Epg may 2018 final

1. 2018 EPG Conference
May 22, 2018

2. Safe Harbor
This presentation includes “forward-looking statements” which are statements that are not historical facts, including
statements that relate to the mix of and demand for our products; performance of the markets in which we operate; our
share repurchase program including the amount of shares to be repurchased and timing of such repurchases; our capital
allocation strategy including projected acquisitions; our projected 2018 full-year financial performance and targets including
assumptions regarding our effective tax rate. These forward-looking statements are based on our current expectations and
are subject to risks and uncertainties, which may cause actual results to differ materially from our current expectations.
Such factors include, but are not limited to, global economic conditions, the outcome of any litigation, demand for our
products and services, and tax law changes and interpretations. Additional factors that could cause such differences can be
found in our Form 10-K for the year ended December 31, 2017, as well as our subsequent reports on Form 10-Q and other
SEC filings. We assume no obligation to update these forward-looking statements.
This presentation also includes non-GAAP financial information which should be considered supplemental to, not a
substitute for, or superior to, the financial measure calculated in accordance with GAAP. The definitions of our non-GAAP
financial information are included as an appendix in our presentation and reconciliations can be found in our earnings
releases for the relevant periods located on our website at www.ingersollrand.com. All data beyond the fourth quarter of
2017 are estimates.
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3. Mike Lamach (CEO) and Sue Carter (CFO)

4. Why Ingersoll Rand?
4
● Strategy tied to attractive end markets supported by global mega trends
● Franchise brands and businesses with leadership market positions
● Sustained business investments delivering innovation and growth,
operating excellence and improving margins
● Experienced management and high performing team culture
● Operating model delivers powerful cash flow
● Capital allocation priorities deliver strong shareholder returns
Strategy
Brands
Innovation
Performance
Cash Flow
Capital Allocation

5. Consistent Strategy Execution Delivers Profitable Growth and
Powerful Cash Flow
5
Differentiated products
and services deliver
top-tier revenue growth
Sustained
Growth
1.
Margin improvement
and powerful cash flow
Operational
Excellence
2.
Reinvestment, dividends,
share repurchase and
acquisitions
Dynamic Capital
Allocation
3.
Commitment to
integrity, ingenuity and
engagement
Winning
Culture
4.
Strong, globally
recognized brands
Well positioned in both
geographic and end markets
Leading
market shares
Stable and recurring free cash flow: $4.5B past 4 Years

6. Global Mega Trends Play to Our Strengths
6
Global Mega Trends
• Climate change
• Urbanization
• Natural resource scarcity
• Digital connectedness and
technologies
Our Strengths
• Reduce energy demand and
greenhouse gas emissions
• Improve efficiency in:
– Buildings
– Industrial processes
– Transportation

7. Leading Brands and Market Positions
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● World leader in HVAC ● Leader in heating and air
conditioning solutions
● World leader in refrigerated
transportation
Commercial HVAC Residential HVAC Transport Refrigeration
Industrial and Process Fluid Handling Golf and Utility Vehicles
● A world leader in small
electric vehicles
● Leader in compression
technologies, specialty
tools & material handling
● World leader in reliable fluid
handling equipment

8. 8
Business Investments
2014 2017
~20%
Key Examples
● ~70 major new products throughout the
world in 2017
● New low-global warming potential
refrigerants
● Digital / controls / wireless technology
● Channel expansion
● Parts and services capabilities / offerings
● Sales and services capabilities
● Operational excellence initiatives
Significant Ongoing Business Investments Support Growth and
Profitability

9. 1
2
3
4
Business Operating System Delivers Results
9
Committed to sustainability and energy efficiency
Proven & unique system to accelerate
profitable growth
Drive innovation and productivity
Focus on employee engagement

