane runs 
24/7 to maintain highly traveled maritime shipping 
routes and harbors to enable unobstructed passage of 
cargo vessels day in and day out.
Our Products:  
Moving the World Forward and Improving Lives

Columbus McKinnon // Corporate Sustainability Report // 16
Columbus McKinnon products improve safety and 
productivity of electric vehicle assembly lines. As the global 
marketplace aims for a more sustainable and cleaner 
environment, electric vehicles are increasing in popularity to 
reduce crude oil emissions in the transportation of people 
and goods. A major diesel truck manufacturer was facing 
the nearly impossible task of installing heavy batteries on 
the underside of trucks as they moved down the brand-new 
assembly line configuration. Columbus McKinnon products 
helped solve the issue. 
Our products aid in food safety and water and energy conservation on production lines. 
Dorner’s clean-in-place (CIP) systems on our AquaPruf Conveyors allow customers to 
sanitize their conveyor without needing to manually disassemble the conveyor. The 
CIP conveyors feature an automated washing system that not only reduces the time 
and labor required to keep the conveyors clean, but they help save water and energy 
as well. The CIP unit is constructed of fully welded stainless steel tubing to prevent 
potentially harmful bacteria, and other biological hazards, and minimize horizontal 
surfaces where water can accumulate. Find out more here on our blog page.
Our Products:  
Moving the World Forward and Improving Lives

Columbus McKinnon // Corporate Sustainability Report // 17
Reorganization of our Business to a Regional Structure 
One of Columbus McKinnon’s core Values is “Be Easy to Do Business With”. Therefore, the primary purpose of moving to a bi-regional structure (Americas and EMEA/APAC) was to 
simplify our business for our customers by unifying our commercial organizations and breaking down historical product-based siloes. This reorganization provides a single point of 
contact for customers across product lines in each region and a consistent experience for the customer no matter the product they buy. 
In the Americas, we consolidated the commercial teams into one lifting team and one conveyance team while having our automation team provide automation and controls support 
across both the lifting and the conveyance groups. Likewise in Europe, the restructuring is fostering greater integration of the businesses and product offerings while providing 
customers a broader portfolio of products through both direct and indirect sales channels. The reorganization also delivers all product platforms through one commercial go-to-
market approach.
We have general management leaders to drive product platforms, a commercial leader structure to serve our highly diverse geography, and integrated sales forces which sell 
our full line of products both direct and through our channel partners. With the reorganization, our commercial teams have been introduced to new customers and new products 
simultaneously, so we have spent a significant amount of time focused on easing this transition through product and solution-selling training, quarterly team meetings, a formal 
mentor program for sales employees, and a standardized onboarding program. The integration has gone well, as the teams have quickly adapted.
For example, we are realizing growth in our linear motion solutions platform by capitalizing on our lifting channel partnerships, as demonstrated by significant wins in the Middle 
East, India, and the U.K. We have reported project awards that we can directly attribute to the reorganization. With the entire portfolio of our traditional conveying solution partners 
available for our standard lifting products as well as linear motion and precision conveyance solutions, we continue to uncover greater potential to grow our market breadth and 
depth. We have also seen many examples of cross-selling linear products to traditional hoist and rigging customers that historically would not have happened.
Our customers are responding positively, and we have improved customer experience metrics to show for it. The new structure has allowed us to improve quote turnaround time and 
call abandonment rates more quickly by applying best practices across the organization. It has also allowed us to leverage resources across products much better to provide a more 
consistent experience through peaks in our business. Customers and partners have welcomed the portfolio expansion and seeing “one face” to Columbus McKinnon. Customers are 
telling us repeatedly that they appreciate the new commercial structure and are glad we listened to their feedback. 
INCREASED 
KNOWLEDGE SHARE
MOTIVATED 
SALES TEAM
GROWTH
OPPORTUNITY
VISIBILITY
 
Quarterly Trainings
Onboarding & 
Mentorship Program
Peer Resources
 
Redesigned 
Compensation
Empowered to 
Think Differently
Single Point of Contact
Upper Management 
Access
Fostered Relationships
Cross-selling & 
Vertically Aligned Activity
Removed Barriers to Market
E-Commerce Enrichment
Our Customers:  
At the Center of All We Do

Columbus McKinnon // Corporate Sustainability Report // 18
Using Technology to Connect with Customers 
As part of our continued efforts to make it easier to do business with us, we are excited to announce that we launched our new Customer Portal designed to put all the information 
our channel partners need to select, configure, price, order, and service Columbus McKinnon products at their fingertips – all in one place. We’ve combined the functionality of our 
Compass™ configurator with the tools and information found on the Columbus McKinnon Distributor Web and Magnetek Price Book and created a single place for our customers 
to find parts and products, manage orders, configure products, access detailed product documentation, file warranty claims, and more. We have also connected the new portal to 
Salesforce as well as our CMBIS, SAP, and M2K systems to provide our customers with integrated lead, quote, and order visibility.
The new portal provides the following benefits to our customers:
Easy access to information and documentation for products from numerous 
Columbus McKinnon brands in one place, including manuals, brochures, catalogs, 
parts lists, price books, and more orders for all brands 
Quick and easy access to up-to-date information on all orders, including lead times 
and expected ship dates 
Ability to select, quote, and order a wide variety of products in our Compass™ 
configurator, complete with technical documentation and drawings
Access our latest news and updates, including technical bulletins, product 
announcements, and other important business communications, as well as relevant 
blogs and safety information
Ability to easily manage warranty claims and orders for all brands
The new Customer Portal is a big step toward strengthening the service we provide 
to our customers. 
Our Customers:  
At the Center of All We Do

Columbus McKinnon // Corporate Sustainability Report // 19
Our strategy has evolved “Beyond the Blueprint” as we unlock the significant value creation potential we have as a company by executing our plan to transform Columbus McKinnon 
into a global Intelligent Motion enterprise. It begins with the Columbus McKinnon Business System (CMBS) which centers around our people and Values. Driven by innovation, CMBS 
defines the ten core competencies crucial to our transformation. We are building the talent, skills, processes, and knowledge to excel in these areas to grow and scale the business.
From there we leverage our Core Growth Framework with its balanced emphasis on strengthening, growing, expanding, and reimagining our “Core” as we execute both organic and 
acquisitive growth initiatives. Importantly, our solutions make a true difference in the lives of the people around the world that use them day after day in critical applications that 
move the world forward. 
The implementation of CMBS and execution of our Core Growth Framework strategy are driving our transformation process. We expect in FY27 that we can achieve approximately 
$1.5 billion in revenue, will be less cyclical as a business, and have a better, higher margin mix of business that we believe can deliver EBTIDA margins of approximately 21%.
These are exciting times for Columbus McKinnon and the customers that we serve, and we’re thrilled about the future that we are creating.
Beyond the “Blueprint”:  
Our Sustainable Business Strategy
Business Model Transformation
Using CMCO’s Potential
Our Core Growth Framework
Columbus McKinnon Business System

Columbus McKinnon // Corporate Sustainability Report // 20
Building Operations & Supply Chain Resilience 
Although the COVID-19 pandemic appears to be in the rear-view mirror, the ripple effects have the supply chain still struggling to catch up. The continued impact and challenges 
of global supply chain instability have forced many companies to get creative and strengthen their long-term position with suppliers. Columbus McKinnon is no exception as we 
continue working with suppliers and building strategic partnerships to drive lead times down to pre-pandemic levels. We know that improvement with our business partners begins 
internally, so we have been running kaizen events and evaluating our processes to be easier to do business with. We also employ the 80/20 process, or a pareto process, and are 
focused on product line simplification. For example, we are developing an electric chain hoist 2.0 modular platform that we expect will reduce our SKUs (stock keeping units) from 
2,300 to 600 for this product line. Imagine the environmental impact this can have through an optimized manufacturing process, reduced inventory requirements, and a simplified 
supply chain. We are constantly looking for ways to optimize the components throughout our product offering to decrease our inventory and increase our purchasing power with 
valued, reliable supplier partners. We work with our suppliers, knowing they are experiencing many of the same challenges we are, to share best practices and help each other 
become better. We are increasingly looking at ways we can leverage technology and analytics to be more proactive and efficient in all areas of our operations.
Beyond the “Blueprint”:  
Our Sustainable Business Strategy

Columbus McKinnon // Corporate Sustainability Report // 21
Materiality Assessment  
& Management Approach
Management Approach 
Columbus McKinnon’s Environmental, Social, and Governance programs penetrate all aspects of our business. ESG considerations are integrated into everything from our 
interactions with our employees, to the activities in our operations facilities, to our relationships with our business partners, to our community involvement. Our Corporate Social 
Responsibility Team (CSR Team) is embedded within our legal department, acting as a central hub for ESG topics, and interacts with other functions on a regular basis to ensure 
ESG is integrated throughout the business and top of mind with our people. The CSR Team also works regularly with executive leadership to assess ESG-related risks, identify 
opportunities, and set the global ESG strategy. The Board of Directors, our highest governing body, is also very involved with our ESG strategy. Our Board of Directors reviews the ESG 
strategic roadmap, specific initiatives, and progress toward goals as part of the Corporate Governance Committee agenda.
We are a people, purpose, and Values-driven organization. Employee Health and Safety is at the forefront of all we do. We focus on our employee safety, not only to avoid 
risks of injury but also as an opportunity to establish trust and the knowledge that we want them to return home safely each day. Our Human Resource framework lays out our 
comprehensive approach to Human Capital Management. Purpose-driven organizations have a higher rate of success in all aspects. We are people and purpose driven. Our new 
Purpose is the foundation for all we do. It creates a connection with our people, our communities, and our customers.
We are a Company of the highest ethics and integrity and ensure we have proper governance measures in place to remain a trusted employer and business partner. We make sure 
ESG efforts are aligned with the needs of our stakeholders, applicable laws, and regulations and are supported by our robust processes and policies. We maintain clear lines of 
communication at every level of the organization, including with our highest governing body, our Board of Directors.
Environmental Stewardship
Social Responsibility
Governance & Ethics
Climate Impact
Energy Management
Waste Management
& Recycling  
 
Employee Health
& Safety
Human Capital 
Management
Product Quality &
Innovation
Purpose, Mission, 
Vision & Values
Customer Satisfaction
Community 
Involvement  
 
Supply Chain
Management
Cybersecurity
Ethics & Compliance
Enterprise Risk
Management

