Form 8-K

8-K — GRAHAM CORP

Accession: 0001193125-26-274996

Filed: 2026-06-18

Period: 2026-06-18

CIK: 0000716314

SIC: 3560 (GENERAL INDUSTRIAL MACHINERY & EQUIPMENT)

Item: Regulation FD Disclosure

Item: Financial Statements and Exhibits

Documents

8-K — d154066d8k.htm (Primary)

EX-99.1 (d154066dex991.htm)

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8-K

8-K (Primary)

Filename: d154066d8k.htm · Sequence: 1

8-K

GRAHAM CORP false 0000716314 0000716314 2026-06-18 2026-06-18

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

WASHINGTON, D.C. 20549

FORM 8-K

CURRENT REPORT

PURSUANT TO SECTION 13 OR 15(d)

OF THE SECURITIES EXCHANGE ACT OF 1934

Date of Report (Date of earliest event reported): June 18, 2026

Graham Corporation

(Exact name of Registrant as specified in its charter)

Delaware

001-08462

16-1194720

(State or other jurisdiction

of incorporation)

(Commission

File Number)

(IRS Employer

Identification No.)

20 Florence Avenue, Batavia, New York

14020

(Address of principal executive offices)

(Zip Code)

Registrant’s telephone number, including area code: (585) 343-2216

N/A

(Former name or former address, if changed since last report)

Check the appropriate box below if the Form 8-K filing is intended to simultaneously satisfy the filing obligation of the Registrant under any of the following provisions:

☐

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

☐

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

☐

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

☐

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

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

Title of each class

Trading

Symbol(s)

Name of each exchange

on which registered

Common Stock, par value $0.10 per share

GHM

NYSE

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

Emerging growth company ☐

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

Item 7.01.

Regulation FD Disclosure.

On June 18, 2026, Graham Corporation (the “Company”) posted slides to the investor relations section of its website that will accompany the Company’s presentation at its 2026 Investor Day on June 18, 2026. A copy of the slide presentation is furnished herewith as Exhibit 99.1.

The information furnished pursuant to this Item 7.01, including Exhibit 99.1, shall not be deemed “filed” for purposes of Section 18 of the Securities and Exchange Act of 1934, as amended (the “Exchange Act”), or otherwise subject to the liabilities under such section and shall not be deemed to be incorporated by reference into any filing of the Company under the Securities Act of 1933, as amended, or the Exchange Act.

Item 9.01.

Financial Statements and Exhibits.

(d)

Exhibits.

Exhibit

No.

Description

99.1

Slide Presentation for June 18, 2026 Investor Day.

104

Cover Page Interactive Data File (embedded within the Inline XBRL document).

SIGNATURES

Pursuant to the requirements of the Securities Exchange Act of 1934, the Registrant has duly caused this Report to be signed on its behalf by the undersigned hereunto duly authorized.

Graham Corporation

Date: June 18, 2026

By:

/s/ Christopher J. Thome

Christopher J. Thome

Vice President – Finance, Chief Financial Officer and Chief Accounting Officer

EX-99.1

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EX-99.1

Welcome & Opening Remarks Rachel Jaakkola Chief Human Resources

Officer © © 202 2026 6 GRAHAM CORPOR GRAHAM CORPORATION, ATION, ALL ALL R RIGHTS IGHTS RESER RESERVED VED 2

Agenda 8:30 am 10:15 am Welcome & Opening Remarks Customer Panel

Discussion Rachel Jaakkola Moderator: Matt Malone Chief Human Resources Officer Panelists: Tony Spagnoletti – Bechtel Plant Machinery Inc (Retired) Royce Roemisch – Delek US Company & Product Overview Matt Malone Chief Executive

Officer & President 3-Year Strategic Plan Matt Malone Defense Chief Executive Officer & President Mike Dixon General Manager, Barber-Nichols Growth Enablement Operational Excellence - Will Zmyndak Space Aftermarket Acceleration – Will

Zmyndak 11:15 am Charlie Straka Business Development & Commercialization – Dan Thoren Engineering Director, Barber-Nichols Motor Controller Commercialization – Paul Nistler Global Expansion – Dan Thoren Energy & Process

Digital Systems - Keith Oufnac Will Zmyndak People & Leaders - Rachel Jaakkola General Manager, Graham Manufacturing Financial Framework & Targets Materials Processing Chris Thome Matt Gross Chief Financial Officer General Manager, FlackTek

Safe Harbor Statement Safe Harbor Regarding Forward Looking Statements

This presentation contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. Forward-looking statements are subject to risks,

uncertainties and assumptions and are identified by words such as “expects,” “future,” “outlook,” “anticipates,” “believes,” “could,” “guidance,” “goal,”

“driving,” “should,” “target,” ”may”, “will,” “plan,” “project,” “opportunities,” “potential” and other similar words. All statements

addressing operating performance, events, or developments that Graham Corporation expects or anticipates will occur in the future, including but not limited to, profitability of future projects and the business, its ability to deliver to plan, its

ability to continue to strengthen relationships with customers in the defense industry, its ability to secure future projects and applications, expected expansion and growth opportunities, anticipated sales, revenues, adjusted EBITDA, adjusted

EBITDA margins, forward-looking ROIC, capital expenditures and SG&A expenses, the timing of conversion of backlog to sales, orders, market presence, profit margins, tax rates, tariffs, foreign sales operations, customer preferences, changes in

market conditions in the industries in which it operates, changes in general economic conditions and customer behavior, forecasts regarding the timing and scope of the economic recovery in its markets, and its acquisition and growth strategy, are

forward-looking statements. Because they are forward-looking, they should be evaluated in light of important risk factors and uncertainties. These risk factors and uncertainties are more fully described in Graham Corporation’s most recent

Annual Report filed with the Securities and Exchange Commission (the “SEC”), included under the heading entitled “Risk Factors”, and in other reports filed with the SEC. Should one or more of these risks or uncertainties

materialize or should any of Graham Corporation’s underlying assumptions prove incorrect, actual results may vary materially from those currently anticipated. In addition, undue reliance should not be placed on Graham Corporation’s

forward-looking statements. Except as required by law, Graham Corporation disclaims any obligation to update or publicly announce any revisions to any of the forward-looking statements contained in this presentation. Use of Key Performance

Indicators This presentation includes key performance indicators, such as orders, backlog, and book-to-bill ratio. See the slide entitled Disclaimer Regarding Key Performance Metrics in this presentation for information regarding these key

performance indicators. Use of Non-GAAP Measures This presentation includes non-GAAP measures, such as Adjusted EBITDA, Adjusted EBITDA margin, Adjusted Net income (loss), Adjusted Net income (loss) per diluted share, Organic Revenue Compound Annual

Growth Rate (“CAGR”) and Organic Revenue Growth. See the Appendix for information regarding these non-GAAP measures, including reconciliations to the most directly comparable U.S. GAAP financial measures. Use of Forward-Looking Non-GAAP

Financial Measures Forward-looking ROIC, Organic Revenue CAGR, Organic Revenue Growth, Adjusted EBITDA and Adjusted EBITDA margin are non-GAAP measures. The Company is unable to present a quantitative reconciliation of these forward-looking non-GAAP

financial measures to their most directly comparable forward-looking GAAP financial measures because such information is not available, and management cannot reliably predict the necessary components of such GAAP measures without unreasonable effort

largely because forecasting or predicting our future operating results is subject to many factors out of our control or not readily predictable. In addition, the Company believes that such reconciliations would imply a degree of precision that would

be confusing or misleading to investors. The unavailable information could have a significant impact on the Company’s financial results. These non-GAAP financial measures are preliminary estimates and are subject to risks and uncertainties,

including, among others, changes in connection with purchase accounting, quarter-end, and year-end adjustments. Any variation between the Company’s actual results and preliminary financial estimates set forth above may be material.

