Alamo Group Inc.

Core business and segmentation

Alamo Group Inc. manufactures and sells purpose-built industrial and vegetation management equipment for infrastructure, industrial construction, public works, land maintenance, agriculture and tree care markets. Products are distributed through independent dealers and sold directly to contractors and municipalities.

The company operates two divisions (reconstituted in 2021):

• Vegetation Management Division — mowing, forestry/tree care and related products (brands include Bush Hog, Rhino, Dixie Chopper, Schulte, McConnel, Bomford, Spearhead, Fieldquip, Santa Izabel, Herder, and others).
• Industrial Equipment Division — vocational trucks and industrial equipment (brands include Gradall, VacAll, Super Products, Rivard, Tenco, RPM, Wausau/Everest, Henke, Hillary and related brands).

The division realignment targets cross-brand, distribution, product development, supply chain and logistics synergies, creating two platforms for organic growth and acquisitions.

Products and markets

Product categories:

• Vocational products: vacuum trucks, street sweepers, roadside safety equipment, excavators, snow removal equipment, and related items.
• Light machinery: tractor-mounted mowing equipment, land maintenance and recycling equipment, and related items.

Key brands and trademarks: Gradall, VacAll, Super Products, Rivard, Alamo Industrial, Terrain King, Tiger, Herder, Conver, Roberine, Votex, Schwarze, NiteHawk, ODB, Henke, Tenco, Wausau, Everest, H.P. Fairfield, Morbark, Rayco, Denis Cimaf, Boxer, Bush Hog, Rhino, Dixie Chopper, Schulte, Fieldquip, Santa Izabel, McConnel, Bomford, Spearhead, Twose, SMA, Forges Gorce, Rousseau, Royal Truck & Equipment, Timberwolf, Wolftrack, Ring-O-Matic, GreenMech, Petersen, and others.

End-markets include farmers and ranchers, government agencies, contractors, utilities, airports, mining and industrial customers, and municipalities.

Geography and facilities

• Operations in North America, Canada, Europe, Brazil and Australia.
• Approximately 27 manufacturing facilities.
• Corporate headquarters: Seguin, Texas.
• Broad dealer and distributor network across multiple regions.

People and human capital

• Approximately 3,800 employees as of December 31, 2025.

Collective bargaining and labor relations (selected):

• U.S.: Gradall plant collective bargaining agreement covering about 240 employees (expires April 22, 2029).
• Canada: Tenco (about 130 employees; agreement expired Dec 31, 2025; renegotiating), RPM (2 employees; expired Feb 1, 2025), Everest (about 83 employees; agreement expires Nov 30, 2029).
• Europe: European Works Council coverage for all employees.
• Other regions: roughly 852 employees under collective bargaining agreements (McConnel, Bomford, Spearhead, AMS-UK, SMA, Faucheux, Forges Gorce, Rousseau, Rivard, Alamo Group The Netherlands).
• Brazil: about 214 employees covered by a collective bargaining agreement that is renegotiated annually.

Financial snapshot highlights

• Unfilled orders: $599.7 million as of December 31, 2025 (compared with $668.6 million as of December 31, 2024). Management expects substantially all 2025 unfilled orders to ship in 2026.
• Research and development spending:
  • 2025: approximately $11.2 million
  • 2024: approximately $13.5 million
  • 2023: approximately $13.4 million
  • R&D as a percentage of sales: 0.7% in 2025; 0.8% in 2024 and 2023
• Net book value of patents, trademarks and trade names: $71.7 million as of December 31, 2025 (compared with $70.8 million as of December 31, 2024).
• Raw materials and sourcing: principal inputs include steel, metal components, hydraulic hoses, paint and tires. No single supplier provides more than 10% of principal raw materials or purchased goods. Certain components (drivelines, gearboxes, engines, hydraulic components) are purchased from outside suppliers.

Operations and strategy

• Product development and lifecycle management supported by ongoing R&D and a technical team of 233 engineers and engineering staff as of year-end 2025 (147 degreed engineers).
• Unit sales are fairly constant quarter-to-quarter; replacement parts typically increase in Q2–Q3 due to maintenance cycles. The company uses an annual twelve-month sales forecast to plan production and seasonal sales programs to balance demand.
• Sales channels include company marketing organizations and an extensive dealer and distributor network, with emphasis on government/state/local customers for many products and industrial/commercial end-users for others.
• Compliance with environmental and product safety regulations across jurisdictions, including emissions standards and end-of-life product lifecycle rules.

Recent acquisitions and growth

Selected historical acquisitions that expanded product lines and market presence (representative years):

• Rhino (mid-1980s)
• McConnel (1991); Bomford (1993)
• Tiger (1994); SMA (1994)
• Forges Gorce (1996); Rousseau (2004)
• Schwarze (2000); Twose (2000); Schulte (2000)
• Valu-Bilt (2002)
• Spearhead (2005)
• Gradall (2006); VacAll, Nite-Hawk (2006)
• Henke (2007); Rivard (2008)
• Bush Hog (2009)
• Tenco (2011)
• Superior (2013); Kellands/Fieldquip (2014); Specialized Industries (2014)
• Herder (2015)
• Santa Izabel (2017); ODB (2017); RPM (2017)
• Dutch Power (2019); Dixie Chopper (2019); Morbark, Rayco, Denis Cimaf (2019)
• Timberwolf (2021)
• Royal Truck & Equipment (2023)
• Ring-O-Matic (2025)
• Timberwolf/GreenMech expansion in 2025 (GreenMech brand and IP acquired, with subsidiaries in France and Germany via Timberwolf)

Information and disclosures

Alamo Group files periodic reports with the SEC and provides access to its 10-K, 10-Q, 8-K and other filings on sec.gov and the corporate website. The company’s public filings include customary regulatory disclosures and references to regulatory developments.