Columbus McKinnon // Corporate Sustainability Report // 22
Materiality Assessment  
& Management Approach
Material Factor
Stakeholders 
Impacted
Potential Positive Impact
Potential Negative Impact
Our Approach: 
Actions Taken to Mitigate Risks or Create Value
Employee Health  
& Safety
• CMCO Employees 
• Shareholders 
• Communities
• The Safety of Our Employees 
• Employee Engagement & Morale  
• Strong Company Reputation 
• Gain Employee Trust
• Employee Injuries 
• Workers Compensation Costs 
• Lawsuits  
• Damaged Company Reputation
Our number one Value is “connect safety to everything you do”. We 
boast a strong EHS program with aggressive safety targets and are 
never complacent.  
(See Page 27) 
Human Capital 
Management
• CMCO Employees 
• Shareholders 
• Communities 
• Customers
• Talent Retention & Job Satisfaction 
• Strong Succession Plans 
• Employee Engagement & Morale 
• Higher Productivity 
• Innovative Ideas 
• Satisfied Customers 
• Execution of Growth Strategy 
• Culture of Diversity and Inclusion 
• Strong Company Reputation
• High Turnover 
• Not Delivering on Our Commitments 
• EEOC Claims 
• Low Discretionary Effort 
• Damaged Company Reputation 
• Poor Financial Performance 
• Poor Company Culture
We have implemented a People, Values, and Culture Human 
Resources Framework that aims to attract, develop, retain, engage, 
and reward employees.  
(See Pages 28 - 38)    
Product Quality 
& Innovation
• CMCO Employees 
• Shareholders 
• Communities 
• Customers
• Competitive Advantage 
• Better Financial Performance 
• Execution of Growth Strategy 
• Satisfied Customers 
• Strong Company Reputation 
• Long-Term Business Sustainability
• Stagnant Growth 
• Poor Company Reputation 
• Poor Financial Performance 
• Hostile Takeover
We have a strong focus on new product development and re-
imagining our core as part of our strategic growth plans. Our Purpose 
statement says it all: Together, we create intelligent motion solutions 
that move the world forward and improve lives.  
(See Pages 14-16)
Purpose, Mission, 
Vision & Values
• CMCO Employees 
• Communities 
• Customers 
• Shareholders
• Employee Engagement & Morale  
• Community Connection 
• Better Customer Relationship 
• Clear, Non-negotiable Expectations 
• Strong Company Reputation 
• Long-Term Business Sustainability 
• Culture of Trust
• Loss of Stakeholder Confidence 
• Lack of Employee Engagement 
• Risk of Unethical Behavior 
• Unclear Expectations
Our Purpose and Values serve as our foundation and are key to our 
success. We expect our employees to internalize and live these 
Values every single day.  
(See Page 8)    
Customer Satisfaction
• CMCO Employees 
• Communities 
• Shareholders 
• Customers
• Better Financial Performance 
• Strong Company Reputation 
• Execution of Growth Strategy 
• Long-Term Business Sustainability 
• Customer Loyalty
• Damaged Company Reputation 
• Poor Financial Performance 
• Loss of Business to Competition  
• Stagnant Growth 
• Employee Turnover
Our customers are at the center of all we do. We have reorganized 
our business to decrease our complexity for our customers, and we 
continue to look for ways to increase customer satisfaction.  
(See Pages 17-28)
Community Involvement
• CMCO Employees 
• Communities 
• Customers 
• Shareholders
• License to Operate 
• Employee Engagement & Morale 
• Higher Productivity 
• Talent Retention & Job Satisfaction  
• Execution of Growth Strategy 
• Culture of Trust 
• Strong Company Reputation
• Turnover 
• Low Discretionary Effort 
• Damaged Company Reputation 
• Poor Company Culture 
• Lack of Employee Engagement
CMCO Cares has procedures in place to ensure responsible charitable 
organizations are supported at a global, national, and local level.  
(See Pages 39-45)    
Social Responsibility

Columbus McKinnon // Corporate Sustainability Report // 23
Materiality Assessment  
& Management Approach
Material Factor
Stakeholders 
Impacted
Potential Positive Impact
Potential Negative Impact
Our Approach: 
Actions Taken to Mitigate Risks or Create Value
Climate Change
• CMCO Employees 
• Communities
• Shareholders
• Customers
• Sustainable World for Future Generations 
• Prepare for Transitional Climate Risk 
• Reduce Physical Climate Risk 
• Strong Company Reputation 
• Better ESG Rating Scores
• Regulatory Non-Compliance 
• Damaged Company Reputation 
• Transitional & Physical Risk 
We have calculated our full emissions profile; continue to analyze 
our climate risk through our internal ERM Process, TCFD, and other 
frameworks; and report to CDP with a score of B-.   
(See Pages 47-52)    
Energy Management
• CMCO Employees 
• Communities
• Shareholders
• Customers
• Sustainable World for Future Generations 
• Cost Savings 
• Reduced Scope 2 Emissions 
• Better ESG Rating Scores
• Higher Electricity Costs 
• Higher Emissions 
• Business Continuity Due to    	
	
   Inconsistent Supply
We have set enterprise targets related to reducing energy usage, 
including the installation of LED lighting in our operations and 
warehouse areas. Our Green Teams continue to educate our 
employees to constantly be aware of new potential projects to reduce 
our impact.  
(See Pages 47-52)
Waste Management 
& Recycling
• CMCO Employees 
• Shareholders 
• Communities 
• Customers
• Sustainable World for Future Generations 
• Cost Savings 
• Less Waste to Landfill 
• Strong Company Reputation 
• Better ESG Rating Scores 
• Increased Employee Engagement
• Missed Cost Savings Opportunities  
• More Waste to Landfills
We have set enterprise targets related to waste management and 
recycling programs and initiatives are executed by our Green Teams 
at each site.  
(See Pages 47-52)
Environmental Stewardship

Columbus McKinnon // Corporate Sustainability Report // 24
Materiality Assessment  
& Management Approach
Material Factor
Stakeholders 
Impacted
Potential Positive Impact
Potential Negative Impact
Our Approach: 
Actions Taken to Mitigate Risks or Create Value
Supply Chain  
Management
• CMCO Employees 
• Shareholders 
• Customers
• Strong Financial Performance 
• Execution of Growth Strategy 
• Satisfied Customers 
• Strong Company Reputation 
• Long-Term Business Sustainability
• Poor Company Reputation 
• Poor Financial Performance 
• Loss of Business to Competition 
• Not Delivering on Commitments 
• Stagnant Growth 
• Employee Turnover  
We are evaluating several opportunities to improve our supply chain 
sustainability and supplier relationships.  
(See Page 20)    
Cybersecurity
• CMCO Employees 
• Shareholders 
• Customers
• Strong Company Reputation 
• Long-Term Business Sustainability 
• Culture of Trust
• Damage to Company Reputation 
• Financial Losses 
• Loss of Stakeholder Confidence 
• Legal Implications
We have a strong cybersecurity program to safeguard our  
business continuity and confidential information.   
(See Page 56)    
Ethics & Compliance
• CMCO Employees 
• Communities 
• Shareholders 
• Customers
• Strong Company Reputation 
• Long-Term Business Sustainability 
• Culture of Trust 
• Employee Engagement & Morale  
• Strong Business Partner Relationships  
• Clear, Non-Negotiable Expectations
• Damage to Company Reputation 
• Financial Losses 
• Loss of Stakeholder Confidence 
• Legal Implications 
• Lack of Employee Engagement 
• Risk of Unethical Behavior 
• Unclear Expectations
We maintain the highest standard of ethics and comply with all 
relevant laws and regulations to shield us from liability and/or 
reputational risk.  
(See Page 57) 
Enterprise 
Risk Management
• CMCO Employees 
• Communities 
• Shareholders 
• Customers
• Strong Company Reputation 
• Long-Term Business Sustainability 
• Culture of Trust 
• Strong Business Partner Relationships 
• Damage to Company Reputation 
• Financial Losses 
• Loss of Stakeholder Confidence 
• Legal Implications 
• Operational Risk
We have implemented a comprehensive ERM process to keep 
management apprised of, and mitigate, all types of enterprise risk. 
(See Page 55) 
Governance & Ethics

Columbus McKinnon // Corporate Sustainability Report // 25
Materiality Assessment  
& Management Approach
Materiality Matrix - Fiscal Year 2023 Material Factors
Note that this chart depicts Columbus McKinnon‘s 
prioritization of Environmental, Social and Governance 
issues relative to maturity, opportunity for value 
creation, risk level and/or relevance to its business 
strategy. All issues listed are very important to the 
Company. Our material topics are the areas where we 
have increased resource allocation for any or all of the 
reasons listed.
Factors of Increased Focus and Importance 
Focus and Material Factors remained much the same in FY23, with  
the exception of Community Involvement where we recognize a need 
for a more formalized approach to our corporate involvement. We  
have provided information on our CMCO Cares program in this report 
and updated our material factors accordingly.
1.
Material Changes from FY22 
Columbus McKinnon utilizes the concept of materiality assessment as a tool to prioritize ESG topics and to determine where to focus our resources. This year we shifted resources 
based on the current global business environment. The notable changes in our material factors from FY22 to FY23 are as follows:
Emerging Risks 
We are continuously assessing the state of the global economy and 
make predictions to the extent possible. We recognize and have made 
preparations for a pending recession by developing recessionary 
business contingency and continuity plans
2.
C
o
n
t
i
n
u
e
 
t
o
 
M
o
n
i
t
o
r
O
ng
oi
ng
 Im
po
rta
nc
e
Mat
eria
l Fa
ctor
s
Climate Change
Cybersecurity/
Data Privacy
Supply Chain
Management
Customer
Satisfaction
Purpose, Mission,
Vision & Values
Entrerprise Risk
Management
Environmental 
Compliance
Board
Governance
Responsible
Sourcing
Geopolitical
Risk
Increasing  Importance to CMCO
InIncreasing  Importance to Stakeholders
Employee Health
& Safety
Waste Management
& Recycling
Energy 
Management
Community
Involvement
Human Capital
Management
Human Rights
Governance, Compliance,
Ethics
Product Quality
& Management
Human Capital Management Includes:
Supply Chain Management Includes:
DEI
Labor, Acquisition & Retention
Employee Engagement
Talent Management
 
Procurement
Logistics
Inventory
 On Time Delivery

Columbus McKinnon // Corporate Sustainability Report // 26
Columbus McKinnon leaders built bikes for the Boys and Girls Club of 
North Florida during our annual Leadership Conference.

Columbus McKinnon // Corporate Sustainability Report // 27
Employee Health & Safety 
Columbus McKinnon continues to believe that Employee Health and Safety (EHS) is of the utmost importance and is achieved through exceeding minimum compliance and 
proactive employee engagement. We believe that all occupational injuries can be prevented through hazard identification, implementing sustainable solutions, and process 
improvements. To ensure hazards are being addressed before an injury can be realized, goals are set for each operation on their participation in identifying and submitting hazards 
and completing safety observations. A monthly scorecard was introduced in FY23 to track and report the facilities progress to these goals. 
Beyond these proactive initiatives, more standards were developed and implemented through the Columbus McKinnon Business System (CMBS). One process that was introduced 
this year was Management of Change (MOC). This is another proactive process for EHS to review changes in the operations before they are implemented so hazards can be 
addressed before the change is made. This also helps ensure compliance with the applicable EHS regulations. 
CMCO’s Commitment to  
Positive Social Impact
TRIR .67
Near Miss 
Frequency 
Rate: 
3.81
Manufacturing 
plants and 
warehouses 
have gone at least 
1 year without a 
recordable injury. 
 
