TNCNYSE

TENNANT CO

Refrigeration & Service Industry Machinery · MN · CIK 97134

Tennant Company designs, manufactures, and markets solutions for cleaner, safer, and healthier environments

red 8-K · 90d

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$1.48B

Market cap

$87.24

Last close

-4.3%

-3.2%

290K

Volume

Price · last 39 sessions+6.5%

May 4L $80.44 · H $91.15Jun 29

257

Total filings

Jun 25, 2026

Last filing

12/31

Fiscal year end

All 8-K · 126 10-Q · 48 11-K · 17 DEF 14A · 16 DEFA14A · 16 10-K · 16 8-K/A · 8 SC 13G · 8

Insider Activity

◆ Cluster Buy · 3 insiders

In the 90 days to Mar 2, 2026: 3 insiders bought $1.3M · 3 sold $624K.

Date	Insider	Action	Shares	Price	Value
Mar 2, 2026	Glerum James T Jr.Director	Buy	8,163	$61.25	$500K
Feb 27, 2026	Arvani AzitaDirector	Sell	3,156	$61.40	$194K
Feb 27, 2026	Mulligan Donal LDirector	Buy	3,000	$61.61	$185K
Feb 26, 2026	Mulligan Donal LDirector	Buy	5,000	$63.86	$319K
Feb 26, 2026	Windley DavidDirector	Sell	3,694	$63.86	$236K
Feb 26, 2026	Eicher Carol SDirector	Sell	3,130	$61.98	$194K
Feb 26, 2026	Huml David W.PRESIDENT AND CEO	Buy	2,600	$64.02	$166K
Feb 26, 2026	Huml David W.PRESIDENT AND CEO	Buy	1,225	$65.01	$80K
Feb 26, 2026	Huml David W.PRESIDENT AND CEO	Buy	175	$65.48	$11K

Open-market buys & sells (Form 4, transaction codes P/S). Source: SEC structured insider data.

What Changed

Risk factors · Feb 18, 2025 → Feb 24, 2026

33 added · 9 removed between the two most recent 10-Ks. The risks a company starts — or stops — disclosing are often the story.

Newly disclosed

The implementation caused disruption to our order‑management, fulfillment, and production‑scheduling processes from the the implementation date through November, with certain impacts extending into December and early 2026 as we stabilized system performance.
In the first week of November 2025, we implemented a new enterprise resource planning (“ERP”) system in our largest region, North America, to replace legacy systems and support our long‑term operational objectives.
On February 20, 2026, the United States Supreme Court issued a decision concluding that the International Emergency Economic Powers Act does not provide authority for the President to impose tariffs.
As noted above, in the first week of November 2025 we implemented a new ERP system in North America as part of a multi‑year project.
Changes in U.S. or foreign trade policies, including the imposition of new, increased, or retaliatory tariffs, as well as potential amendments to trade agreements, may increase the cost of imported raw materials and components, disrupt established supply chains, and force us to seek alternative sourcing or manufacturing arrangements, which could be costly or time-consuming.
Such measures could also reduce the attractiveness of certain markets, make our products less competitive, compress profit margins, and reduce demand, which in turn could adversely affect our financial condition, results of operations, and cash flows.
The future relationship between the United States and other countries remains uncertain, and recent trade actions, including tariffs on multiple countries and retaliatory measures, highlight the unpredictable nature and potential volatility of the trade landscape.
Because the timing, scope, and duration of geopolitical or macroeconomic events are inherently unpredictable, they could materially and adversely affect our business, financial condition, results of operations, and prospects. 8 Table of Contents Our global operations are subject to laws and regulations that impose significant compliance costs and create reputational and legal risk.
If we are unable to fully stabilize, optimize, and integrate the new ERP system as planned, or if additional issues emerge, our ability to meet customer expectations, operate efficiently, maintain effective controls, or achieve anticipated business benefits may be adversely affected.
During 2025, certain tariffs that affected us were imposed under this statute pursuant to presidential executive order.
These disruptions reduced our operating capacity, limited our ability to fulfill customer orders on a timely basis, created inefficiencies and increased costs in our operations, and negatively affected certain customer experiences.
Any significant disruption to the ERP system, or the need for additional improvements or upgrades, 12 Table of Contents could require capital investments, divert key personnel, or cause short‑term operational impacts.

No longer disclosed

Tariffs and other trade protection measures, anti-bribery and anti-corruption regulations, restrictions on repatriation of earnings and cash, currency controls implemented by foreign governments, differing intellectual property rights and changes in legal and regulatory requirements that restrict the sales of products or increase costs could adversely affect our results of operations.
An economic downturn in the businesses or geographic areas in which we distribute our products could reduce demand for these products and result in a decrease in sales volume that could have a negative impact on our results of operations.
International operations could be adversely affected by changes in economic, political, regulatory, and social conditions, especially in Russia, China, the Middle East, and other developing or emerging markets where we do business.
If we are unable to successfully design, implement, and stabilize the ERP system, our financial position, operational performance, and liquidity could be adversely impacted.
Our global operations are subject to laws and regulations that impose significant compliance costs and create reputational and legal risk.
Tariffs may decrease the competitiveness of our products in foreign markets or foreclose our sales entirely into those markets.
We could experience a negative impact on our operating results, profitability, customer relationships and future cash flows.
Our operations could be adversely affected by global economic volatility, geopolitical tensions, and regulatory changes.
Any unforeseen product quality problems could result in loss of market share, reduced sales and higher warranty expense.

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