Forward-looking ROIC is defined as a return on invested capital and is calculated by dividing net operating profit after taxes by the total invested capital. Forward-looking ROIC is not a measure determined in accordance with GAAP. Nevertheless,

Graham believes that providing forward-looking ROIC is important for investors and other readers of Graham’s financial statements, as it is used as an analytical indicator by Graham’s management to better understand profitability and

efficiency of use of capital for certain projects. Because forward-looking ROIC is a non-GAAP measure and is thus susceptible to varying calculations, forward-looking ROIC, as presented, may not be directly comparable to other similarly titled

Safe Harbor Statement (Con’t) Organic Revenue CAGR is not a

measure defined in accordance with GAAP. Nevertheless, Graham believes that providing Organic Revenue CAGR is important for investors and other readers of Graham's financial statements, as it is used as an analytical indicator by Graham's management

to better understand long-term trends in its underlying revenue performance by removing the effects of acquisitions, divestitures, and other items that are not considered indicative of underlying operating performance. Because Organic Revenue CAGR

is a non-GAAP measure and is thus susceptible to varying calculations, Organic Revenue CAGR, as presented, may not be directly comparable to other similarly titled measures used by other companies. Organic Revenue Growth is defined as the

period-over-period change in net revenue after adjusting for the impact of acquisitions, divestitures, and other items that are not considered indicative of underlying operating performance. Organic Revenue Growth is not a measure defined in

accordance with GAAP. Nevertheless, Graham believes that providing Organic Revenue Growth is important for investors and other readers of Graham's financial statements, as it is used as an analytical indicator by Graham's management to better

understand revenue trends by isolating growth from its existing business operations and excluding the effects of acquisitions, divestitures, and other items that are not considered indicative of underlying operating performance. Because Organic

Revenue Growth is a non-GAAP measure and is thus susceptible to varying calculations, Organic Revenue Growth, as presented, may not be directly comparable to other similarly titled measures used by other companies. © 2026 GRAHAM CORPORATION,

Company & Product Overview Matthew Malone President & CEO ©

Company & Product Overview Graham is a revitalized industrial

business with strong foundation and 1 building momentum as we execute our “Improve to Growth” phase Advancing key enablers with the right talent, systems, and infrastructure to 2 support organic growth Key Messages Investing in and

delivering advanced 3 technologies in attractive end markets Driving strong financial performance including cash generation to enable 4 disciplined capital allocation © 2026 GRAHAM CORPORATION, ALL RIGHTS RESERVED 7

Company & Product Overview GRAHAM IS A MISSION-CRITICAL SOLUTION

PROVIDER ACROSS THREE CORE END-MARKETS Graham at-a-Glance Defense Founded | 1968 IPO Leading global provider of 1936 Mission-critical fluid, power, mission-critical engineered vacuum, heat transfer, and products that maximize system advanced mixing

solutions for Employees value for defense, space, long-term strategic platforms from 730+ energy, and process applications undersea to space where performance matters Market Cap most 1 $1.3B Space Provider of critical fluid management, propulsion

technologies, thermal Revenue CAGR since FY22 19% management systems, and advanced mixing systems for government and GLOBAL FOOTPRINT commercial space customers Energy & Process Specialized solutions for energy & industrial process markets

including plant-critical condensers, 100+ 7 vacuum ejectors, cryogenic Countries Locations Served pumps, heat exchangers, and advanced mixing systems 1) Market cap as of 6/15/2026 close © 2026 GRAHAM CORPORATION, ALL RIGHTS RESERVED

Company & Product Overview REVITALIZED CYCLICAL INDUSTRIAL WITH

“STABILIZE” PHASE COMPLETE DURABLE MOMENTUM INTO “IMPROVE TO GROWTH” PHASE TODAY Accelerating Growth From TRANSFORMATIONAL ACQUSITION a Stable Foundation GROWTH IMPROVE STABILIZE CYCLICAL FY26 - 27 Pre-FY22 FY23 - 25 FY27

Company & Product Overview Graham Portfolio Defense Space Energy

& Process 60% of FY26 Revenue 6% of FY26 Revenue 34% of FY26 Revenue Military Torpedoes Small Aircraft Aircraft & Satellites & Refining, Modular Carriers / Launch Power & Unmanned Lunar Life Support Petrochem, Nuclear Nuclear

Vehicles Generation High-Energy Underwater Exploration Edible Oils Reactors Submarines Laser/Radar Vehicles (SMRs) Key Products: Key Products: Key Products: Condensers Fuel Delivery Turbopumps Vacuum Systems Heat Exchangers Cryogenic &

Propellent Management Heat Exchangers Air Turbine Pumps Thermal Management Pumps Helium Circulators Torpedo Powerplant Oxygen Fan Blowers Super Critical CO2 Turbo Machinery Laser/Radar Cooling Pumps & Controllers Thrust Vector Control Actuators

Cryogenic & Liquid Propellant Pumping Advanced Mixing Systems Advanced Mixing Systems Advanced Mixing Systems GRAHAM LEVERAGING SYNERGIES AND CROSS-MARKET OPPORTUNITIES THROUGHOUT THE PORTFOLIO © 2026 GRAHAM CORPORATION, ALL RIGHTS RESERVED

Company & Product Overview Why We Win / Key Differentiators

Proprietary Technology & Toolsets High IP to enhance customer system value Long-Standing & high barrier to entry Full Product Lifecycle Customer Relationships Extension of customer team, highly Initial Concept to Aftermarket expertise and

embedded in workflows capabilities with proven success Strong Highly Engaged Culture Technical Expertise Dedicated to integrity, excellence, continuous improvement, and Managing and designing to meet innovation customer needs and reduce risks Market

Company & Product Overview Introducing New 3-Year Targets

(FY27-FY29) 8-10% Incremental Margin Expansion >14% Selective & Accretive M&A (1) (1) Organic Revenue CAGR towards Top Quartile Enterprise ROIC © 2026 GRAHAM CORPORATION, ALL RIGHTS RESERVED (1) See the Safe Harbor Statement

regarding Graham’s use of Forward-Looking Non-GAAP Financial Measures 12

Company & Product Overview Today’s Presenters –

Execution & Growth Focused Management Team Leadership Attributes Diverse industry expertise Growth mindset Matthew Malone Daniel Thoren Rachel Jaakkola Christopher Thome Chief Human Resources Officer CEO & President Strategic Advisor Chief

Financial Officer Financial & operational rigor Disciplined capital allocation approach Continuous improvement culture Balanced strengths Will Zmyndak Matt Gross Mike Dixon Supported by strong and General Manager, Graham Mfg General Manager,

FlackTek General Manager, Barber-Nichols engaged Board Experienced Team Well-Positioned to Drive “Improve to Growth” Phase Keith Oufnac Charlie Straka Paul Nistler Chief Information Officer Engineering Director Controller BU Lead ©

Defense Mike Dixon General Manager, Barber-Nichols © © 202

2026 6 GRAHAM CORPOR GRAHAM CORPORATION, ATION, ALL ALL R RIGHTS IGHTS RESER RESERVED VED 14

ENERGY & PROCESS SPACE DEFENSE Defense REVENUE ($ in millions)

Defense Key Messages $147.4 Embedded on long-cycle strategic platforms while enabling disruptors $121.9 $99.5 Trusted, proven leader in mission-critical mobility applications 1 where efficiency and power density matter most $65.3 $62.2 Global

security concerns driving increased U.S. and allied funding FY22 FY23 FY24 FY25 FY26 2 to support modernization and next-generation requirements CUSTOMERS Backlog provides stable foundation & visibility to enable disciplined 3 capital deployment

while commercial mindset allows adaptability >80% sole-source content on long-term strategic programs with 4 high barriers to entry creating resilience across budget cycles © 2026 GRAHAM CORPORATION, ALL RIGHTS RESERVED 15

ENERGY & PROCESS SPACE DEFENSE Defense Market and Product Overview

CATEGORIES HIGHLIGHTS Strong and expanding demand supported by increased U.S. defense budgets and accelerated shipbuilding driven by geopolitical tensions Key supplier of mission-critical systems for submarines, aircraft carriers, and undersea

propulsion and power systems >80% of defense revenue is sole-sourced with high barriers to entry SUMMARY Critical capabilities enhanced through strategic customer grants - $29 million to-date Embedded recurring revenue opportunities as installed

base of equipment grows; overhauls, spares Consistent execution on current programs is leading to new and adjacent opportunities Aircraft Carriers & Nuclear Submarines Military Aircraft SERVING Torpedoes & Unmanned Underwater Vehicles

Directed Energy Lasers High-Power Radar Condensers & Heat Exchangers Air Removal Packages Air Turbine Pumps CONTENT Torpedo Powerplant Laser / Radar Cooling Pumps & Controllers © 2026 GRAHAM CORPORATION, ALL RIGHTS RESERVED

ENERGY & PROCESS SPACE DEFENSE Defense Long-Cycle Visibility on Key

Navy Nuclear Programs (2) GRAHAM REVENUE OPPORTUNITY ~$1.8 BILLION THROUGH 2056 BASED ON STRATEGIC PLATFORM PROJECTIONS SSN Virginia Class Subs CVN Ford Class Carrier SSBN Columbia Class Subs Torpedoes 2 Completed 27 Completed 3 Under Construction

Mk 48: 3 Option Years Remaining (1) Build Plan 2 Under Construction 14 Under Construction 9 Remaining Electrification Across 6 Remaining 32 Remaining + 3 AUKUS Multiple Weight Classes 1 every 4 years 2 per year 1 per year (1) Build Timeline Mk 48:

50-120 per year Expected completion by Expected completion by Expected completion by Electric: 100+ per year FY54 FY56 FY40 GHM Revenue (3) (3) (3) ~$300M ~$800M ~$500M ~$150M Potential (1) Build timeline and number of builds planned based on U.S.