63%

Columbus McKinnon // Corporate Sustainability Report // 28
CMCO’s Commitment to  
Positive Social Impact
Message from Adrienne Williams, Chief Human Resource Officer 
In FY23, we have made significant steps forward regarding Columbus McKinnon’s positive social impact for our employees and local 
communities. A few of the highlights include a formal approach to leadership training and development and employee communication 
advancements through newsletters and town halls. We also continue to progress in our DEI efforts through our hiring practices, education and 
awareness campaigns, and engagement events. 
Last year we introduced a new Human Resource strategy that had clear alignment to the overall enterprise strategy. As a part of this strategy, 
the HR framework focuses on how we will attract, develop, engage, retain, and reward our teams to continue developing a people-first culture. As 
we attract new talent into the organization, we are building our bench strength by focusing on critical competencies that will help us transform 
into a non-cyclical intelligent motion company. We are creating a learning organization using our new Learning in Motion leadership development 
program. We are engaging and retaining our talent by developing action plans based on the results of our engagement survey. Finally, rewarding 
our employees appropriately is an essential component of our framework as it supports the engagement and retention pillars.
Strategic Priorities

Columbus McKinnon // Corporate Sustainability Report // 29
CMCO’s Commitment to  
Positive Social Impact
Talent Acquisition: Bringing in the Best 
Columbus McKinnon remains an employer of choice around the world in all the locations we operate. We pride ourselves on our talented, diverse workforce that is always working to 
move the world forward. For example, we have set aggressive, but necessary, internal hiring metrics, including increasing our diverse hire percentages and reducing the turnover of 
diverse employees. We aim to present a diverse slate for all open professional positions in the United States and for all leadership roles globally.
Specifically related to our gender balance efforts, Columbus McKinnon is ambitious in its targets and efforts to increase our female representation in all roles and at every level of 
the organization, with a focus on leadership roles. However, like many manufacturing companies, we have been met with challenges given we are in a predominantly male industry. 
CMCO has been focusing on hiring more women in professional roles by enhancing recruitment efforts and including a diverse slate of candidates before making hiring decisions. 
At the end of FY23, women made up 20% of leadership roles with a 25% hiring rate and 24% of promotions into a higher-level role were women. Our Employee Resource Group (ERG), 
the Women’s Influence Network (WIN), also plays an important role in highlighting women in manufacturing and helping drive our strategy to advance women in leadership roles.
U.S. Race 
& Ethnicity
14.0%
6.3%
4.0%
1.4%
0.3%
0.1%
73.9%
NATIVE HAWAIIAN OR
OTHER PACIFIC ISLAND
Employees salaried and hourly
Of Our Global Salaried Workforce: 23% are Women
Of 10 Board Directors
9 independent  
2 identify as ethnically diverse 
3 are women
Of 9 Executives
3 identify as ethnically diverse 
1 woman
20% share of women 
in leadership
42% of global hires 
have been diverse

Columbus McKinnon // Corporate Sustainability Report // 30
CMCO’s Commitment to  
Positive Social Impact
Total Rewards  
Columbus McKinnon also offers competitive compensation packages and, where 
regionally appropriate, comprehensive health and retirement benefits. Our total rewards 
programs are designed to provide employees with financial security, support to maintain 
a healthy lifestyle, flexible work polices, and generous paid time off. We also support 
personal and professional growth and offer internal training and development programs 
as well as tuition reimbursement for qualified employees.
Health & Welfare
Competitive coverage & wellness 
programs aimed at keeping you and 
your family healthy
Savings & Retirement 
Plans
Helping you plan & save for a bright 
financial future
Paid Time Off
Recognizing how important it is for 
all of us to take time away from work 
to do the things we love
Flexible Schedule
Understanding that we can 
work differently and achieve great 
results
Professional Training 
& Development
Providing the tools to help you be 
successful in your current role and 
future career path
Employee Data
Female
Male
Non-Binary
Total
Number of Permanent Employees by Gender
718
2,592
1
3,311
Number of Full-Time Employees by Gender                                                                            	
650
2,540
1
3,191
Number of Part-Time Employees by Gender                                                                                            
68
52
0
120
APAC
EMEA
LATAM
NOAM
Total
Number of Permanent Employees by Region
168
1,207
168
1,768
3,311
Number of Full-Time Employees by Region                                                                            	
168
1,111
168
1,744
3,191
Number of Part-Time Employees by Region                                                                                            
0
96
0
24
120
*Data is from March 31, 2023.This data does not include temporary employees.

Columbus McKinnon // Corporate Sustainability Report // 31
CMCO’s Commitment to  
Positive Social Impact
We kicked off Learning in Motion with two initial programs – Leadership Hoisted, which currently has over 50 participants and Leadership Conveyed, which currently has more than 
20 participants. Our employees that are participating in the program have responded with high enthusiasm and it is breeding engagement at every level as they take their skills and 
apply them with their teams.
 
Leadership Hoisted is a virtual leadership development 
program designed for emerging leaders with a focus 
on developing communication, critical listening, time 
management, delegation, relationship building, and other 
first-time supervisor skills.
Leadership Conveyed is a mid-level development  
program designed to prepare leaders to take the next big 
step in their career. These individuals focus on enhancing 
coaching, situational leadership, feedback delivery, 
emotional intelligence, and setting expectations.
 learning
inmotion
Leadership Lifted is a senior-level development 
program designed to give leaders skills to manage 
at the highest levels, including problem solving, 
performance culture, strategic thinking, business 
acumen, and managing conflict.
Leadership in Motion is our highest-level program 
for specialized development for successors of the 
Executive Leadership Team and includes topics such 
as executive leadership presence and performance 
culture.
 
“The greatest benefit for 
me was to get together, 
connect and network 
with the rest of the 
group.”
“I’m honored to be  
a part of it.”
“Never underestimate 
that a company invests 
in you.”
“It was such a pleasure 
to spend a week of 
learning and professional 
development with these  
amazing leaders.”
Testimonials
Training & Development 
We have the best employees at Columbus McKinnon! We know that to retain the best and brightest employees and ensure our talent continuity, we need a multifaceted approach 
to our development program. In FY23, we invested heavily in our employees’ career planning and leadership development, so they know they are valued and appreciated. Columbus 
McKinnon offers leadership development opportunities for our global population. From an individual contributor to an executive successor, we provide a portfolio of learning options.
We are especially excited to have launched our “Learning in Motion” leadership development program, which we rolled out in the summer of 2022. Learning in Motion addresses core 
competencies identified by our Executive Leadership Team. It’s designed to grow and develop both employees that are currently in leadership roles as well as employees who are 
interested in becoming leaders, introducing them to new critical skills and sharpening existing competencies. Learning in Motion offers four distinct levels of development tailored to 
employees’ positions and years of experience.

Columbus McKinnon // Corporate Sustainability Report // 32
Fostering an Inclusive Workplace  
We know it is critical to foster an inclusive culture at work where every employee can feel safe, have fun, and express themselves openly and unapologetically. Columbus McKinnon 
has always valued diversity, respect for one another, and winning as a team. This year we took steps to further emphasize our commitment to an inclusive culture through several 
diversity awareness events. 
On October 10th, for World Mental Health Day, we hosted a call about why mental health matters and how to manage mental health in a positive way. We brought in a professional to 
discuss mental health and provide tips to our employees. The program formally recognized the impact that the COVID-19 Pandemic and other recent global events have had on our 
employees. It also focused on removing stigmas around mental health and provided coping mechanisms that can be applied at work and at home. To be a truly inclusive workplace 
we need to recognize and support a diverse workforce, including those with recognized disabilities, such as mental health struggles.
For Hispanic Heritage Month, to celebrate and acknowledge the contributions of the Hispanic/Latinx community, we hosted a sugar skull coloring contest at each CMCO site. The 
winning design was from Jessica P. from our Menomonee Falls location! 
For Veteran’s Day, we asked our global employees to submit “thank you” notes to our Veterans to create a booklet and shared it on social media. 
December 3rd is International Day of Persons with Disabilities, an annual observance to celebrate the achievements and contributions of people with disabilities and increase public 
awareness, understanding, and acceptance. Columbus McKinnon recognized this day by focusing on our theme of “Not All Disabilities are Visible.” The aim of International Day of 
Persons with Disabilities is to break down barriers to inclusion while advocating and providing opportunities for disabled people. To celebrate, we put purple spotlights on our CMCO 
signs to show solidarity and support for all person’s living with a disability. Several other examples of our inclusivity events are shown below.
CMCO’s Commitment to  
Positive Social Impact
International Day of Persons with Disabilities

Columbus McKinnon // Corporate Sustainability Report // 33
CMCO’s Commitment to  
Positive Social Impact
Asian American 
Pacific Islander 
Heritage Month
Juneteenth
Hispanic Heritage 
Month
Martin Luther King Jr. 
Day
International Day 
of Persons 
with Disabilities
Global Diversity 
Awareness 
Month
Veteran’s Day
Black History Month
Women’s History 
Month
NOVEMBER
OCTOBER
SEPTEMBER
JUNE
MAY
DECEMBER
FEBRUARY
MARCH
JANUARY
Pride Awareness 
Month
World 
Mental Health Day
Irish American
Heritage Month
World Down Syndrome 
Day
Chinese
NewYear
DEI Timeline

Columbus McKinnon // Corporate Sustainability Report // 34
Measuring Engagement for Continued Improvement  
This year we had our second annual Global Engagement Survey, and we’ve made great progress based on the feedback our employees provided. Through our Global Engagement 
Survey, we have gained much perspective on Columbus McKinnon’s strengths and identified opportunities for improvement across several key areas of the employee experience. As 
a result, we’ve kicked off recognition and engagement initiatives throughout the company, including celebrating employee career milestones and a significant intranet upgrade. The 
feedback also revealed an opportunity for enhanced internal communication about all the exciting things going on at Columbus McKinnon. We’ve developed an engagement plan 
lead by our Executive Leadership Team that puts key topics, updates, and announcements front and center for employees across the company. Using video, in-person town halls, 
news articles, and the intranet, all areas of the company will be covered including Finance, IS, Operations, Supply Chain, HR, Product Development, and Corporate Responsibility. This 
feedback will continue to be a driving force behind new and reimagined enterprise initiatives.
4%
3%
2%
79%
79%
78%
CMCO’s Commitment to  
Positive Social Impact
3% increase in response rate from FY22

Columbus McKinnon // Corporate Sustainability Report // 35
Recognition of Our Employees 
Celebrating and recognizing each other is a crucial element in employee engagement 
and experience. Therefore, we have increased our efforts to recognize our employees for 
a job well done at work and in our communities.
Anniversary Recognition Program 
Columbus McKinnon values the contributions, knowledge, and experience of long-term 
employees. In appreciation of this dedicated service, we launched a program to formally 
recognize employees as they reach milestone anniversaries of employment. In a phased 
approach beginning in North America, full-time, active employees become eligible for a 
service award in the year in which they complete a milestone service year, up to 50 years 
of service.
Behind the Conveyor – Dorner Team Spotlight 
Dorner has become a global brand in conveyor automation – and that’s all thanks to our 
team. In our blog series, Behind the Conveyor, we highlight our talented professionals 
whose dedication and passion are making a positive impact on our customers’ conveyor 
systems. These are the faces behind the brand who are helping to transform conveyor 
automation … and having fun doing it! What began as a fun project has since morphed 
into a monthly staple now expanded to our international Dorner team. In addition to the 
monthly blog release, we print out a copy to post in the office, showcasing our talented 
employees and ensuring they are visibly recognized for their great work. 
 