10. Widely Recognized for Global Citizenship, Sustainability, Diversity
and Inclusion and Employee Engagement
10
Fortune World’s Most Admired
list for 6th year
2017 Dow Jones Sustainability
World and North America
for 7th consecutive year
FTSE4Good Index Series
for 3rd consecutive year
Corporate Responsibility magazine
100 Best Corporate Citizens
list for 4th consecutive year
2010 2012 2013 2014 2015 2016 2017
Citizenship Sustainability
Employee Engagement
Manufacturing Industry
Average
Manufacturing Industry
Top Quartile
18-point increase in
Employee Engagement
over five years
Global 100 Most Sustainable
Corporations
1st year
Diversity and Inclusion

11. Driving Sustained Growth and Operating Margin Improvement
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$10
$11
$12
$13
$14
$15
2014 2015 2016 2017 2018F
In Billions
$0.00
$1.00
$2.00
$3.00
$4.00
$5.00
$6.00
2014 2015 2016 2017 2018F
60%
80%
100%
120%
140%
2014 2015 2016 2017 2018F
0%
3%
6%
9%
12%
15%
18%
2014 2015 2016 2017 2018F
Adjusted Operating MarginFCF% of Adj Net Income
+1.7
Ppts
11%
CAGR
Adjusted EPSRevenue
4%
CAGR
• 2016 Adj Op Margin retrospectively restated for the adoption of accounting standard ASU 2017-07 on January 1, 2017. Non-service pension costs that were
previously reported in COGS and SG&A expense are now reported in other income/expense, net. This has no net impact to EPS.
• 2018F reflects guidance midpoint from January31, 2018; NOT AN UPDATE
Target
=>100%

12. Strong CROIC Growth Highlights Quality of Earnings
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0%
5%
10%
15%
20%
25%
2014 2015 2016 2017
Cash Flow Return on Invested Capital
+6.4
Ppts
Cash Flow Return on Invested Capital
● 22.4% CROIC in 2017
● Steady CROIC improvement reflects
both topline growth and margin
expansion—driven by our business
operating system
Free Cash Flow
Gross Fixed Assets + Working Capital
CROIC Definition

13. Robust Financial Model Drives Powerful Cash Flow
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1. Attractive, diversified
end markets
2. Leading brands, market positions
– outgrowing market rates
3. Focused on margin
expansion (growth /
op. excellence)
5. Investing for growth
and profitability
4. Delivering powerful
free cash flow
$4.5 billionfree cash flow over the last 4 years

14. • ~$900M Capex • ~$1.4B dividends paid
• ~22% CAGR dividend
per share
• Long history of
growing dividend
• $2.9B
• 44 million shares
repurchased
• ~$1.4B on 22
acquisitions through
Jan 2018
announcements
Capital
Expenditures
Dynamic and Balanced Capital Deployment Focused on
Maximizing Shareholder Value (2014 – 2017)
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$6.6 Billion
Dividends
Share
Buyback
Mergers &
Acquisitions

15. Why Ingersoll Rand?
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● Strategy tied to attractive end markets supported by global mega trends
● Franchise brands and businesses with leadership market positions
● Sustained business investments delivering innovation and growth,
operating excellence and improving margins
● Experienced management and high performing team culture
● Operating model delivers powerful cash flow
● Capital allocation priorities deliver strong shareholder returns
Strategy
Brands
Innovation
Performance
Cash Flow
Capital Allocation