Navy Report to Congress on the Annual Long-Range Plan for Construction of Naval Vessels for Fiscal Year 2026. (2) GHM revenue potential equals number of planned builds multiplied by approximate value of GHM products incorporated into each build at

current prices and does not consider any future content, pricing increases or inflation. (3) GHM typically building ahead on blocks with advanced funding. © 2026 GRAHAM CORPORATION, ALL RIGHTS RESERVED 17

ENERGY & PROCESS SPACE DEFENSE Defense Case Study – Compact

Radar Cooling Pumps Industrial Pump Background Graham was selected to design and supply a cooling pump for an advanced radar program that enables 360-degree air and missile defense. Pump design optimizes Size, Weight, and Power (SWaP) to improve

battlefield capability. Primary array is same size as Patriot system, but more than twice the power. 1 Radar market expect to reach $90B by 2030, expanding at a CAGR of 7.9% . Rising demand for high-resolution, long-range military radars, the

adoption of artificial intelligence and machine 27” L x 16.2” W x 12” H learning for target detection and tracking. 210 lbs Our Unique Solution High-speed pump technology that is 50% weight and 60% volume of comparable industrial

pump Compact Radar Pump Permanent magnet motor with advanced magnets and insulation design for extended life Liquid cooled integral motor for maximum heat rejection and compact packaging Sensorless speed control to eliminate speed feedback

instrumentation Advanced inverter devices for optimal heat rejection and efficiency Outcomes and Accomplishments Successfully completed 8-unit field testing and designated a program of record by U.S. Army. Production ramp with increasing demand

(estimated 8-12+ radars/year). Two redundant pumps per radar platform with spares to support fleet maintenance. Core pump architecture is scalable and modular with applicability to additional radar and directed 60% Volume energy laser systems. 50%

ENERGY & PROCESS SPACE DEFENSE Defense Strategic Long-Term Growth

Initiatives PROACTIVELY POSITIONING THE BUSINESS TO LONG-TERM GROWTH TRENDS LEVERAGING CORE COMPETENCY INCREASE CONTENT ON GROW STRONG CORE AFTERMARKET EXPANSION NEXT-GEN PLATFORMS Expand Content on Strategic Navy Platforms Align investments with

growing U.S. defense Expand sustainment, overhaul, and lifecycle to grow positions on Ford-class carriers, and priorities including undersea warfare, support across long-term defense platforms Virginia- and Columbia-class submarines hypersonics,

energetics, space propulsion, Torpedo Ejection Pumps and energy resilience Scale Submarine Industrial Base Capacity MK48 Heavyweight Torpedo through investments in facilities, automation, Directed energy & high-power radar systems LTAMDS Radar

and workforce development to meet require advanced cooling, thermal accelerating Navy demand management, and compact power systems Development programs are transitioning to Low-Rate Initial Production resulting in Broaden Mission-Critical Defense

Air-breathing hypersonic vehicles demand increasing installed base Technologies by extending core precision turbomachinery and thermal turbomachinery and fluid management management capability into adjacent defense markets Leverage

Barber-Nichols’ heritage in space Transition prototype and engineering products for national security space programs into long-term production revenue initiatives in missile defense and propulsion by leveraging engineering and rapid

ENERGY & PROCESS SPACE DEFENSE Entrenched on Critical U.S. Navy

Platforms Ford-class carriers, Columbia- and Virginia-class submarines, and 1 Mk48 torpedo programs with long-cycle, high-barrier positions and strong incumbent advantage. Differentiated Mission-Critical Technology Proprietary expertise in

high-speed turbomachinery, power generation, 2 Defense cryogenic systems, and precision fluid management for demanding defense applications. Uniquely Positioned to Win Defense-Qualified Manufacturing Infrastructure Specialized facilities, welding,

testing, and quality systems aligned to 3 Naval Nuclear Propulsion and submarine industrial base requirements. Agile Mid-Tier Defense Supplier Combining prime-level technical capability with the responsiveness 4 and flexibility needed to support

Space Charlie Straka Engineering Director, Barber-Nichols © ©

202 2026 6 GRAHAM CORPOR GRAHAM CORPORATION, ATION, ALL ALL R RIGHTS IGHTS RESER RESERVED VED 21

SPACE ENERGY & PROCESS DEFENSE DEFENSE SPACE Space 1 2 REVENUE

& TOTAL ORDERS ($ in millions) Space Key Messages $35.3 Utilizing proven ground-based hardware to enable successful space expansion $21.2 $5.3M Virgin $20.1 Orbit Established turbomachinery provider trusted to deliver on safety, $16.8 1 $15.9M

$15.2 $14.7 $14.5 reliability, and performance; imperative to mission success $13.3 $10.7 $5.7 FY22 FY23 FY24 FY25 FY26 Product platforms serving the entire value chain: launch vehicles 2 Revenue Orders to payloads for orbit, moon, deep space, and

astronauts CUSTOMERS Enabling the next era of space commercialization with industry- leading customers, built on decades of mission-proven 3 performance Proven, rapid product development cycle well-positioned to benefit 4 from long-term secular

trend of space commercialization 1) FY24 Impacted by Virgin Orbit Bankruptcy © 2026 GRAHAM CORPORATION, ALL RIGHTS RESERVED 22 2) See appendix for additional information regarding Graham's use of key performance metrics

SPACE ENERGY & PROCESS DEFENSE SPACE Space Market and Product

Overview CATEGORIES HIGHLIGHTS Developing content in commercial space through rocket engine turbopump systems and satellite launch support Positioned for long-term growth from extended space exploration and next-gen SUMMARY aerospace propulsion

technologies Products play key roles in thermal/fluid management and environmental control systems critical for future missions Rocket Launch Satellites SERVING Life Support Lunar Exploration Fuel Delivery Turbopumps Cryogenic & Propellant Fluid

SPACE ENERGY & PROCESS DEFENSE SPACE Space Low-Flow, High Pressure

Case Study – Cryogenic Fluid Pumps Background Graham has 50-years of cryogenic pump experience in demanding and sensitive applications including power distribution, superconducting magnets, nuclear moderators, and synchrotrons. Broad

technology applicability in launch vehicle propellant management, lunar landers, orbital refueling, nuclear thermal propulsion, surface fission power, orbital data centers, sensor cooling. 1 Space propulsion market expect to reach $30B by 2030,

expanding at a CAGR of 16.0% to support longer and interplanetary missions, scaling electric propulsion for larger spacecraft, and rising commercial activity in low Earth orbit (LEO) that requires frequent orbital adjustments Our Unique Solution

Custom, high-speed bearings enabling improved hydraulic efficiency that reduces fluid heating. Cryogenic Pumps Thermal isolation between motor and cryogenic fluid. Hermetic designs to eliminate mechanical seals and prevent leakage. Maximized power

density to minimize footprint and weight. Outcomes and Accomplishments Successfully launched cryogenic pumps on many mission-critical launches since early 2000’s. Transitioning to low-rate production on long-cycle programs where propellant

management (fuel) and thermal management (heat rejection) are mission-critical. Fluid cooling pump for high-capacity communication satellite (20+ delivered) Upper-stage cryogenic pump for launch vehicle (20+ delivered) Next-generation astronaut

oxygen fan (5+ delivered) Turbine wheels for rocket engine turbopump (100+ delivered) Solenoid cryogenic pump for lunar lander (18 in-process) (1) Business Research Company's Space Propulsion Market Size, Share, Competitive Landscape and Trend