CMCO’s Commitment to  
Positive Social Impact

Columbus McKinnon // Corporate Sustainability Report // 36
CMCO’s Commitment to  
Positive Social Impact
CMCO’s Best of the Best Awards  
Deliver On Your Commitments: 
Luis Salazar
Be Easy to Do Business With: 
Marc Philipp
Connect Safety to Everything You Do: 
Eric Montgomery

Columbus McKinnon // Corporate Sustainability Report // 37
CMCO’s Commitment to  
Positive Social Impact
CMCO’s Best of the Best Awards  
Win as a Team: 
Lynn Bostrom & John Vander Linden
Act With Integrity: 
Ananth Raghunath
Think Differently: 
Bernardo Perez

Columbus McKinnon // Corporate Sustainability Report // 38
CMCO’s Commitment to  
Positive Social Impact
CMCO’s Best of the Best Awards  
Sustainable Site of the Year: 
Menomonee Falls
Safety Plant of the Year: 
Hangzhou

Columbus McKinnon // Corporate Sustainability Report // 39
CMCO’s Commitment to  
Positive Social Impact
CMCO Cares Program Launch 
At Columbus McKinnon, our leaders and employees have always given back to the communities we operate in. We wanted to take 
our community giving program to the next level, so in FY23 we launched CMCO Cares, a more centralized approach to community 
involvement. CMCO Cares formalizes our approach regarding company donations and volunteerism at our sites around the world. In 
this program, we focus on three areas: Corporate Giving, Executive Involvement, and Employee Involvement.
Corporate Giving 
The company donates money each year to worthwhile charitable organizations. As a part of CMCO Cares, the corporate giving process 
is closely aligned with our Purpose, specifically “moving the world forward and improving lives.” Our corporate giving will consist of 
one or two large, annual, purpose-driven company donations that are proposed by the CMCO Cares Committee and decided on by our 
executive team. As part of the corporate giving budget, there are also monetary allocations to be used by each of our sites to donate 
locally to or hold charitable events that align with the company’s Purpose.
This year, Columbus McKinnon made corporate donations to the following organizations:
The “Safe School Initiative” in Buffalo: Columbus McKinnon also donated to and 
sponsored the “Safe School Initiative” in Buffalo. This seminar began in Buffalo in 2004 
due to the tragic number of school shootings. The organization’s goal is to help schools 
and law enforcement prevent acts of violence within schools. The program has grown 
tremendously over the years, focusing on a wide array of topics, including averting 
targeted school violence, mental health issues, de-escalating crises response and 
recover, the role of leadership in making schools safe, and more.
Habitat for Humanity Charlotte and Milwaukee Chapters:  
Habitat for Humanity’s mission is bringing people together to build homes and 
communities. Through our donation and employee volunteers, we support local families 
in bringing the dream of homeownership. Our employees will have opportunities 
throughout the year to participate in the building of homes in Charlotte and Milwaukee. 
In addition to our monetary donation, we also donated over $4,000 of safety equipment, 
in line with our key value of connecting safety to everything we do.

Columbus McKinnon // Corporate Sustainability Report // 40
Executive Involvement 
The expectation of good corporate citizenship starts at the top of our organization. Therefore, our executive team makes it a priority to donate their personal time and money to 
meaningful causes, serving on boards for non-profit organizations, giving their time, and donating to organizations on a global, national, or local scale. 
CMCO’s Commitment to  
Positive Social Impact
Executive Spotlight: Alan Korman, SVP Corporate Development, General Counsel & Secretary  
After losing his father at a young age, Alan realized the importance of children having a father figure in their lives. He made it his mission to make 
a lasting impact on countless young people through his work with Big Brothers Big Sisters of Erie, Niagara, and the Southern Tier, the largest New 
York chapter outside of New York City. Big Brothers Big Sisters is unique in the sense that it is one of only a few organizations that can influence 
young people inside their home in a personal setting. Alan recently stepped down as Chairman of the Board after about 30 years of service with 
the program. He started out of college in the 1990s as a “Big Brother” to a “Little”,  and since has co-chaired several galas, each raising more 
than $200,000 for the program. Alan joined the board of directors in 2010 and became Chairman in 2017. He deeply believes in the program and 
has seen firsthand the positive impact it’s had in his community. In the City of Buffalo, New York, Big Brothers Big Sisters participants have a 
graduation rate of about 95%, significantly higher than the district rate. Alan has also been involved in other organizations, including the Make-A-
Wish Foundation, Oishei Children’s Hospital, Kaleida Health, and Kids Escaping Drugs.
Executive Team’s Habitat  
for Humanity Build Day

Columbus McKinnon // Corporate Sustainability Report // 41
CMCO’s Commitment to  
Positive Social Impact
Employee Involvement 
Around the world, Columbus McKinnon employees have always found ways to volunteer, donate, or hold events for charitable causes – and we don’t want to eliminate this organic 
approach to giving back! CMCO employees know what is most important to their respective local communities, but we do want to be better at tracking and recognizing these efforts 
by employees. Therefore, as part of CMCO Cares, we have identified ambassadors for each site to encourage and help track employee donations and volunteer hours for activities 
sponsored by Columbus McKinnon. The list of ways our employees around the world are generous with their time and money is endless.
Natalie Fischer, CPA: Senior Manager, Financial Planning & Analysis, Getzville, New York  
Natalie has been with Columbus McKinnon for over six years and is active both in her  
local Buffalo, New York, community and at work. She is extremely passionate about 
helping women advance their careers and is an advocate for promoting women as  
leaders in the workforce. Natalie is the co-founder of Columbus McKinnon’s first  
Employee Resource Group, the Women’s Influence Network (WIN), a professional 
organization that inspires and engages women to build a culture that appreciates 
differences and diversity of thought. One of the key goals of WIN is to give women a  
sense of community and a platform to amplify their voices. In 2019, Natalie joined the 
Western New York Women’s Foundation as an active member of the Finance Committee; 
in 2022 she became a Board member; and in 2023 she was appointed Treasurer. 
“I feel extremely grateful for those who have mentored and guided me throughout my  
career, encouraging me along the way to pursue my interests and passions and now feel 
compelled to do the same for those who are younger in their careers. I enjoy coaching 
others and find it rewarding to see people grow and achieve their goals, particularly  
when young women feel empowered to pursue their ambitions.”
Marelyn Strydom: Environmental, Health and Safety Manager, Honeydew, South Africa   
In addition to her role as Environmental, Health, and Safety Manager, Marelyn is also 
our Green Team leader in our South Africa location and plays a critical role in advancing 
our safety and people-first culture. As a 14-year employee of Columbus McKinnon and 
devoted mother of two who is passionate about people, animals, and the environment, 
she makes it a priority to give back to her local community. Marelyn has been integral 
in Columbus McKinnon’s efforts to give back by organizing several community events. 
She led a teambuilding initiative where the team collected flip flops for children with 
cancer, led an effort to raise money for the Kwazula-Natal community that was impacted 
by floods, collected materials to help a preschool in Magaliesburg, and helped local 
homeless animals through the Hearts of Compassion program. These are only a few 
examples of how Marelyn has gone above and beyond to selflessly contribute to her 
community.

Columbus McKinnon // Corporate Sustainability Report // 42
CMCO’s Commitment to  
Positive Social Impact
Employee Involvement 
Annie Harden: Mechanical Engineer, Wadesboro, North Carolina   
Annie is a mechanical engineer in our North Carolina location who is responsible 
for interfacing with the manufacturing team to ensure parts are properly fabricated, 
conducting machine testing and proper operation, and coordinating projects to  
ensure customer on-time delivery. She brings her excitement for STEM beyond 
Columbus McKinnon. After 10 years as the Department Chair/Program Coordinator for 
the Mechanical Engineering Technology program, she noticed a lack in the amount of 
female mechanical engineers to graduate. This is when she decided to spearhead the 
first All Girls One Day STEM Camp.  
 
“I feel it is my responsibility to continue reaching our youth, especially young girls 
and allow them to see mechanical engineering is different from a career as a 
mechanic. A high percentage of girls who are not familiar with  
mechanical engineering think this.”
Dan Beilfuss: General Manager, Automation, Menomonee Falls, Wisconsin 
Dan works in the Menomonee Falls, Wisconsin, facility and gives back though the 
Chamber of Greater Menomonee Falls & Sussex, where he serves on the board and helps 
develop future leaders in his community. As a part of his work for this organization, 
he serves as Committee Chairperson of the Leadership Moving Forward Committee, a 
program that he himself graduated from in 2012. The prestigious program selects high-
potential leaders from the local area and develops them further with classes hosted by 
local businesses, including Columbus McKinnon. The program aims to develop servant 
leadership and other leadership skills. In 2021, Dan was recognized for his achievements 
when he was honored with the Chairperson of the Year Award. Dan also serves as  
President of the Crane Manufacturers Association of America and has served in various 
other positions since 2015. 
 A fun fact about Dan is that he is a 30-year volunteer of the Milwaukee Irish Festival – 
one of the largest Irish ethnic festivals in the United States. Over the 30 years, Dan has 
held various positions, including a Jameson bartender! Dan is also an active member of 
his local church, where he volunteers throughout the year at various festivals and events. 
This March was the second camp! In addition to running the All Girl One Day STEM 
Camp, Annie is the 2nd Vice President for Alpha Pi Chi National Sorority, which hosts 
several events throughout the year including blood drives, food drives, and an annual 
Cinderella Ball. Annie is also a phenomenal artist with art displayed at several art 
galleries throughout North Carolina. She donates her time painting murals for local 
restaurants and communities.

Columbus McKinnon // Corporate Sustainability Report // 43
CMCO’s Commitment to  
Positive Social Impact
CMCO Cares Events 
Getzville, NY:  
Comfort Package Creation
Chennai, India:   
Food and Clothing Drive
Kissing, Germany:  
Children’s Christmas Wish Association
Ballantyne, NC:  
Charlotte-Mecklenburg Explorer Christmas Project

Columbus McKinnon // Corporate Sustainability Report // 44
CMCO’s Commitment to  
Positive Social Impact
CMCO Cares Events 
Santa Fe Springs, CA:  
Habitat for Humanity
Hartland, WI:  
Save A Warrior Foundation
  
Zapopan, Mexico:  
Pet Supply Drive
Hangzhou, China:   
Blanket Donation to Nursing Home
Hartland, WI:  
Versiti Blood Center of Wisconsin

Columbus McKinnon // Corporate Sustainability Report // 45
CMCO’s Commitment to  
Positive Social Impact
CMCO Cares Events 
Chattanooga, TN:  
Food Drive
Chester, England:  
Animal Shelter Drive
Chester, England:  
Cash for Kids Toy Drive
Chester, England:  
Wear It Pink Bake Sale
Menomonee Falls, WI:  
Food Drive

Columbus McKinnon // Corporate Sustainability Report // 46
Columbus McKinnon’s Green Teams educate and encourage  
environmental stewardship in our employees’ everyday lives.

Columbus McKinnon // Corporate Sustainability Report // 47
Environmental Stewardship:  
Doing Our Part to Protect Our Planet
Global Green Team Success  
Columbus McKinnon’s Green Teams are in full force. These dedicated teams are constantly evaluating our current practices and processes and 
finding ways to reduce our environmental impact. This year, we have had notable wins, especially in the areas of energy management and waste 
reduction.
The rise in energy prices, particularly in Europe, have caused our teams to focus on energy efficiency projects. Globally, we are making 
investments to make our buildings more sustainable with new windows and roofs, HVAC system upgrades, and LED lighting conversions. We 
have been able to reduce our overall energy usage by 9%from last year. More significantly, we were able to reduce our natural gas, propane, 
and oil consumption by 25%.We continue to make efforts to reduce our electricity consumption through our goal of 100% LED lighting in our 
warehouse and production areas. As of the end of FY23, 62% of sites have converted to 100% LED lighting and plan to meet our goal of 100% 
of sites with warehouse and production converted to LED by the beginning of FY25. Our reduction in natural gas, propane and heating oil 
consumption has led to an impressive 18%reduction in our scope 1 emissions from last year. 
 Our teams have been working on innovative ways to safely package and ship our products, making it easier for our customers to reuse or 
recycle shipping materials and promoting sustainability throughout our value chain. Through our network of Green Teams, we have successfully 
implemented a new recycled paper packaging for some of our products. This more sustainable packaging replaces non-recyclable/non-reusable 
foam packaging. Additionally, we are working with select partners to standardize pallet and box sizes so they can be reused and fit more 
efficiently and safely in our warehouses and our partners’ warehouses. At select locations with local customers, we have been implementing 
“milk-route” style shipping with reusable bins to eliminate shipping waste. These are just a few of the initiatives our teams have been working on 
across the globe to minimize waste. 
 A small change in November 2022 proved to have a big impact on waste reduction for the team in Menomonee Falls, Wisconsin. About ten 
people had been printing individual daily reports that were often about 30 pages long. With the help of the Green Team, the report is now viewed 
electronically via Power BI. This equates to a reduction of about 6,600 pieces of paper each month – equivalent to as much as half of a tree! 
 We have exceeded our target of diverting 90% of waste from landfill one year early! We did this through small changes such as working with our 
vendors, buy-back programs, and employee educational campaigns. Columbus McKinnon now has the goal to have 95% of waste diverted from 
landfill by FY2030.
“Our Global Green Teams continue to make significant improvements in the 
way we operate as a Company. It is inspiring to see the sustainable changes 
and increase in engagement. Great things can be accomplished when you 
support people to embrace their passions at work.”  
	