16. Appendix

17. M&A Framework – Clear Criteria
Strong position – no major gaps to fill
Strengthening our core or extend leadership
in product, channel or technology
Must be clear strategic fit for Ingersoll Rand
and clear synergies to meet financial hurdles
Focused on core bolt-on opportunities;
adjacent opportunities also under review
IRR > WACC
ROIC: Accretive < 3 years
EPS accretive < 3 years
Cash payback
period: < 5 years
Financial CriteriaBusiness Criteria
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18. RESIDENTIAL HVAC
Heating, cooling, thermostat controls and home automation for
the residential market
COMMERCIAL HVAC
Air conditioning systems, services and solutions. Innovative
solutions geared toward making high performance buildings
reliable and safe, as well as healthy, comfortable and efficient
TRANSPORT REFRIGERATION
Manufacturing and innovation of transport temperature control
systems for a variety of mobile applications, including trailers,
truck bodies, buses, shipboard containers and rail cars
HVAC SERVICES AND PARTS
A complete selection of innovative parts, options and
accessories for optimal performance and reliability
Our Climate Businesses
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19. COMPRESSION TECHNOLOGIES AND SERVICES
MATERIAL HANDLING
FLUID MANAGEMENT
SMALL ELECTRIC VEHICLES
POWER TOOLS
Rotary, centrifugal and reciprocating air compressors,
and treatment products with Comprehensive multi-
year service agreements, audits, parts, and
accessories
Hoists, winches and systems for
moving and positioning loads
Pumps and systems for fluid
handling, transfer, and application
Golf, commercial and utility
vehicles for transportation
Professional tools for fastening,
drilling, and surface preparation
Our Industrial Businesses
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20. Non-GAAP Measures Definitions
Organic bookings is defined as reported orders closed/completed in the current period adjusted for the impact of currency and
acquisitions. Organic revenue is defined as GAAP net revenues adjusted for the impact of currency and acquisitions.
• Currency impacts on net revenues and bookings are measured by applying the prior year’s foreign currency exchange rates to the
current period’s net revenues and bookings reported in local currency. This measure allows for a direct comparison of operating
results excluding the year-over-year impact of foreign currency translation.
Adjusted operating income is defined as GAAP operating income plus restructuring expenses. Please refer to the reconciliation of
GAAP to non-GAAP measures on tables 3 and 4 of the news release.
Adjusted operating margin is defined as the ratio of adjusted operating income divided by net revenues.
In 2017 Adjusted continuing EPS is defined as GAAP continuing EPS plus restructuring expenses, net of tax impacts, plus the discrete
non-cash tax adjustment in Latin America less US tax legislation and other discrete items. In 2016 Adjusted continuing EPS is defined
as GAAP continuing EPS plus restructuring expenses and a legal settlement, less the gain from the sale of the company’s remaining
interest in Hussmann, net of tax impacts. Please refer to the reconciliation of GAAP to non-GAAP measures on tables 3 and 4 of the
news release.
Cash flow return on invested capital (“Cash flow ROIC”) is defined as annual free cash flow divided by the sum of gross fixed assets,
receivables and inventory less accounts payables
Free cash flow is defined as net cash provided by operating activities, less capital expenditures, plus cash payments for restructuring.
Please refer to the free cash flow reconciliation on table 9 of the news release.
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21. Non-GAAP Measures Definitions
Working capital measures a firm’s operating liquidity position and its overall effectiveness in managing the enterprises’ current
accounts.
• Working capital is calculated by adding net accounts and notes receivables and inventories and subtracting total current
liabilities that exclude short term debt, dividend payables and income tax payables.
• Working capital as a percent of revenue is calculated by dividing the working capital balance (e.g. as of December 31) by the
annualized revenue for the period (e.g. reported revenues for the three months ended December 31) multiplied by 4 to
annualize for a full year).
Adjusted effective tax rate for 2017 is defined as the ratio of income tax expense, plus or minus the tax effect of adjustments for
restructuring costs and the discrete non-cash tax adjustment in Latin America and US tax legislation and other discrete items,
divided by earnings from continuing operations before income taxes plus restructuring expenses. Adjusted effective tax rate for
2016 is defined as the ratio of income tax expense, plus or minus the tax effect of adjustments for restructuring costs, a legal
settlement and the gain on sale of Hussmann interest, divided by earnings from continuing operations before income taxes less
the gain on sale of Hussmann interest plus restructuring expenses and a legal settlement. This measure allows for a direct
comparison of the effective tax rate between periods.
Adjusted OI + D&A is defined as adjusted operating income plus depreciation and amortization expense.
Operating leverage is defined as the ratio of the change in adjusted operating income for the current period (e.g. Q4 2017) less
the prior period (e.g. Q4 2016), divided by the change in net revenues for the current period less the prior period.
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