SPACE ENERGY & PROCESS DEFENSE SPACE Space Strategic Long-Term

Growth Initiatives PROACTIVELY POSITIONING THE BUSINESS TO LONG-TERM GROWTH TRENDS LEVERAGING CORE COMPETENCY INCREASE CONTENT ON GROW STRONG CORE MOVE WITH PACE OF MARKET NEXT-GEN PLATFORMS Deepen core technical moats in high-speed Continue to

secure next generation launch Streamlined manufacturing and supply chain to turbomachinery, cryogenics, and space power vehicle and satellite platforms where optimized drive development velocity electronics size, weight, performance are paramount

Develop and scale technologies to support World-class test & validation ecosystem Unrelenting evolution into a full-scale system electrification evolution provider System and process enhancements across Modular product development rather than

entire portfolio Enhance system intelligence to get engaged bespoke design earlier and optimize the system concept Standardize core architectures for pumps, Leverage design & product heritage across compressors, turbines Applicability to space

SPACE ENERGY & PROCESS DEFENSE SPACE Leader in engineered

power-dense mission critical turbomachinery leveraging decades of expertise in cryogenic and fluid pumping in 1 harsh environments Proven and trusted supplier on established space vehicle platforms with extensive heritage on delivering for human

life and 2 Space critical asset missions Uniquely Positioned to Win World-class Cryogenic Propellant Test facilities enabling rapid testing others can’t offer and in-depth collaborative testing with 3 customers Strategically positioned to

Energy & Process Will Zmyndak General Manager, Graham Mfg ©

DEFENSE SPACE DEFENSE ENERGY & PROCESS Energy & Process REVENUE

($ in millions) Energy & Process Key Messages Energy & Process Modernizing legacy installed-base while developing next-gen energy solutions $83.3 $73.3 $72.8 $70.6 Mission-critical products trusted to perform $54.9 1 90-years of reliable

field performance and no material commissioning failures. Reputation for execution, quality, and lifecycle reliability. Leveraging R&D to drive efficiency and customer value FY22 FY23 FY24 FY25 FY26 2 Advancing technology portfolio on steam jet

ejectors and nuclear circulators. CUSTOMERS Transforming aftermarket from reactive to proactive 3 Transitioning from “pick up phone” sales to proactive in-plant service visits. Core competencies applicable across diverse markets 4

DEFENSE SPACE DEFENSE ENERGY & PROCESS Energy & Process Market

and Product Overview CATEGORIES HIGHLIGHTS Versatile proprietary technology leverageable across broad end-markets including refining, petrochemical, edible oil, steel process, nuclear Facilitate increasing global energy demand, especially related to

AI infrastructure buildout through modular nuclear reactor programs SUMMARY Stable demand in traditional O&G energy markets and strong aftermarket demand from global energy and chemical customers Increasing growth opportunities in international

markets such as India, Middle East Oil & Gas / Chemical Process Power Generation SERVING Small Modular Nuclear Reactors (SMRs) Cryogenics Vacuum Systems Heat Exchangers CONTENT Helium Circulators Super Critical CO2 Turbo Machinery Cryogenic

DEFENSE SPACE DEFENSE ENERGY & PROCESS Energy & Process IEA,

Nuclear Programs Market Highlight – Small Modular Nuclear (SMR) Key Market Highlights Major SMR developers backed by significant commercial and government support with target 1 commercial operation by 2030 with more than 80 active SMR designs

. Demand for reliable power extends beyond traditional grid electricity including process industries, data centers, and coal plant conversions Initial SMR criticality tests are ongoing at Idaho National Lab and certification/licensing process

actively being streamlined Customer Collaboration Market Opportunity Global investment in SMR increases to $25B in 2030 as reliable power for grids, data 2 centers, heavy industry, and remote power . Graham Serviceable Obtainable Market per 1GW

Plant = $15-30M Graham Serviceable Obtainable Market per 300 MW SMR = $5-15M Main condensers, steam jet air ejectors, auxiliary heat exchangers, circulators, etc Competitive Positioning Exposure to multiple winning reactor architectures creating a

“pick and shovel” position for high temperature gas, gas-cooled, and molten salt reactors. Turbomachinery experience in extreme operating conditions [temperature, pressure, reliability] where size matters. Coverage from reactor core

[Barber-Nichols] to grid connection [Graham Mfg]. Decades of mission-critical reliability in naval nuclear, refining, petrochemical. Full product lifecycle offering from process design through fabrication. (1) IAEA © 2026 GRAHAM CORPORATION,

DEFENSE SPACE DEFENSE ENERGY & PROCESS Energy & Process

Strategic Long-Term Growth Initiatives LEVERAGE CORE TECHNOLOGIES, INSTALLED BASE, AND ENGINEERING EXPERTISE TO CAPTURE LONG-TERM GROWTH OPPORTUNITIES INCREASE CONTENT ON AFTERMARKET GROW STRONG CORE NEXT-GEN PLATFORMS ACCELERATION Drive profitable

growth by deepening customer Increase long-term value creation by Monetize Graham’s large installed base relationships in core markets where Graham expanding Graham’s role on next-generation through recurring aftermarket, reliability,

and already possesses differentiated technology, energy, and industrial platforms. modernization opportunities. reputation, and installed-base advantages. Leverage proprietary vacuum & heat Leverage cross-business innovation and Shift from

reactive service support to transfer expertise to improve customer analytical capability to improve customer proactive lifecycle partnership model efficiency and reliability efficiency and reliability targeting 25% aftermarket growth over 3- years

Increase penetration in high-value Utilize core competences to capture maintenance, turnaround, and upgrade emerging opportunities in adjacent markets Utilize AI and asset intelligence tools to projects including nuclear, power generation, identify

upgrade and reliability opportunities geothermal Complete new capital investments to drive Expand field service, inspections, retrofits, operational improvement and margin Utilize international footprint to pursue and performance optimization

offerings enhancement regional growth opportunities in India, Increase recurring revenue through spare Middle East Improve responsiveness and margins parts, nozzle upgrades, and modernization through ERP, AI-enabled engineering, and programs

DEFENSE SPACE DEFENSE ENERGY & PROCESS One-Stop Solution Provider

with a Comprehensive Full Lifecycle Offering Initial concept + manufacturing + commissioning + aftermarket of complete integrated 1 packages Decades of Proprietary Application Knowledge 90-years of proprietary expertise in vacuum, heat transfer, and

precision process 2 applications Energy & Process Strong Aftermarket Pull-Through Opportunity Uniquely Positioned >$1B installed based creates reoccurring opportunities and strengthens customer 3 relationships through annual maintenance and

modernization to Win Resilient Business Model Support Long-Term Investment Diversification enables investment during cyclical downturns to strength upswing market 4 position Customer Process System Intelligence Drives Customer Value Deep customer

Materials Processing Matt Gross General Manager, FlackTek © ©

202 2026 6 GRAHAM CORPOR GRAHAM CORPORATION, ATION, ALL ALL R RIGHTS IGHTS RESER RESERVED VED 33

MATERIALS FLACKTEK DEFENSE PROCESSING Materials Processing Materials

Processing Key Messages Expect ~$30 million of Revenue FY2027 (1) Expect ~$3 million of Adjusted EBITDA Utilizing mixing technology to maximize customer process throughput $25 million of potential future earnouts tied to progressively increasing

EBITDA targets Building a diversified, consolidated Graham platform. from FY2027 – FY 2030 FlackTek is trusted leader in advanced materials processing. 1 Proprietary technology. Diverse installed base. Physics-based foundation. CUSTOMERS

Enabling next-generation manufacturing throughput 2 Reduces process time. Improves repeatability. Automation-enabled. Synergistic cross-selling opportunities with exposure to high- growth strategic end markets 3 Aerospace. Defense. Space. Battery.