~Catherine Ruis, Senior Specialist, Corporate Social Responsibility

Columbus McKinnon // Corporate Sustainability Report // 48
Global Green Team Success  
Our Green Teams also educate and encourage environmental stewardship in our employees’ everyday lives. 
Each site is expected to coordinate at least one annual sustainability-related engagement event. This year, 
these included park and river cleanups, clothing drives, electronics recycling drives, community gardens, tree 
plantings, and more! Two of our sites in Germany installed electric vehicle charging stations to encourage 
employees to switch to electric vehicles by providing the infrastructure needed. 
While we have made tremendous progress and will continue doing so, we have run into stumbling blocks 
when it comes to wood, cardboard, and affordable alternative sources of energy. For example, several of our 
manufacturing facilities are in remote areas where there are limited recycling services available. Our teams 
are working hard to find solutions. One location in North Carolina is piloting a pallet buy-back program 
with a local third-party provider. If successful, the program will likely be expanded to our other locations 
in the area. We have also looked at the feasibility of renewable energy at some of our sites. However, a 
realistic assessment shows that alternative sources of energy, such as biofuels, solar, and wind energy 
transitions, are cost prohibitive at this time. We need collaborative solutions, external partnerships, and 
adequate infrastructure to find viable options for renewable energy and meet aggressive SBTi targets. The 
transition from fossil fuels will be difficult and complex. Economic and geopolitical forces are not currently 
in our favor, as demonstrated by the energy crisis we are experiencing, especially in Europe. However, these 
challenges will not stop us from incremental improvements or from regularly evaluating the current situation 
and reevaluating our approach.
SITES HAVE 100% 
LED LIGHTING IN THEIR 
PRODUCTION AND 
WAREHOUSE AREAS
WASTE
DIVERTED FROM 
THE LANDFILL
91%
62%
Environmental Stewardship:  
Doing Our Part to Protect Our Planet
Scope 2
15,477
MT C02e
Scope 3
152,416
MT C02e
Scope 1
6,754
MT C02e

Columbus McKinnon // Corporate Sustainability Report // 49
Green Team Events 
Charlotte, NC:    
South End Rail Trail Cleanup
Poland:     
Recycled Bottle Caps to Help 
Those in Need
South Africa:  
Beach Cleanup
Menomonee Falls, WI:   
Tree Planting
Environmental Stewardship:  
Doing Our Part to Protect Our Planet

Columbus McKinnon // Corporate Sustainability Report // 50
Columbus McKinnon Celebrates International Earth Day 2022 
This year, Columbus McKinnon extended its Earth Day celebration to include our families to build awareness and engagement around environmental stewardship in a fun way. 
We asked employees to have their young family members submit drawings of what “Going Green at Work and At Home” means to them. We were overwhelmed with the positive 
response – over 60 drawings from nine countries were submitted by family members under the age of 17. Our employees voted on their favorite drawings and the winners were 
made into Columbus McKinnon’s 2023 calendars. The drawings have certainly brightened up our desks and workspaces and serve as a daily reminder that we all have the power  
to create a more sustainable environment for future generations. 
Environmental Stewardship:  
Doing Our Part to Protect Our Planet

Columbus McKinnon // Corporate Sustainability Report // 51
Climate Risk Management 
This year we took a significant step forward regarding our climate risk management with CDP and TCFD 
disclosures. This allows us to be more transparent with our stakeholders and furthers the evaluation of our climate 
risk through the lens of recognized standards and frameworks. Columbus McKinnon found that some risk exists, 
but we did not find that any climate-related risks would likely have a substantial financial or strategic impact on the 
business. We received a B- rating from CDP, which is impressive for a first-time reporter. For more information on 
our CDP responses, please visit Columbus McKinnon’s Corporate Sustainability webpage. 
Columbus McKinnon disclosed further information about our climate risk governance processes in our TCFD report. 
Internally, we evaluate climate risk through our holistic Enterprise Risk Management process. We consider the 
probability versus the impact of potential risks, including climate change, as well as other business risks. Then, we 
analyze our preparedness related to our top risks. We concluded that our climate risk, while still relatively low, is 
mainly transitional rather than physical, meaning it exists more so in current and proposed regulatory requirements. 
We are taking proactive measures to ensure we comply with all regulations. For more information on Columbus 
McKinnon’s TCFD response, please see pages 72-73 of this Report.  
Columbus McKinnon’s Climate-Related Risk Assessment
Columbus McKinnon’s breakdown of climate-related risks, their management, and risk to the Company.
Environmental Stewardship:  
Doing Our Part to Protect Our Planet
SCORED AN 
IMPRESSIVE 
B- CDP 
RATING
Climate Risk Category
Relevance to CMCO
Explanation
Current Regulation
Relevant, always included
Columbus McKinnon is constantly evaluating current regulations to ensure environmental compliance.
Emerging Regulation
Relevant, always included
Columbus McKinnon is constantly evaluating emerging regulations to ensure environmental and climate-related 
compliance to plan in advance for any needed changes in strategy.
Technology
Relevant, sometimes included
Columbus McKinnon is evaluating opportunities in emission reduction technology and clean energy that makes 
sense for our business.
Legal
Relevant, always included
Columbus McKinnon is constantly evaluating current climate-related laws and regulations to ensure compliance.
Market
Not evaluated
This is not specifically evaluated at this time because it has not been evaluated as a top level risk for our sector.
Reputation
Relevant, always included
Climate transparency is an opportunity to enhance our reputation.
Acute Physical
Relevant, sometimes included
In our annual risk assessment, we discuss acute physical risks to our facilities and potential need for business continu-
ity plans.
Chronic Physical
Relevant, sometimes included
Chronic physical risk is discussed in our annual risk assessment but not a top level risk to our company.

Columbus McKinnon // Corporate Sustainability Report // 52
Environmental Data
Environmental Stewardship:  
Doing Our Part to Protect Our Planet
Footnote: Environmental metrics and 
information disclosed in this report were 
derived and calculated from data provided 
by individuals at each Columbus McKinnon 
site. Total emissions include Scope 1, Scope 
2, and Scope 3 emissions. We reuse as much 
wood and cardboard as possible, which is not 
counted in our recycling or waste diverted 
calculations. Water usage is not material for 
Columbus McKinnon because our operation 
impact is minimal, however, we disclose for 
purposes of transparency. For purposes of 
this report, the term “Operations” is meant to 
include manufacturing sites and warehousing 
operations and excludes sales and corporate 
offices.
Columbus McKinnon’s scope 3 emissions have 
been recalculated for FY22 due to a calculation 
error.
Purchased Renewable Energy has been 
renamed in FY23 to Non-US Grid Mix 
Renewable Energy.
Environmental Data Table
Unit of Measure
FY23
FY22
FY21
Total Energy
Megawatt Hour
76,080
83,769
84,914
Natural Gas, Propane & Oil Consumption
Megawatt Hour
28,113
37,733
45,180
Electricity Consumption
Megawatt Hour
41,581
39,439
33,239
District Heating Consumption
Megawatt Hour
1,083
1,167
1,575
Fleet Fuel Consumption (Gasoline & Diesel)
Megawatt Hour
5,302
5,429
4,920
Renewable Energy
Megawatt Hour
4,171
4,064
2,884
US Grid Mix Renewable Energy 
Megawatt Hour
3,452
3,479
-
Non-US Grid Mix Renewable Energy**
Megawatt Hour
208
84
-
On-Site Renewable Energy
Megawatt Hour
511
501
-
Energy Intensity
Megawatt Hour per Million USD
81
92
-
Total Emissions
Metric Ton CO2e
174,647
148,760*
24,168
Scope 1 emissions
Metric Ton CO2e
6,754
8,213
9,362
Scope 2 emissions
Metric Ton CO2e
15,477
13,866
14,842
Scope 3 emissions Megawatt Hour
Metric Ton CO2e
152,416
126,681*
-
Total Emission Per Revenue Dollar Scope 1 & 2
Metric Ton CO2e per Million USD
24
24
37
Total Emission Per Revenue Dollar Scope 1, 2 & 3
Metric Ton CO2e per Million USD
186
164*
-
Total Waste
M3
7,733
6,536
4,857
Waste Sent to landfill
Metric Ton
689
675
661
Waste Diverted from landfill
Metric Ton
7,044
5,861
4,196
Metal scrap recycled
Metric Ton
5,090
4,343
3,164
Wood and cardboard recycled
Metric Ton
1,734
1,286
830
Other waste recycled
Metric Ton
129
112
202
Waste incinerated for energy
Metric Ton
91
120
-
Water Consumption
Metric Ton
84,384
92,910
81,823
Scope 1 & 2 by Region
Metric Ton CO2e
22,321
22,079
24,168
NA
Metric Ton CO2e
17,708
17,277
-
LATAM
Metric Ton CO2e
283
251
-
EMEA
Metric Ton CO2e
3,927
4,201
-
APAC
Metric Ton CO2e
313
351
-
Electricity by Region
Megawatt Hour
41,581
39,439
33,239
NA
Megawatt Hour
35,806
33,365
-
LATAM
Megawatt Hour
457
445
-
EMEA
Megawatt Hour
4,877
5,107
-
APAC
Megawatt Hour
441
523
-
**
  *

Columbus McKinnon // Corporate Sustainability Report // 53
Columbus McKinnon’s Environmental, Social, and Governance programs 
penetrate all aspects of our business.

Columbus McKinnon // Corporate Sustainability Report // 54
CMCO’s Culture of   
Governance & Ethics 
Columbus McKinnon’s ESG Governance Structure 
We have fully integrated ESG throughout our governance structure. Our Board of Directors continues to provide oversight and guidance, incorporating their diverse backgrounds 
and experiences. Specifically, the Corporate Governance Committee meets each quarter to disuss ESG strategy updates with members of the management team and Director 
of Corporate Social Responsibility. Our Director of Corporate Social Responsibility reports through the Legal Department, which also has responsibility for managing our Ethics, 
Governance, and Enterprise Risk Management programs. We have an engaged Executive Leadership Team (ELT) that supports and integrates ESG into the business. Our ELT 
members also serve as our executive sponsors for ESG Core Teams, which drive initiatives and make decisions focused on specific ESG topics aligned with the overall ESG strategy.
Ethics, 
Governance & 
Enterprise Risk 
Management
Board
Committee 
Meetings
Quarterly
Core Team 
Meetings
Quarterly
Corporate
Governance
Meetings
Focused ESG 
Workstream 
Meetings
Legal Department
 
Owns ESG Strategy 
 
(Human Capital, Climate, etc.)
 
