Ingersoll Rand Charting the Course for Continued Stakeholder Value - PowerPoint PPT Presentation

Ingersoll Rand Charting the Course for Continued Stakeholder Value Creation April 15, 2020

Forward-Looking Statements This presentation contains “forward - looking statements” as that term is defined in Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended by the Private Securities Litigation Reform Act of 1995, including statements regarding the com pleted transaction (the “transaction”) between Ingersoll Rand plc’s Industrial segment (the “Ingersoll Rand Industrial segment”) and Gardner Denver. These forward -looking statements generally are identified by the words “believe,” “project,” “expect,” “anticipate,” “estimate,” “forecast,” “outlook,” “target,” “endeavor,” “seek,” “ pre dict,” “intend,” “strategy,” “plan,” “may,” “could,” “should,” “will,” “would,” “will be,” “on track to” “will continue,” “will likely result,” or the negative thereof or variati ons thereon or similar terminology generally intended to identify forward-looking statements. All statements, other than historical facts, including, but not limited to, statements regarding the expected benefits of the transaction, including future financial and operating results and strategic benefits, the tax consequences of the transaction, and the combin ed company’s plans, objectives, expectations and intentions, legal, economic and regulatory conditions, and any assumptions underlying any of the foregoing, are forward-looking statements. These forward- looking statements are based on Ingersoll Rand’s current expectations and are subject to risks and uncertainties, which may cause actual results to differ materially from these current expectations. Should one or more of these risks or uncertainties materialize, or should underlying assumptions prove incorrect, actual results may vary materially from those indicated or anticipated by such forward-looking statements. The inclusion of such statements should not be regarded as a representation that such plans, estimates or expectations will be achieved. Important factors that could cause actual results to differ materially from such plans, estimates or expectations include, among others, (1) the duration and severity of and governmental, market and individual responses to the coronavirus (COVID-19) pandemic (2) unexpected costs, charges or expenses resulting from the transaction; (3) uncertainty of the expected financial performance of the combined company following completion of the transaction; (4) failure to realize the anticipated benefits of the proposed transaction, including as a result of delay in integrating the businesses of Gardner Denver and Ingersoll Rand Industrial; (5) the ability of the combined company to implement its business strategy; (6) difficulties and delays in the combined company achieving revenue and cost synergies; (7) inability of the combined company to retain and hire key personnel; (8) evolving legal, regulatory and tax regimes; (9) changes in general economic and/or industry specific conditions; (10) actions by third parties, including government agencies; (11) adverse impact on our operations and financial performance due to natural disaster, catastrophe, pandemic or other event events outside of our control; and (12) other risk factors detailed from time to time in Ingersoll Rand’s reports filed with the Securities and Exchange Commission (the “SEC”), including Ingersoll Rand’s annual reports on Form 10 -K, quarterly reports on Form 10-Q, current reports on Form 8-K and other documents filed with the SEC, which are available on the SEC’s website at http://www.sec.gov. The foregoing list of important factors is not exclusive. Any forward-looking statements speak only as of the date of this presentation. Ingersoll Rand undertakes no obligation to update any forward-looking statements, whether as a result of new information or development, future events or otherwise, except as required by law. Readers are cautioned not to place undue reliance on any of these forward-looking statements. Non-GAAP Financial Measures Included in this presentation are certain non-GAAP financial measures designed to supplement, and not substitute, the financial information provided in accordance with generally accepted accounting principles in the United States of America because management believes such measures are useful to investors. The reconciliation of those measures to the most comparable GAAP measures is set forth in the appendix to this presentation. 2

Health and Safety: Activated COVID-19 Task Force Early; Applied Early Learnings from Asia-Pacific Formed COVID-19 Response Teams early . We continue to add enhanced protocols in response to COVID-19, including recommendations and requirements issued by the Centers for Disease Control and Prevention (“CDC”), World Health Organization (“WHO”) and local, s tate and national health authorities to protect our employees, customers, suppliers and communities. Launched Organization-wide Empowering Leadership to Ensure Quickly Implemented Actions Communication Approach to Consistent Adherence to and Effective to Protect Employees Engage Employees Execution of Best Practices  Reinforced hand washing and infection control  Cascading critical information from CDC and  Designed local and regional task forces training WHO to global employees; embraced early comprising business, HR and Environmental, Health & Safety (EHS) leaders to share best practices and learnings; facilitates quick  Enhanced site cleaning and sanitizing measures  Conducting daily calls with sites globally assessment and decision making for global operations  Prohibited non-essential travel  Broadcasting weekly CEO communication to all employees on status of employees, clear  Proactively implemented best practices guidelines and actions  Implemented on-site social distancing processes, organization-wide; for example, early on including mandatory work from home policy for implemented best practices in Europe that were those who can work remotely and limited on-site proven to work in China visits to essential personnel only  Adhering to state and country mandates and  Introduced health screening processes for on-site, guidelines where we operate essential employees and visitors, including self- declaration forms and temperature screenings 3

Protecting Our Employees, Our Business and Our Future Employee Health, Safety & Support / Executing Downturn Playbook; Business Continuity Implementing Prudent Actions to Preserve Cash   Modified production work flows in plants to allow for 6 feet of employee Reduced senior executive salaries and Board of Director fees by 15% for separation, where possible remainder of 2020   All locations have an assigned EHS associate trained in contact tracing and Deferred discretionary merit increases for all employees worldwide until at quarantine procedures least middle of the year   Daily tracking of status of all employees by global EHS team Implemented a hiring freeze   Providing at least a month of paid health benefits for employees who are on Limited all discretionary spend across organization furlough  All business indirect spend requires approval from VP/GMs and all corporate spend from CEO/CFO  In the US, established unemployment compensation COEs by state to  All capital expenditures require approval from CEO and expect assist employees in applying for benefits meaningful reduction from typical historical levels of ~2% of revenue  Protecting employees and staying operational – 98% of company sites  Deploying furloughs, job sharing and reduced hours in locations where operational or transitioned to remote work model as of 4/13 warranted by demand environment  All major manufacturing locations in US, UK, Germany, Brazil and China operational; most Italian sites currently operational with balance expected to return to work by end of April  Following all local governmental recommendations and applying for exemption status where applicable due to mission-critical nature of products and industries served 4

Exciting Runway Ahead with a Track Record for Capturing Opportunity Merging two strong cultures to form a talented global workforce powered by an entrepreneurial spirit, ownership 1. mindset and sustainability focus Enhancing scale and reach of innovative and leading brands centered around mission-critical flow creation and 2. industrial solutions creating greater end market balance and diversity Leveraging world-class demand generation expertise and operating platform to capture profitable growth, including 3. ongoing aftermarket growth as a percentage of total revenue, and margin expansion opportunities; IRX is our accelerator for execution Fortifying our financial position supported by a strong balance sheet and ample liquidity ; committed to achieving 4. top-quartile industrial performance Re- energizing our focus around environmental, social and governance (“ESG”) initiatives with highly 5. aspirational goals 5