Nuclear. Semiconductor. Chemical. Extensive runway for platform expansion through accelerated commercialization 4 Integrated automation. Consumables & aftermarket. Service plans. © 2026 GRAHAM CORPORATION, ALL RIGHTS RESERVED (1) See the

Safe Harbor Statement regarding Graham’s use of Forward-Looking Non-GAAP Financial Measures 34

MATERIALS FLACKTEK PROCESSING Materials Processing Traditional v.

MATERIALS FLACKTEK PROCESSING Materials Processing One Technology

Platform. Market and Product Overview R&D to Production Scale. CATEGORIES HIGHLIGHTS Large Medium Recognized as a leader in high-performance, bladeless centrifugal mixing, designs and manufactures advanced mixing systems, accessories, Small

consumables, and material processing solutions built on proprietary product portfolio Trusted by a global customer base that includes industry-leading OEMs, research and development centers, defense laboratories, and industrial manufacturers SUMMARY

Serves diverse end-users across advanced materials markets including Specialty Lab Scale adhesives, sealants, functional coatings, composites, electronics, and many Pilot Scale Production more <1g – 100g <50kg <1kg Large install base

that drives predictable, recurring demand for proprietary consumables, accessories, and services, enhancing revenue visibility and Mega lifetime value Defense (energetics, radar, missiles, sensors, avionics, UAVs, drones) Space (thermal coatings,

thrust control, insulation, structural coatings) SERVING Energy & Process (nuclear fuel, oil & gas, chemicals, food, batteries, pharmacy) Industrial (aerospace, medical, personal care, additive mfg) Bladeless Dual Asymmetric Centrifugal

MATERIALS FLACKTEK PROCESSING Materials Processing Case Study –

MATERIALS FLACKTEK PROCESSING Materials Processing Strategic Long-Term

Growth Initiatives PROACTIVELY POSITIONING THE BUSINESS TO LONG-TERM GROWTH TRENDS LEVERAGING CORE COMPETENCY SCALE INTO PRODUCTION DRIVE RECURRING & HIGH-MARGIN EXPAND INSTALLED BASE INFRASTRUCTURE REVENUE STREAMS Expand penetration across

defense, aerospace, Deploy large-scale MEGA systems for industrial Expand proprietary consumables & accessories energy, and industrial markets throughput Increase service, support, and preventative Increase technology adoption within national

Enable high-volume production for beachhead maintenance programs labs and strategic manufacturing programs end-markets Develop automation, controls, and process Expand global footprint and channel reach Expand integrated automation and process

integration offerings control capabilities Drive customer standardization around Create higher customer lifetime value through FlackTek processing workflows Position FlackTek as critical manufacturing workflow integration & application

MATERIALS FLACKTEK PROCESSING Proprietary & Defensible Technology

Patented dual asymmetric centrifugal processing technology 1 Bladeless architecture enables precision mixing with minimal contamination Difficult-to-replicate know-how developed over decades Production Scale Product Offering (MEGA) Only platform

capable of multi-hundred-kilogram bladeless processing 2 MEGA platform enables industrial-scale throughput Materials Processing Significant reduction in manufacturing cycle times Uniquely Positioned Deep Customer Integration with High Switching

Costs to Win Embedded within customer material qualification workflows 3 High switching costs once processes are validated Long product life cycles in defense and aerospace programs R&D and Innovation Pipeline Automation-enabled systems, fully

Customer Panel Discussion Tony Spagnoletti Royce Roemisch Senior

Strategic Plan Matthew Malone President & CEO © © 202

2026 6 GRAHAM CORPOR GRAHAM CORPORATION, ATION, ALL ALL R RIGHTS IGHTS RESER RESERVED VED 41

Strategic Plan Thematic, Decentralized Corporate Structure CORPORATE

HOLDING COMPANY Strategy. Intelligence. Enablement. Market & Customer Insight Competitive & Technology Intelligence Strategic Guidance & Thought Leadership Thermal Power Management Electronics Mission-Critical Turbomachinery Solutions

Power Electronics & Vacuum & Heat Transfer Materials Processing Thermal Management Turbomachinery Control EXCELLENCE ACROSS THE FULL PRODUCT LIFECYCLE CONCEPT DESIGN MANUFACTURE ASSEMBLE TEST SERVICE ECO (System) Intelligence Best-Fit

Solution Market, technology, partner & supply chain insights Maximize System Value We combine the right capabilities – Improved performance. Reduced not all capabilities – to optimize the Customer Need risk. Mission Success system

Strategic Plan Leverage strengths and best practices across Corporation

3 Strategic Vision People - Business coaching, mentoring, training, leadership development Strengthen the core through operational excellence across Playbooks - Best practices including succession planning, strategic 1 diversified end markets

planning, hiring/onboarding Systems - Optimize Shared Services (IT, Compliance, Risk) with unified strategic vision & standardized systems Scale + Testing Capital - Cash management & disciplined capital allocation Pricing + M&A –

Selective & proprietary deals with integration playbook Op Excellence Tech Adoption + Scale Mission-critical, full lifecycle engineered products that maximize 4 system value Innovation + Int’l Fab Pricing + Mixers Proactive Heat Controls

Thematic, decentralized Corp with scalable Exchangers playbook & strong, like-minded BU’s Power System Fan & Electronics Blowers Intelligence Optimize efficiency and Size, Weight, and Power (SWaP) for mission-critical systems with

market agnostic Expand product lifecycle and capabilities through Motors Pumps technology & core competencies 2 entrepreneurship and M&A Valves Service/ Full Product Systems Intel Testing Go-To-Market Aftermarket Lifecycle Adjacent Heat

Strategic Plan Mission-Critical Engineered Products Maximizing System

Value Highly engineered hardware in ecosystems where the MISSION CRITICAL BROAD PORTFOLIO MAXIMIZED SYSTEM VALUES MISSION-CRITICAL. SYSTEM ENABLING. Engineered for extremes. Proven Standard and custom solutions that Hardware and intelligence working

together most demanding missions require proven performance, in the most demanding environments integrate and perform across applications to deliver performance that matter. BUILT FOR WHAT’S NEXT trusted reliability and maximized system value

LAUNCH VEHICLES MAIN NUCLEAR Enabling reliable ascent and mission POWERPLANT CONDENSER success across all stages. Advanced heat rejection enabling optimal thermal performance and long- duration, quiet operations. ON SATELLITES AIR TURBINE PUMP (ATP)

ON AXIOM BACKPACK Thermal Management Pumps LUNAR SURFACE SYSTEMS Reliable high-performance maintaining precise Rover, mobility, and infrastructure Oxygen Fan providing power to launch torpedoes to sustain missions to the moon. temperature control

for reliable oxygen circulation to with precision and speed. optimal performance and support astronauts life PPFW (PRIMARY & reliability support systems. SECONDARY PUMP) Providing critical flow for reactor coolant circulation LIFE SUPPORT

SYSTEMS and system reliability Critical life support hardware for crewed missions and habitats MK48 TORPEDO – ALIENATOR & REGULATOR ON LUNAR LANDER (MK1) Delivers reliable electrical power regulation for Cryogenic liquid hydrogen and

guidance, control and Oxygen Pumps with controllers mission success. delivering reliable cryogenic fluid management for safe, efficient lunar landings and operations. PRODUCT HARDWARE | Built with Pride. Trusted to Perform. Eco(system) intelligence

| We use it to maximize system value. MARKET AGNOSTIC TECHNOLOGY UTILIZED IN MISSION-CRITICAL ENGINEERED PRODUCTS INFORMED BY SYSTEM INTELLIGENCE © © 202 2026 6 GRAHAM CORPOR GRAHAM CORPORATION, ATION, ALL ALL R RIGHTS IGHTS RESER RESERVED

VED 44 44

“STABILIZE” PHASE COMPLETE, TRACKING TO FY27 GUIDANCE

DURABLE MOMENTUM INTO “IMPROVE TO GROWTH” PHASE Strategic Plan TODAY Accelerating Growth From a Stable Foundation GROWTH IMPROVE STABILIZE FY26 - 27 FY23 - 25 FY27 & Beyond © 2026 GRAHAM CORPORATION, ALL RIGHTS RESERVED