Ensures Ethics & Compliance
 
Manages Board Governance Process
 
Provides ESG Updates to Board of Directors 
 
& Core Teams
 
Advises on Enterprise Risks 
 
(Human Capital, Climate, Regulatory, etc.)
Board of Directors
 
Advises on ESG Strategy & Initiatives
 
Holds Management Accountable to ESG  
 
Commitments
 
Monitors Enterprise Risk Mitigation  
 
 
(Human Capital, Climate, Regulatory, etc.)
Executive Leadership
 
Serve as ESG Enterprise Core Team 
 
Sponsors
 
Support & Integrate ESG Initiatives
 
Ratify ESG Strategy
 
Own Functional ESG Metrics
 
Owns Risk Mitigation Strategies
Cross Functional Enterprise Core Teams
 
Drive Environmental & Social Initiatives
 
Enterprise ESG Communications
 
Lead Green Teams & CMCO Cares Teams
Governance Structure

Columbus McKinnon // Corporate Sustainability Report // 55
CMCO’s Culture of   
Governance & Ethics 
Enterprise Risk Management 
This year we worked through our updated Enterprise Risk Management (ERM) process and adjusted as needed. One of the key improvements to our ERM process was adding a 
survey component for our ELT and their direct reports to complete. We worked with industry experts to design the survey so that we can capture and analyze the response data 
to understand and make objective decisions regarding our enterprise risks. We had our survey participants rate each risk (built on from last year’s process) on its probability and 
potential impact. We also added a third element of rating our preparedness for each risk. This process is cyclical and each year we assess our progress against risks already 
identified and which have mitigation plans. We also use this process as an opportunity to identify new and emerging risks to monitor and prepare for them. Much of this process 
happens at the functional levels. Our employees have unique perspectives and line of sight to our risks, especially those risks that are related to their functions. Our employees play a 
critical role in communicating those risks to their leaders, and they also are crucial in developing and implementing mitigation plans.
ESG-related risk, including overall environmental risks, 
climate risks, human capital risks, safety risks, and other 
ESG factors, are incorporated and discussed as part 
of this process and are considered as part of our ESG 
materiality assessment. Our most salient risks when it 
comes to climate-related risk are transitional in nature. We 
have proactively identified enhanced emissions reporting 
and increased regulatory and compliance requirements, 
and we have taken active steps to understand these 
requirements and are prepared to comply with proposed 
regulations or are currently in compliance with existing 
requirements. There have been several conversations at 
the ELT and Board level regarding climate risks, specifically 
transitional risks relating to current and proposed 
regulatory requirements, and we are preparing to comply. 
This is just one example of how we have built resiliency 
and preparedness into our strategy to address these risks 
currently and/or as they arise. 
Mitigation Plans
Developed & Submitted
(Enterprise & 
Functional Levels)
Ongoing:
Plans Executed
(Enterprise &
Functional Levels)
Audit Committee Update: May
DO
Facilitated Discussion 
with ELT
ELT Check-In
(How are we doing 
against plans?)
PLAN
CHECK
ACT
RESET
Strategic Plan
Presented to
Board: October
Monthly Board
Updates on 
Enterprise Risk
Risk Survey ELT
& ELT-1
Enterprise Risk Management Process

Columbus McKinnon // Corporate Sustainability Report // 56
CMCO’s Culture of   
Governance & Ethics 
Cybersecurity 
As Cybersecurity risks continue to evolve and advance, Columbus McKinnon works to expand its defenses to protect our systems and data. Our program consists of a multifaceted 
approach utilizing advanced technology, regular cybersecurity risk assessments, employee training, and a comprehensive policy framework. We partner with an industry leading 
Managed Security Service Provider (MSSP) to provide around the clock monitoring and response of threats to our digital assets. We conduct frequent vulnerability assessments and 
penetration testing, perform annual Disaster Recovery rehearsals, and have a tested incident response plan. Recognizing the potential for third-party risk, we require our vendors 
and business partners to comply with our standards and ensure safeguards are in place to protect our information. Our Audit Committee oversees overall risk assessment and 
management and includes management’s approach to cybersecurity and data privacy in their oversight.

Columbus McKinnon // Corporate Sustainability Report // 57
CMCO’s Culture of   
Governance & Ethics 
Ethics, Compliance, & Corporate Policies    
At Columbus McKinnon, we hold ourselves to the highest standards of ethics and integrity. This is reflected through our strong 
corporate policies. We take pride in maintaining our policies, both to ensure compliance with the laws and regulations in the countries 
we operate and to outwardly demonstrate our commitment to environmental, social, and corporate stewardship. We take active steps 
to ensure compliance with our company policies, both internally and within our supply chain. Each of our employees have access to, 
and are expected to comply with policies listed below, which are available both on our internal and external websites. We also have 
separate internal policies, both global and local, such as Data Protection compliance requirements and Human Resource policies. In 
Europe, we have a company policy that places a limit on the amount of CO2 per car that can be emitted from company vehicles. This 
helps guide our employees to choose more efficient vehicles when picking their new company car.
We provide periodic training to employees on our various corporate policies, including our Code of Business Conduct, Human Rights 
Policy, Anti-Corruption, Anti-Harassment, and others. We also let our employees know that it is their right and obligation to report 
violations or suspected violations of our policies. We encourage employees to notify their immediate supervisor or human resource 
representative as a first step. If the employee is not comfortable for any reason, they may contact their Senior Human Resource 
Director, the Company’s Legal Department, Internal Audit, or make a report using our anonymous Ethics Hotline. Any employee that 
makes a report based on a reasonable, good-faith belief will be protected from retaliation of any form. In FY23, Columbus McKinnon is 
proud to report that there were no material fines or monetary sanctions for noncompliance with applicable laws or regulations. 
Furthermore, we expect our suppliers and business partners to adhere to the same ethical standards to which we hold ourselves. As 
part of our onboarding process, we conduct social and environmental assessments for all new material suppliers. We require that all 
suppliers adhere to our Supplier Code of Conduct as well as our Human Rights Policy, Conflict Minerals Policy, and Code of Business 
Conduct. We are unaware of any non-compliance circumstances or specific risks of our business activities or business relationships 
regarding human rights violations. We are constantly evaluating opportunities to further build sustainability and ethics standards into 
our supplier evaluations.
• Columbus McKinnon Code of Business Conduct 
• Columbus McKinnon Human Rights Policy 
• Supplier Code of Conduct 
• Columbus McKinnon Environmental Health and Safety Policy 
• Conflict Minerals Policy 
• EthicsPoint Website
“As we continue to grow, one 
thing that will never change is our 
commitment to operating with 
the highest ethical standards. 
Our Code of Business Conduct 
sets forth the standards by which 
we conduct our operations and 
promotes a culture of ethics and 
integrity throughout the company. 
Continuing to nurture a culture of 
compliance is critical for all that 
we aspire to do.”  
~Mary O’Connor,  
Associate General Counsel and 
Chief Compliance Officer

Columbus McKinnon // Corporate Sustainability Report // 58
 
About This Report
The scope of this report includes Columbus McKinnon Corporation’s operations in all countries we operated in for the reporting period and does not address the business or 
operations of our suppliers or other business partners, unless otherwise stated. The information in this report has been prepared to the best of our knowledge and ability to collect, 
validate, and analyze data and available information. All financial information is presented in U.S. dollars. Note that for the purpose of this report materiality specifically pertains to 
ESG topics and may differ from material topics identified in Columbus McKinnon’s financial statements. Any future events, goals, projects, or company targets listed in this report 
are the aspirations and intentions of Columbus McKinnon. However, this report is not a guarantee or promise that such future events, goals, projects, and targets will occur or be 
successfully executed. More information about our ESG Programs can be found on the Columbus McKinnon website under about us.
Emissions Data Assurance: Columbus McKinnon engaged an independent third party, Optera, to review and validate our Fiscal Year 2023 Scope 1 and Scope 2 emissions data, 
and we received limited assurance of its accuracy and completeness. The full assurance statement is not included in this report. Columbus McKinnon further engaged Optera 
in the collection and calculations regarding our Scope 3 data in accordance with the revised GHG Protocol Corporate Standard and the Corporate Value Chain Accounting and 
Reporting Standard.  
Reporting Period:  
This report reflects Columbus McKinnon’s ESG data for its 2023 Fiscal Year (April 1, 
2022 – March 31, 2023) unless otherwise stated. Fiscal Year 2023 represents the third 
consecutive year of Columbus McKinnon’s ESG Data.
Reporting Cycle:  
Columbus McKinnon releases this report on an annual cycle based on its Fiscal Year. 
Date of Most Recent Report:  
This is Columbus McKinnon’s Third Annual Corporate Sustainability Report. Our last 
report was released in June of 2022.
Restatements of Information and Changes in Reporting:  
We have updated the name of this report to “Corporate Sustainability Report” 	
	
from its previous title of “Corporate Social Responsibility Report.” Columbus McKinnon’s 
FY22 scope 3 emissions have been recalculated due to a calculation error. All updates 
are reflected in the environmental data table.
Reporting Standards:  
	
• Columbus McKinnon Corporation has reported in accordance with the GRI 	
	
  standards for the period from 1 April 2022 to 31 March 2023.
	
• This report is in accordance with the Sustainability Accounting Standards 	
	
  Board (SASB) Standards: Resource Transformation; Industrial Machinery and 	
	
  Goods. 
	
• In line with TCFD’s recommendations, we disclosed our climate-related 	
	
  information through a TCFD Index and through our CDP Climate Change 	
	
  survey response.
Report Contact:  
Elizabeth Chapman, Director Corporate Social Responsibility & 		
  	
	
Corporate Counsel; Corp.esg@cmworks.com

Columbus McKinnon // Corporate Sustainability Report // 59
Columbus McKinnon’s Alignment  
to the UN Sustainable Development Goals 
ESG
CMCO Priorities
Alignment to SDGs
Environmental
Climate Change/Energy Management
#7 Affordable and Clean Energy, #13 Climate Action
Waste Management & Recycling
#12 Responsible Consumption & Production, #15 Life on Land     
Social
Product Quality & Innovation/Customer Intimacy
#9 Industry Innovation and Infrastructure
Employee Health and Safety
#3 Good Health and Well-Being
Diversity, Equity, and Inclusion
#5 Gender Equality, #10 Reduced Inequalities
Talent Management
#8 Decent Work and Economic Growth
Community Involvement
#1 No Poverty, #2 Zero Hunger, #4 Quality Education,  
#11 Sustainable Cities and Communities
Governance
Enterprise Risk Management/Ethics & Compliance/Board Governance
#16 Peace, Justice, and Strong Institutions,  
#17 Partnerships for The Goals

Columbus McKinnon // Corporate Sustainability Report // 60
 
GRI Content Index
This GRI Index was prepared by a GRI Certified Sustainability Professional based on the 2021 update.
Statement of Use
Columbus McKinnon Corp has reported in accordance with the GRI Standards 
for the period April 1, 2022 to March 31, 2023.
GRI 1 Used
GRI 1: Foundation 2021
Applicable GRI Sector Standards(s)
Not Applicable