IMPROVE GROWTH STABILIZE Credibility Through Action & Results FY26

FY21 25% 34% Defense Energy & Process Revenue Revenue >20% $97.5M $245M Strategic Plan (1) 6% ROIC Hurdle Rate 75% Space 60% Energy & Stabilize Phase Process Defense Completed – Strong Expanded Portfolio Diversification Disciplined

Capital Allocation Foundation and Chart Title Execution $533M 10.7% 10.6% 10.7% 7.2% 5.4% -3.4% $138M 15.2% FY21 Backlog FY26 Backlog FY22 FY23 FY24 FY25 FY26 (2) (1) Robust Backlog Growth Adj. EBITDA Margin Expansion 1) See the Safe Harbor

Statement and the appendix for additional important disclosures regarding Graham’s use of the non-GAAP measures of forward-looking ROIC and Adjusted EBITDA Margins and the reconciliation of Net Income to Adjusted EBITDA Margin. © 2026

STABILIZE IMPROVE GROWTH Strategic Plan Phased Approach to Sustainable,

Long-Term Growth PROACTIVELY POSITIONING THE BUSINESS TO LONG-TERM GROWTH TRENDS LEVERAGING CORE COMPETENCY DEFENSE ENERGY & PROCESS SPACE GRAHAM CORPORATE Rising Grid Demand From AI Naval Ship and Submarine Demand & Data Centers |

Diversification Expansion Driven by Geopolitics Operational Excellence is at the Core Accelerating into Nuclear & Renewables ü Cryogenic Test Facility ü Assembly & Test Facility ü New Navy Facilityü IT Infrastructure

ü Liquid Nitrogen Testing ü India Team & Capability ü Automated Weldingü 5-yr/$80M Credit Facility ü Expanded Space Cleanroom ü NextGen Nozzle ü Navy Overhaul Facilityü $150M Shelf Registration Improve

& Cleaning Capability ü Automated Welding ü X-Ray Facilityü Corporate Playbooks (0-2 years) ü CNC Machining Capacity ü Small Modular Nuclear R&D ü Skilled Workforce Training Batavia ERP Expansion Next Generation

Platforms R&D for New Product R&D for New Product M&A Introduction Introduction Modernizing Legacy Designs Expand Corporate Team Growth Existing Products in Emerging Existing Products on Scaling Expand Scope of Supply Shared Services

& Best “New Energy” Markets Platforms & Markets (1-5+ years) Practices Supplier Development Leverage $1B Installed-Base Feasibility & Validation Testing Funding Arvada Land Acquisition via Service & Aftermarket India for

STABILIZE IMPROVE GROWTH Strategic Plan Completed Strategic Facility

Investments New Navy Facility in Batavia, NY (Completed 2QFY26) Cryogenic Test Facility in Jupiter, FL (Completed 4QFY26) Assembly & Test Facility at Barber Nichols (Completed 1QFY26) Liquid Nitrogen Testing at Barber Nichols (Completed 2QFY26)

STABILIZE IMPROVE GROWTH Strategic Plan Enabling the Growth Phase

Through Focused Product Lifecycle Investments PRODUCT LIFECYCLE VALUE IDENTIFICATION VALUE CREATION VALUE EXTRACTION c Market & Technology & Commercialization & Service & 1 2 3 4 Production Scale Customer Need Product Solution

Aftermarket 1. Disruptive Solutions via 2. Commercialization via 3. Global Expansion 4. Aftermarket Acceleration Business Development Product Go-To-Market Expand international localization Integrate market intel with business footprint to expand

global reach and systems to proactively stimulate Utilize innovative R&D to enhance Productize & commercialize existing competitive advantage service & aftermarket growth competitive advantage in new and solutions to scale across

multiple existing markets customers & applications Ex. India for “Rest of World” Ex. AI for Proactive Aftermarket Ex. NextGen Nozzle, Electric Drive Ex. Heliflow, SCAMP, Motor Controller Torpedo, Multi-Channel Diffuser M&A:

Growth Enablement William Zmyndak Daniel Thoren Keith Oufnac Rachel

Jaakkola Paul Nistler Operational Excellence Business Development & Digital Systems People & Leaders Motor Controller Commercialization Commercialization - - Aftermarket Acceleration Global Expansion © 2026 GRAHAM CORPORATION, ALL

RIGHTS RESERVED 50

Growth Enablement Case Study – Navy Facility in Batavia, NY

Operational Excellence Added 30,000 sq-ft Navy facility to increase capacity by ~10% and Drives Growth reduce product leadtime by ~50% with $13.5M of $17.5M total investment granted by strategic customer. People Process & Systems Navy Building

14 Mechanized Welding Ÿ Workforce DevelopmentŸ ERP Modernization Ÿ Employee SurveysŸ AI-Assisted Workflows Ÿ Lean Operating CultureŸ KPI-Driven Operations Ÿ Cross Functional ExecutionŸ Systemic Escalation Mgmt

Improves Productivity Enhances Scalability & Employee Engagement & Operational Visibility Advanced Machining Centers Onsite 1MeV X-Ray Capital Investment Product & R&D Ÿ Advance RadiographyŸ High-Speed Computing/Analysis

Ÿ Mechanized WeldingŸ Accelerated Validation Testing Ÿ Facility ExpansionŸ Product Modernization Ÿ Modern Machining Centers Quicker to Market with Expands Capacity & Improves Margin High Value Products Disciplined

Growth Enablement Case Study – NextGen Nozzle Aftermarket

Acceleration Global refining investment focused on maintenance & capacity. Graham on Global Installed Base well-positioned with >$1B installed equipment globally. Product innovation focus to modernize install base. Market Drivers North

American Ÿ Asset life extension Refining Investments by Region NA Refining Install Base Maintenance Focus Ÿ Reliability & efficiency focus Ÿ Turnaround & maintenance growth Middle East & India Ÿ Reduced customer

downtime Capacity Expansion Strategic Priorities Ÿ Increase installed base penetration Ÿ Expand recurring revenue streams Boost Proactive Ÿ Improve customer retention Customer Engagement NextGen Nozzle Ÿ Accelerate response &

service speed Ÿ Deploy AI-enabled diagnostics and analytics Expected Impact Ÿ Higher margin mix Ÿ Improved earnings resiliency Moated Install Base, Ÿ Greater cash flow predictability Proactive Aftermarket Ÿ Reduced

Growth Enablement Business Development & Commercialization Business

Development Our Foundation New Product Introduction Framework Market Research & Outreach Problem solving ethos Integrating Business Development with Product Commercialization ID and target new segments. Engage through Technical innovation and

conferences, tradeshows and outreach valuable IP Strategic Partnerships Bespoke and scalable Collaborate with USG, technology firms, OEMs & integrators to co-develop solutions solutions Product Commercialization System engineering expertise

Develop scalable, off-the-shelf solutions from innovations for wide adoption Low volume, mission- Sales Enablement critical production Equip sales w/ tools, training & collateral. Execute targeted marketing to raise World class quality and

awareness and execute projects traceability Channel Development Reliability, performance & Equip sales w/ tools, training & collateral. compliance Execute targeted marketing to raise awareness and execute projects Extreme environment &

life testing facilities Customer Engagement Design for Mfg/Inspect/ Initiate pilot projects & proof of concept deployments to demonstrate value. Assy & Test Driving Feedback & Iteration Critical process vertical Aligning with Executing

with Delivering Sustainable integration & supply Market Needs Excellence Customer Value Engage early adopters to refine solutions Growth chain optimization and drive continuous improvement © 2026 GRAHAM CORPORATION, ALL RIGHTS RESERVED 53

Proven Critical Differentiated Decades of Equipment Capabilities Innovation Supplier

Growth Enablement Potential Market Beach-Heads United States Industrial

VFD Market - $3.4B Case Study – Motor Controller Global Aircraft Power Electronics Market - $1.0B Global Spacecraft Thermal Solution Market - $1.1B Global Military Vehicle Electrification Market - $4.7B Business Development Market Research

& Outreach ID and target new segments. Engaging through conferences, tradeshows and 1:1 direct outreach Strategic Partnerships In-Process Integration Requirement Survey Collaborate with OEMs & integrators to co-develop solutions Product