Columbus McKinnon // Corporate Sustainability Report // 61
 
GRI Content Index
GRI Standard/Other 
Source
Disclosure
Location
Omission
GRI Sector Standard Ref. 
No.
Requirement(s) Omitted
Reason
Explanation
General disclosures
GRI 2: General 
Disclosures 2021
2-1 Organizational 
Details
Pages 9-13
CMCO FY 2023 Annual Report 
Pages 4-7
A gray cell indicates that reasons for omission are not permitted for the  
disclosure or that a GRI Sector Standard reference number is not available.
2-2 Entities included 
in the organization’s 
sustainability reporting
CMCO FY 2023 Annual Report 
Page 20
2-3 Reporting period, 
frequency, and contact
April 1, 2022 - March 31, 2023
Frequency of Reports: Annual
Point of Contact: Director, 
Corporate Social Responsibility 
& Corporate Counsel
Corp.esg@cmworks.com 
2-4 Restatements of 
information
Page 58
2-5 External assurance
Page 58
2-6 Activities, value 
chain and other 
business relationships
Pages 9-13
2-7 Employees
Page 30

Columbus McKinnon // Corporate Sustainability Report // 62
 
GRI Content Index
GRI Standard/Other 
Source
Disclosure
Location
Omission
GRI Sector Standard Ref. 
No.
Requirement(s) Omitted
Reason
Explanation
General disclosures
GRI 2: General 
Disclosures 2021
2-8 Workers who are not 
employees
2-8-a, 2-8-b, 2-8-c
Information unavailable/
incomplete
This information is not 
tracked globally in our 
HRIS system, making the 
information unavailable.
2-9 Governance 
structure and 
composition
Corporate Governance Policy
CMCO FY 2023 Proxy 
Statement and Card  
Pages 40-42
2-10 Nomination and 
selection of the highest 
governance body
CMCO FY 2023 Proxy 
Statement and Card  
Pages 18, 31-32
2-11 Chair of the highest 
governance body
Board of Directors Website
2-12 Role of the 
highest governance 
body in overseeing the 
management of impacts
Pages 72-73 
2-13 Delegation of 
responsibility for 
managing impacts
Pages 72-73
2-14 Role of the highest 
governance body in 
sustainability reporting
Pages 72-73

Columbus McKinnon // Corporate Sustainability Report // 63
 
GRI Content Index
GRI Standard/Other 
Source
Disclosure
Location
Omission
GRI Sector Standard Ref. 
No.
Requirement(s) Omitted
Reason
Explanation
General disclosures
GRI 2: General 
Disclosures 2021
2-15 Conflicts of interest
Code of Business Conduct
2-16 Communication of 
critical concerns
Our Chief Compliance Officer 
is responsible for providing 
updates on our ethics and 
compliance program to the 
Audit Committee.
2-17 Collective 
knowledge of the 
highest governance 
body
CMCO FY 2023 Proxy 
Statement and Card  
Pages 19-27, 42
2-18 Evaluation of the 
performance of the 
highest governance 
body
Corporate Governance Policy 
Page 2
2-19 Remuneration 
policies
CMCO FY 2023 Proxy 
Statement and Card  
Pages 49-50, 63-71, 74-81
2-20 Process to 
determine remuneration
We involve independent 
consultants in determining 
remuneration. The results of 
the votes of stakeholders on 
remuneration polices can be 
found here:  
Form 8-k
2-21 Annual total 
compensation ratio
CMCO FY 2023 Proxy 
Statement and Card Page 82

Columbus McKinnon // Corporate Sustainability Report // 64
 
GRI Content Index
GRI Standard/Other 
Source
Disclosure
Location
Omission
GRI Sector Standard Ref. 
No.
Requirement(s) Omitted
Reason
Explanation
General disclosures
GRI 2: General 
Disclosures 2021
2-22 Statement 
on sustainable 
development strategy
Page 4
2-23 Policy 
commitments
Page 57
2-24 Embedding policy 
commitments
Supplier Code of Conduct
Conflict Minerals Policy
CMCO Terms and Conditions of 
Purchase
2-25 Processes to 
remediate negative 
impacts
EthicsPoint
Code of Business Conduct
2-26 Mechanisms for 
seeking advice and 
raising concerns
Code of Business Conduct
2-27 Compliance with 
laws and regulations
Page 57
2-28 Membership 
associations
Professional Associations
2-29 Approach to 
stakeholder engagement
Pages 22-25

Columbus McKinnon // Corporate Sustainability Report // 65
 
GRI Content Index
GRI Standard/Other 
Source
Disclosure
Location
Omission
GRI Sector Standard Ref. 
No.
Requirement(s) Omitted
Reason
Explanation
General disclosures
GRI 2: General 
Disclosures 2021
2-30 Collective 
bargaining agreements
~36% of permanent and 
temporary employees are 
covered by collective bargaining 
agreements. The working 
conditions of employees who 
are not covered by collective 
bargaining agreements are not 
determined based on collective 
bargaining agreements that 
cover other employees. 
However, we do treat everyone 
as equitably as possible.
Material topics
GRI 3: Material Topics 
2021
3-1 Process to 
determine material 
topics
Page 25
3-2 List of material 
topics
Pages 21-25
Economic performance
GRI 3: Material Topics 
2021
3-3 Management of 
material topics
Page 24
GRI 201: Economic 
Performance 2016
201-1 Direct economic 
value generated and 
distributed
CMCO FY 2023 Annual Report 
Page 25

Columbus McKinnon // Corporate Sustainability Report // 66
 
GRI Content Index
GRI Standard/Other 
Source
Disclosure
Location
Omission
GRI Sector Standard Ref. 
No.
Requirement(s) Omitted
Reason
Explanation
Material topics
Anti-corruption
GRI 3: Material Topics 
2021
3-3 Management of 
material topics
Page 24
GRI: Anti-Corruption 
2016
205-2 Communication 
and training about anti-
corruption policies and 
procedures
The Board reviews the anti-
corruption policy annually and 
training is focused on those 
employees deemed higher risk 
for corruption.  
Code of Business Conduct
Energy
GRI 3: Material Topics 
2021
3-3 Management of 
material topics
Page 23
GRI 302: Energy 2016
302-1 Energy 
consumption within the 
organization
Page 52
302-3 Energy intensity
Page 52
Emissions
GRI 3: Material Topics 
2021
3-3 Management of 
material topics
Page 23
GRI 305: Emissions 
2016
305-1 Direct (Scope 1) 
GHG emissions
Page 52

Columbus McKinnon // Corporate Sustainability Report // 67
 
GRI Content Index
GRI Standard/Other 
Source
Disclosure
Location
Omission
GRI Sector Standard Ref. 
No.
Requirement(s) Omitted
Reason
Explanation
Material topics
Emissions
GRI 305: Emissions 
2016
305-2 Energy indirect 
(Scope 2) GHG 
emissions
Page 52
305-3 Other indirect 
(Scope 3) GHG 
emissions
Page 52
305-4 GHG emissions 
intensity
Page 52
Waste
GRI 3: Material Topics 
2021
3-3 Management of 
material topics
Page 23
GRI 306: Waste 2020
306-3 Waste generated
Page 52
306-4 Waste diverted 
from disposal
Page 52. Hazardous waste is 
not included in the calculation
306-5 Waste directed to 
disposal
Page 52. Hazardous waste is 
not included in the calculation

Columbus McKinnon // Corporate Sustainability Report // 68
 
GRI Content Index
GRI Standard/Other 
Source
Disclosure
Location
Omission
GRI Sector Standard Ref. 
No.
Requirement(s) Omitted
Reason
Explanation
Material topics
Supplier environmental assessment
GRI 3: Material Topics 
2021
3-3 Management of 
material topics
Page 24
GRI 308: Supplier 
Environmental 
Assessment 2016
308-1 New suppliers that 
were screened using 
environmental criteria
Supplier Code of Conduct
Occupational health and safety
GRI 3: Material Topics 
2021
3-3 Management of 
material topics
Page 22
GRI 403: Occupational 
Health and Safety 2018
403-1 Occupational 
health and safety 
management system
Page 27 Environmental Health 
and Safety Policy
403-5 Worker training on 
occupational health and 
safety
Page 27. Trainings include 
classrooms, hands-on, monthly 
newsletter, and drills to provide 
the necessary trainings to 
all applicable employees. 
These trainings include topics 
from CPR, proactive safety 
processes, power tool usage, to 
hazardous waste management
403-9 Work-related 
injuries
Page 7. These rates are based 
on 200,000 hours worked.

Columbus McKinnon // Corporate Sustainability Report // 69
 
GRI Content Index
GRI Standard/Other 
Source
Disclosure
Location
Omission
GRI Sector Standard Ref. 
No.
Requirement(s) Omitted
Reason
Explanation
Material topics
Training and education
GRI 3: Material Topics 
2021
3-3 Management of 
material topics
Page 22
GRI 404: Training and 
Education 2016
404-2 Programs for 
upgrading employee 
skills and transition 
assistance programs
Page 31
404-3 Percentage of 
employees receiving 
regular performance 
and career development 
reviews
We require that all of our 
exempt employees receive 
regular performance and career 
development reviews. All bonus 
eligible employees are required 
to receive IDPs.
Diversity and equal opportunity
GRI 3: Material Topics 
2021
3-3 Management of 
material topics
Page 22
GRI 405: Diversity and 
Equal Opportunity 2016
405-1 Diversity of 
governance bodies and 
employees
Page 29

Columbus McKinnon // Corporate Sustainability Report // 70
 
GRI Content Index
GRI Standard/Other 
Source
Disclosure
Location
Omission
GRI Sector Standard Ref. 
No.
Requirement(s) Omitted
Reason
Explanation
Material topics
Local communities
GRI 3: Material Topics 
2021
3-3 Management of 
material topics
Page 22
GRI 413: Local 
Communities 2016
413-1 Operations 
with local community 
engagement, impact 
assessments, and 
development programs
Page 39, 43-45. 100% 
of operations have local 
community development 
programs.
Supplier social assessment
GRI 3: Material Topics 
2021
3-3 Management of 
material topics
Page 24
GRI 414: Supplier Social 
Assessment 2016
414-1 New suppliers 
that were screened 
using social criteria
Code of Business Conduct
Supplier Code of Conduct
Human Rights Policy

Columbus McKinnon // Corporate Sustainability Report // 71
 
SASB Index
Topic
SASB 
Code
Accounting Metric
Unit of Measure
Response
Energy Management
RT-IG-
130a.1
Total energy consumed
Gigajoules
273,888
Percent grid electricity
%
98.77%
Percent renewable electricity
%
1.23%
Employee Health & Safety
RT-IG-
320a.1
Total recordable incident rate
Rate
0.67
Fatality rate
Number
0
Near miss frequency rate
Rate
3.81
Fuel Economy & Emissions in 
Use-phase
RT-IG-
410a.1
Sales-weighted fleet fuel efficiency for medium- and 
heavy-duty vehicles
Gallons per 1,000 ton-miles
Columbus McKinnon does not manufacture medium- and 
heavy-duty vehicles.
RT-IG-
410a.2
Sales-weighted fuel efficiency for non-road equipment
Gallons per hour
Columbus McKinnon does not manufacture any non-road 
equipment that require fuel sources.
RT-IG-
410a.3
Sales-weighted fuel efficiency for stationary generators
Watts per hour
Columbus McKinnon does not manufacture stationary 
generators.
RT-IG-
410a.4
Sales-weighted emissions of NOx & PM for:  
a. marine diesel engines 
b. locomotive diesel engines 
c. on-road medium- and heavy-duty engines 
d. other non-road engines
Grams per kilo-watt-hour
Columbus McKinnon does not manufacture engines.
Materials Sourcing & Efficiency
RT-IG-
440a.1
Description of the management of risks associated with 
the use of critical materials
N/A
Columbus McKinnon responsibly sources the materials used in 
our products. For example, we adhere to our Conflict Minerals 
Policy and are RoHS compliant.
Remanufacturing Design & 
Services
RT-IG-
440b.a
Revenue from remanufactured products and remanufac-
turing services
Reporting currency
Columbus McKinnon does not remanufacture products, 
therefore there is no revenue from remanufactured products 
and remanufacturing services.