Commercialization First scalable, off-the-shelf solution from innovations ready for validation + adoption Sales Enablement Transitioning from engineering led sales to leveraging existing sales team through BNMC25 equipping w/ tools, training &

collateral Channel Development Paused on targeted marketing for customer feedback and market beachhead selection Customer Engagement Limited Production Initiated pilot projects & proof of concept Flexible & Scalable deployments to

demonstrate value. Architecture Feedback & Iteration Product Development Accomplished Engaging early adopters to refine solutions Excited and Hungry Team In Process and drive continuous improvement © 2026 GRAHAM CORPORATION, ALL RIGHTS

RESERVED 54

Growth Enablement Global Expansion Trusted Brand. Global Installed

Base. Local Presence. Cost Competitive Solutions. Our Global Platform Strategic Market Focus Value Delivered Integrating Business Development with Product Commercial Industrial Sustainment & Lower Total Cost of Replacement Ownership Faster

Delivery & Responsiveness EPC & Global Infrastructure Projects High Quality & Reliability Modernization & Revamp Opportunities Stronger Customer Partnerships High Volume Fabrication Sustainable Growth & Long- Opportunities Term

Growth Enablement Digital & Information Systems Upgrading legacy IT

systems to streamline and enable operational excellence. ERP Modernization Across the Manufacturing Value Chain Standardizing production planning, procurement, inventory, and shop-floor execution to reduce downtime, improve throughput and strengthen

cost controls. Office 365 Collaboration for Business Unit Connectivity Creating real-time communication between engineering, operations, supply chain, and quality teams to accelerate issue resolution and reduce cycle times. Harmonized IT Systems

Integrating Manufacturing Execution System, Quality Management System, maintenance systems, and legacy plant applications into a unified architecture that reduces complexity and improves reliability. Strengthened Cybersecurity for Operational

Technology (OT) Protecting production assets, systems, and networks with modern identity, segmentation, and monitoring frameworks. Graham is on track to be CMMC compliant by the end of the year providing a competitive advantage for additional

defense contracts. Unified Data & Analytics for Production Intelligence Building a single source of truth for demand forecasting, capacity planning, scrap analysis, and supply chain optimization. Cloud-Enabled Scalability for Multi-Plant

Operations Reducing infrastructure overhead while enabling rapid deployment for acquisitions, new sites, new lines, and new digital capabilities. Artificial Intelligence, Automation & Workflow Optimization Using AI, RPA, digital work

instructions, and automated reporting to reduce manual tasks and improve operator efficiency. Cost Efficiency & Asset Utilization Discipline Rationalizing applications, optimizing vendor spend, and improving asset uptime to drive measurable

Growth Enablement People & Leadership Force multiply our strategy

through every employee to achieve results. Acquire Top Talent Our recruitment team hired 155 employees in 2025 - 25% employee referrals Attract through company stability and company missions Strategic pipeline development through expanded internship

and co-op programs 55 employees since the start of these programs Retain Through Culture & Connection Average tenure across all companies is 7.3 years 2025 turnover was 15%, national average for manufacturing is 30% (93% annual retention rate)

In 2025, all locations received an Employee Engagement score above 4 out of 5 Employee-led culture groups that keep our culture organic and driven from within not top-down Employee led GROW program and rotational onboarding program Accelerate Growth

& Development Technical track development through Arc & Flame, state registered apprentice programs and robust education assistance program 15 employees through each Arc & Flame class, 2 apprentice employees a year Leadership track

development with development programs rolling out at each level Lead (Individual contributors), Middle Management, New Managers, Business Unit Leaders, Executives Company Awards Barber-Nichols - Colorado Manufacturing Network- Manufacturing

Workforce Innovator Nominee - 2026 Graham Manufacturing - Buffalo Business First Manufacturer of the Year - 2024 Barber-Nichols - Arvada Chamber of Commerce- Family Friendly Workplace - 2024 Barber-Nichols - Glassdoor Best Places to Work (Small

Financial Framework & Targets Chris Thome Chief Financial Officer

Financial Framework & Targets Proven track record of strong,

consistent performance and continuous 1 improvement Financial Key (1) Messages Continuous improvement, >20% ROIC investments, and higher commercial mix 2 to drive further margin expansion (1) Visibility to 8%-10% organic revenue growth (1) and

14%-16% Adj. EBITDA margins 3 Incremental margin expansion towards top- quartile Disciplined and strategic capital allocation with M&A as an accelerator to drive 4 profitable growth (1) See the Safe Harbor Statement and the appendix for

additional important disclosures regarding Graham’s use of the non- © 2026 GRAHAM CORPORATION, ALL RIGHTS RESERVED 59 GAAP measures of Forward-looking ROIC, organic revenue growth, and Adjusted EBITDA Margins.

Financial Framework & Targets Our Financial Transformation (FY2022

– FY2026) (1) Revenue Adjusted EBITDA & Margins Proven track record of strong, ($ in millions) ($ in millions) consistent performance and $26.0 $22.4 continuous improvement $245.3 $13.3 $209.9 Double digit organic revenue $185.5 $8.5

$157.1 growth across all markets with 7.2% 10.6% 10.7% $122.8 5.4% significant tailwinds -3.4% $(4.2) Adjusted EBITDA growing faster FY22 FY23 FY24 FY25 FY26 FY22 FY23 FY24 FY25 FY26 than revenue enabled by solid execution, operating leverage, (1)

and continuous improvement Operating Cash Flow & Capex Adj. Earnings per Share $28.1 ($ in millions) $24.3 Significant cash generation $1.40 $19.0 $1.24 $15.9$15.8 funding internal investment $13.9 $9.2 $0.63 $0.24 $3.7 $2.3 $(2.2) FY22 FY23

FY24 FY25 FY26 $(0.62) Operating Cash Flow Capex FY22 FY23 FY24 FY25 FY26 (1) See the Safe Harbor Statement and appendix for additional important disclosures regarding Graham’s use of the non-GAAP measures Adjusted EBITDA, Adjusted EBITDA

Financial Framework & Targets Record backlog provides Diversified

Demand Driving Record Bookings & Backlog significant visibility and stability (1) (1) Orders & Book-to-Bill Backlog Solid customer demand across all markets $532.6 total orders $82.5 $359.4 $412.3 (1) $390.9 1.3x book-to-bill over last 5

$71.7 $62.6 $107.2 $301.7 $268.4 years $256.5 $231.1 $58.1 $202.7 $91.0 $61.2 $450.1 $96.5 $143.9 $86.0 $340.6 Significant tailwinds in end- $328.2 $252.2 $80.7 $243.6 $177.4 $194.8 $134.6 markets we serve $116.7 $63.2 FY22 FY23 FY24 FY25 FY26 FY22

FY23 FY24 FY25 FY26 3.4% Diversified revenue base Axis Title 1.3x 1.4x 1.1x 1.5x 1.2x provides stability – reduced cyclicality Revenue by Industry FY 26 6% Space Limited near-term recompete FY21 25% Defense risk 34% Revenue Revenue Significant

sole source $245.3M Energy & $97.5M positioning 75% Process 60% Energy & Defense Process © 2026 GRAHAM CORPORATION, ALL RIGHTS RESERVED 61 (1) See the appendix for additional information regarding Graham’s use of key performance

metrics

Financial Framework & Targets Maintain Disciplined Capital

Allocation Strategy Profitable organic growth most compelling avenue for value STRONG BALANCE SHEET creation Strong cash generation and fiscal discipline 1 Completed $50 million PIPE with accounts advised by T. Rowe Price in April 2026 Proceeds used

for debt repayment and to fund organic and inorganic growth Internal investments top priority supplemented by strategic M&A ORGANIC GROWTH Capex 7-10% of sales (~$2.5 million maintenance) 2 Capital deployed based on R&D 1-2% of sales highest

risk-adjusted returns Greater than >20% ROIC investments to maximize shareholder value M&A Strong and flexible balance Disciplined and selective M&A – pipeline remains full sheet provides ample liquidity 3 Expand product lifecycle

Financial Framework & Targets M&A Growth (1) DISCPLINED

ACQUISITION STRATEGY TO SUPPLEMENT 8-10% ANNUAL ORGANIC GROWTH EXPECTATIONS TARGET CATEGORY ATTRIBUTES COMPANY TYPE Privately held, independently operated Fluid/power/thermal management sectors supporting aerospace, defense, cryogenic, and INDUSTRY

FOCUS VALUE PROPOSITION niche industrial markets Provide capital to capture growth MANAGEMENT Leadership with a commitment to long-term growth and a high-quality, continuous improvement culture opportunities and corporate-level & CULTURE shared

services for operational efficiencies Complementary to GHM turbomachinery, vacuum, cryogenics, power electronics, thermal PRODUCT ALIGNMENT management, and materials processing businesses Great home for entrepreneurs to take their company to the

next level with Engineered-to-order with unique, high-value IP covering full lifecycle (design, manufacturing, TECHNOLOGY MOAT complimentary strengths aftermarket) Revenue of $20M to $100M, with a target multiple of <12x EBITDA, Combination of

cash, FINANCIAL CRITERIA stock, and earnout consideration, keep leverage <3.0x TIMING Every 12 – 18 months (1) See the Safe Harbor Statement regarding Graham’s use of Forward-looking Non-GAAP measures © 2026 GRAHAM CORPORATION,

Financial Framework & Targets Successful M&A Track Record

Acquisition Close June 2021 November 2023 October 2025 January 2026 Purchase Price $72M $11M $1.5M $37M Adj. EBITDA Multiple 11x <10x NA 12x Privately held Industry Focus Management & Culture Product Alignment Technology Moat Diversification;

Expanded Proprietary Technology; Proprietary Foil Bearing Advanced Mixing Capabilities; Acquisition Impact / Market Defense Business; Culture; Engineering Capabilities; Technology Diversification; Proprietary Capabilities Leadership Cryogenic Pump

Financial Framework & Targets Fiscal 2027 Outlook (As of June 8,

2026) Fiscal 2027 Guidance Net Sales $285 million to $295 million FY 2027 guidance in-line with Gross Margin 24.5% to 25.5% of sales long-term goals (1)(2) SG&A expense (including amortization) 16.5% to 17.5% of sales Improved mix vs. FY2026

(2)(3)(4) Adjusted EBITDA $35 million to $40 million Effective Tax Rate 18% to 20% Impact of lower margin FlackTek business (10% Adjusted EBITDA Capital Expenditures $18.0 million to $22.0 million margins) – high growth potential Highlights

$2.5 million incremental Implies 18% revenue growth at midpoint of range (4) investments in FY 2027 to Implies 44% Adjusted EBITDA growth at midpoint of range (4) support future growth (R&D, Implies 13% Adjusted EBITDA margin at midpoint of

range Talent, Commercialization) Our expectations for sales and profitability assumes that we will be able to operate our production facilities at planned capacity, have access to our global supply chain including our subcontractors, do not

experience any global disruptions, and experience no impact from any other unforeseen events. (1) Includes approximately $4.0 to $5.0 million of equity-based compensation, net acquisition & integration costs, and enterprise resource planning

(“ERP”) conversion costs included in SG&A. (2) Includes approximately $2.5 million of incremental costs to invest in people, processes, and technology to enable future growth and accelerate the commercialization of Graham products

and technologies. (3) Excludes net interest (income) expense, income taxes, depreciation, and amortization from net income, as well as approximately $4.0 million to $5.0 million of equity-based compensation, net acquisition & integration, and

ERP conversion costs. (4) See the Safe Harbor Statement for additional important disclosures regarding Graham’s use of the non-GAAP measure of forward-looking adjusted EBITDA and Adjusted EBITDA margin. © 2026 GRAHAM CORPORATION, ALL

RIGHTS RESERVED 65

Financial Framework & Targets Driving the Next Phase of Growth:

Three-Year Strategic Plan (FY2027 – FY2029) Capital and R&D to support 8% to 10% 14% - 16% growth initiatives; targeted (2) (2) Organic Revenue Growth Adjusted EBITDA Margin (2) ROIC >20% Revenue Gross Profit % Adjusted EBITDA %

Approaching Top Quartile $400 Revenue Growth $340M - $350M Ramp in existing programs $350 Accelerated backlog conversion High 20’s $290M $300 26% - 28% – Low 30’s Increased capacity & capabilities Commercialization $250 25% New

programs and content $200 Potential upside with M&A 17% - 18% $150 Margin Expansion 14% - 16% $100 Execution (2) 13% Higher commercial mix $50M - $55M Adj. EBITDA $50 Continuous improvement $0 (1) Leverage fixed overhead Longer-Term Goal FY27

Goal 13% FY28 Goal FY29 Goal (1) Mid-point of FY27 guidance as of June 8, 2026. Guidance does not contemplate M&A © 2026 GRAHAM CORPORATION, ALL RIGHTS RESERVED 66 (2) See the Safe Harbor Statement and appendix regarding Graham’s use

of Forward-Looking Non-GAAP measures and key performance metrics

Financial Framework & Targets Proven track record of strong,

additional important disclosures regarding Graham’s use of the non- © 2026 GRAHAM CORPORATION, ALL RIGHTS RESERVED 67 GAAP measures of Forward-looking ROIC, organic revenue growth, and Adjusted EBITDA Margins.

Key Performance Metrics Key Performance Indicators The book-to-bill

ratio is an operational measure that management In addition to the non-GAAP measures used in this presentation, management uses the following key performance metrics to uses to track the growth prospects of the Company. The Company analyze and

measure the Company’s financial performance and calculates the book-to-bill ratio for a given period as net orders results of operations: orders, backlog, and book-to-bill ratio. divided by net sales. Management uses orders and backlog as

measures of current and future business and financial performance, and these may not be Given that each of orders, backlog, and book-to-bill ratio are comparable with measures provided by other companies. Orders operational measures and that the

Company's methodology for represent written communications received from customers calculating orders, backlog, and book-to-bill ratio does not meet requesting the Company to provide products and/or services. the definition of a non-GAAP measure, as

that term is defined by Backlog is defined as the total dollar value of net orders received the U.S. Securities and Exchange Commission, a quantitative for which revenue has not yet been recognized. Management reconciliation for each is not required

or provided. believes tracking orders and backlog are useful as it often times is a leading indicator of future performance. In accordance with industry practice, contracts may include provisions for cancellation, termination, or suspension at the

Adjusted EBITDA Reconciliation Adjusted EBITDA Reconciliation

(Unaudited, $ in thousands) Non-GAAP Financial Measure: Adjusted EBITDA is defined as consolidated net income before net interest expense, income taxes, depreciation, amortization, other acquisition related expenses, and other unusual/nonrecurring

expenses. Adjusted EBITDA margin is defined as Adjusted EBITDA as a percentage of sales. Adjusted EBITDA and Adjusted EBITDA margin are not measures determined in accordance with generally accepted accounting principles in the United States,

commonly known as GAAP. Nevertheless, Graham believes that providing non-GAAP information, such as Adjusted EBITDA and Adjusted EBITDA margin, is important for investors and other readers of Graham's financial statements, as it is used as an

analytical indicator by Graham's management to better understand operating performance. Moreover, Graham’s credit facility also contains ratios based on Adjusted EBITDA. Because Adjusted EBITDA and Adjusted EBITDA margin are non-GAAP measures

and are thus susceptible to varying calculations, Adjusted EBITDA, and Adjusted EBITDA margin, as presented, may not be directly comparable to other similarly titled measures used by other companies. © 2026 GRAHAM CORPORATION, ALL RIGHTS

RESERVED 70

Adjusted Net Income & Adjusted Diluted EPS Reconciliation (1)

Applies a normalized tax rate to non-GAAP adjustments, which are pre-tax, based upon the applicable statutory tax rate. Non-GAAP Financial Measure: Adjusted net income and adjusted net income per diluted share are defined as net income and net

income per diluted share as reported, adjusted for certain items and at a normalized tax rate. Adjusted net income and adjusted net income per diluted share are not measures determined in accordance with GAAP and may not be comparable to the

measures as used by other companies. Nevertheless, Graham believes that providing non- GAAP information, such as adjusted net income and adjusted net income per diluted share, is important for investors and other readers of the Company’s

financial statements and assists in understanding the comparison of the current fiscal year's net income and net income per diluted share to the historical periods' net income and net income per diluted share. Graham also believes that adjusted net

income per share, which adds back intangible amortization expense related to acquisitions, provides a better representation of the cash earnings of the Company. © 2026 GRAHAM CORPORATION, ALL RIGHTS RESERVED 71

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