Columbus McKinnon // Corporate Sustainability Report // 72
 
TCFD Index
Governance
Recommended Disclosure 
Disclosure Summary 
The Board’s oversight of climate-related risks 
and opportunities 
On a quarterly basis, the Board, specifically the Governance Committee, meets with the General Counsel and Director of Corporate Social 
Responsibility to review strategic plans, metrics, and targets pertaining to climate and other ESG related initiatives. The Board provides advice, 
guidance and asks clarifying questions on climate-related strategy issues. The Board follows up on key climate related company initiatives to ensure 
we stay on track. 
The governance mechanisms into which climate-related issues are integrated include but are not limited to reviewing and guiding strategy, reviewing, 
and guiding major plans of action, reviewing and guiding risk management policies, reviewing and guiding business plans, monitoring implementation 
and performance of objectives, and monitoring and overseeing progress against goals and targets for addressing climate related issues.
Management’s role in assessing and managing 
climate-related risks and opportunities 
Climate-related responsibilities have been assigned to our Senior Vice President of Corporate Development, General Counsel & Secretary along with 
our Director of Corporate Social Responsibility. They together report out to the Board on environmental progress to strategy. 
The Director of Corporate Social Responsibility reports directly to the Senior Vice President of Corporate Development, General Counsel & Secretary 
who directly reports to the CEO. 
Management is informed through regular meetings throughout the year and during the annual enterprise risk management assessment.
Strategy 
Recommended Disclosure 
Disclosure Summary 
Climate-related risks and opportunities identified 
Short-term - 0-2 years. The short-term focus is to identify any changes in regulatory, legal, or other compliance requirements and address any 
opportunities immediately. The short-term horizon also focuses on updating policies as needed and gathering data to calculate our carbon emissions 
profile (scope 1, 2, & 3). 
Medium-term - 2-5 years. The medium-term horizon is to analyze emissions data internally to understand our impact, risk, opportunities and set 
targets. This time horizon also includes making investments in scope 1, 2, & 3 emissions reduction initiatives. 
Long-term - 5-10 years. The long-term horizon is to focus on public disclosure of scope 3 emission reduction targets and emissions roadmap. 
Intentional investments towards carbon reduction initiatives will be made. We have not identified any material climate related risks at this time. 
Columbus McKinnon defines substantive financial or strategic impact on our business based on several factors identified during our Enterprise Risk 
Management process. We look at the probability versus the impact of factors such as the potential of fines, penalties, civil litigation or disruption over 
certain thresholds, the risk to the company’s reputation, compliance risk, operational risk, operating income, and climate change risk. 
Impact of climate-related risks and opportunities 
There have been several conversations at the Executive and Board level regarding climate risks, specifically transitional risks relating to current and 
proposed regulatory requirements, and we are preparing to comply. We rank well against our peer group when it comes to transparency of emissions 
data. We also rank well regarding our emission intensities. From a strategic standpoint, we will continue to invest and understand our opportunities 
for emissions reduction and developing a roadmap for a specific action plan. We have a corporate green team that is in constant contact with local 
team members at each site. Together we monitor and address opportunities in energy and waste management.

Columbus McKinnon // Corporate Sustainability Report // 73
 
TCFD Index
Risk Management 
Recommended Disclosure 
Disclosure Summary 
Identifying and assessing climate-related risks 
Because we want an integrated approach to climate risks, we do not have it separated. It is included in our new Enterprise Risk Management process. 
Through this process, we did not identify any material enterprise risks related to transitional or physical climate related risk. Columbus McKinnon 
defines substantive financial or strategic impact on our business based on several factors identified during our Enterprise Risk Management process. 
We look at the probability versus the impact of factors such as the potential of fines, penalties, civil litigation or disruption over certain thresholds, the 
risk to the company's reputation, compliance risk, operational risk, operating income, and climate change risk. 
Managing climate-related risks 
Our most salient risks when it comes to climate-related risk are transitional in nature. For example, we have proactively identified enhanced emissions 
reporting and increased regulatory and compliance requirements, and we have taken active steps to understand these requirements and are prepared 
to comply with proposed regulations or are currently in compliance with existing requirements. 
Integration into organizational risk management 
Climate-related risks are fully integrated into our holistic approach to Enterprise Risk Management and are evaluated in our formal process along with 
other business risks. 
Metrics & Targets  
Recommended Disclosure 
Disclosure Summary 
Metrics to assess climate-related risks and 
opportunities 
We calculate our complete emissions profile. We measure emission intensity for scope 1, 2, and 3. We look specifically at energy management, waste 
management, and  also measure our water consumption, although our processes are not water intensive. Currently we have not identified material 
climate related risks for the company therefore we do not currently include it in our remuneration policies. 
Greenhouse Gas (GHG) emissions scope 1, 2 and 
3 and related risks 
Scope 1: 6,754 Metric Ton CO2e 
Scope 2: 15,477 Metric Ton CO2e
Scope 3: 152,416  Metric Ton CO2e
When we benchmark ourselves against our industrial manufacturing industry peers, we are relatively low emitters of GHG. However, we are 
measuring our full GHG emissions profile, looking for opportunities for reduction, and taking actions to reduce our GHG emissions. We have engaged 
third parties to assist us in creating a carbon reduction roadmap that makes sense for our business and our stakeholders.
Targets to manage climate-related risks and 
opportunities 
We are in the process of setting internal carbon reduction targets and a roadmap for our action plan but are not prepared to disclose publicly at this 
time.

Columbus McKinnon // Corporate Sustainability Report // 74
Calculation Methodology  
Social 
Leadership 
	
A leadership role is an employee who has at least one direct report.
Number of Employees by Gender 
	
For gender, we use the information provided by employees on their onboarding 	
	
materials to determine this.
Number of Employees by Region 
	
The region is determined based on each employee’s working location in Columbus 	
	
McKinnon’s HRIS system.
U.S. Race & Ethnicity 
	
For race and ethnicity, we use the information provided by employees on their  
	
onboarding materials to determine this.
Percent of Women Promoted 
	
Promotions contributed by females divided by all promotions.
Percent of Women Hiring Rate 
	
The number of permanent new hire females divided by the total permanent  
	
new hires. 
Total Recordable Incident Rate 
	
(Number of occurrences * 200,000)/total hours worked
Near Miss Frequency Rate 
	
(Number of occurrences * 200,000)/total hours worked
Lost Time Rate 
	
(Number of occurrences * 200,000)/total hours worked
Experience Modification Rate 
	
Calculated by third party
Safety Opportunities Rate 
	
(Safety opportunities submitted for the year * 200,000)/total hours worked
Fatality Rate 
	
(Number of occurrences * 200,000)/total hours worked
EHS Training vs Plan 
	
Average trainings completed each month/total number of trainings that  
	
were assigned.

Columbus McKinnon // Corporate Sustainability Report // 75
Calculation Methodology  
Environmental
Electricity 
Site data owners enter the electricity consumption into our reporting software on a 
monthly basis. The data entered comes directly from electricity invoices from suppliers 
or invoices from the landlords of leased buildings. For our small sales offices that are not 
provided with electricity invoices from building owners, the electricity usage is calculated 
based on the average electricity usage per square foot of our known sites. The total 
electricity reported is the sum of all sites’ electricity consumption in megawatt hours.
Natural Gas 
Site data owners enter the natural gas consumption into our reporting software on a 
monthly basis. The data entered comes directly from natural gas invoices from suppliers 
or invoices from the landlords of leased buildings. Due to the global nature of our 
company, natural gas is reported in different units of measurement. Standardization of 
the units takes place using conversion factors. The total natural gas reported is the sum 
of all sites’ natural gas consumption in megawatt hours.
Propane 
Site data owners enter the propane consumption into our reporting software on a 
monthly basis. The data entered comes directly from propane invoices from suppliers or 
invoices from the landlords of leased buildings. Due to the global nature of our company, 
propane is reported in different units of measurement. Standardization of the units 
takes place using conversion factors. The total propane reported is the sum of all sites’ 
propane consumption in megawatt hours.
Gasoline and Diesel 
Gasoline and diesel consumption are based on the yearly average miles driven by 
company owned or leased vehicles and average miles per gallon of each vehicle. 
Heating Oil 
Site data owners enter the heating consumption into our reporting software on a 
monthly basis. The data entered comes directly from heating consumption invoices 
from suppliers or invoices from the landlords of leased buildings. The total heating oil 
reported is the sum of all sites’ heating oil consumption in megawatt hours.
Landfill 
Site data owners enter all landfill amounts into our reporting software on a monthly 
basis. The data entered comes directly from waste management invoices from suppliers 
or invoices from the landlords of leased buildings. This is all regular waste that is 
disposed of through a waste management company that ends up in landfills. This is 
waste that does not contain any hazardous materials or materials that can be recycled 
by local vendors. Due to the global nature of our company, landfill waste is reported 
in different units of measurement. Standardization of the units takes place using 
conversion factors to be reported as metric tons. The total landfill amount reported is the 
sum of all sites’ landfill amounts in metric tons. 
Waste Diverted from Landfill 
Site data owners enter the amounts for all non-landfill, non-hazardous waste that is 
recycled or diverted from landfill for energy production purposes into our reporting 
software on a monthly basis. The data entered comes directly from waste management 
invoices from suppliers or invoices from the landlords of leased buildings. This includes 
but is not limited to recycled cardboard, wood, plastic, metal, electronics, and paper. 
Due to the global nature of our company, the waste diverted from landfill is reported 
in different units of measure. Standardization of the units take place using conversion 
factors to be reported as metric tons. The total waste diverted from landfill amount 
reported is the sum of all sites recycled or used for energy waste in metric tons.

Columbus McKinnon // Corporate Sustainability Report // 76
Environmental 
Water 
Site data owners enter all water consumption into our reporting software on a monthly 
basis. The data entered comes directly from water invoices from suppliers, meter 
readings or invoices from the landlords of leased buildings. Due to the global nature of 
our company, water is reported in different units of measurement. Standardization of 
the units takes place using conversion factors. The total water reported is the sum of all 
sites’ water consumption in cubic meters. 
Emissions 
Scope 1 emissions: The emissions from Columbus McKinnon’s natural gas, propane, 
heating oil, and gasoline and diesel consumption for company owned and leased 
vehicles are included in the scope 1 calculations. The EPA’s Emission Factors for 
Greenhouse Gas Inventories is used for conversion factors for each energy source. 
Scope 2 emissions: U.S. sites’ emissions from electricity were calculated using the 
location-based method by subregion from the EPA’s 2021 eGRID Power Profiler. The 
subregion is based on each US location’s zip-code. All non-US locations are calculated 
using the location-based method by country from Carbon Footprint’s 2022 Grid Electricity 
Emissions Factors (February 2023). Scope 3 emissions were calculated using emission 
factors in Optera’s database.  
Percent of Grid Renewable Energy 
U.S.’s percent of grid renewable energy is calculated based off the EPA’s Power Profiler 
renewable/nonrenewable fuel mix based on the same subregions used for the US 
emissions calculation. For non-U.S. sites, information provided by local energy providers 
determines the perfect of renewable energy that is used. 
Calculation Methodology

Columbus McKinnon // Corporate Sustainability Report // 77