Vertical leave behind final (1)

1. Vertical Research Partners
Industrials Conference
September 2017

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; our projected 2017 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. Additional factors that could cause such differences can be found in our Form 10-K for the year ended
December 31, 2016, our Form 10-Q for the quarter ended March 31, 2017, our Form 10-Q for the quarter ended June 30,
2017, 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 second quarter of
2017 are estimates.
2

3. Ingersoll Rand Overview
• 12th oldest continuously
listed company on NYSE
(since 1906)
• ~$23B Market cap
Trades on NYSE
• 145 years old - first
incorporated in 1905
• $13.5 billion in revenues
• Two business segments:
• Climate - Commercial &
Residential HVAC &
Transport Refrigeration
• Industrial – Air
compression, Industrial
products, low speed
vehicles
Company Background
• Incorporated in Swords,
Ireland
• North American HQ in
Davidson, NC
• ~40,000 employees
• 51 manufacturing locations
• Products sold in more than
100 countries
Company Background
3

4. Global Mega Trends Play to Our Strengths
4
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

5. 2016 REVENUE: $13.5B 33% Aftermarket
By End Markets
66%
North America
15%
Eur/ME
14%
Asia
5%
Latin
America
By Geography
5%Golf/Utility
16%Transport
Refrigeration
16%
Non-Res
Building
(Overseas)
31%Non-Res
Building
(N. America)
18%Industrial
Process
14%Residential,
(N. America)
67% New equipment
Climate
77%
Industrial
23%
By Segment
Diversified Business With High Aftermarket Mix
2013 2014 2015
9.6%
11.0
%
Adjusted Operating Margins
2016
11.9
%11.4
%
4

6. Commercial HVAC Residential HVAC Transport Refrigeration
Climate Segment: Industry Leading Portfolio of Brands and
Services
6
$10.5B Group of Three HVAC and Transport Refrigeration Businesses

7. Climate Segment: Diversifying for Resilient Performance
7
$10.5B
71%
14%
11%
4%
North America
Asia Pacific
Europe, Middle
East, Africa
Latin America
70%
30%
Equipment
Parts and Services
Commercial
HVAC
Equipment
Transport
Refrigeration
Residential
HVAC
Business Units Regional Mix Revenue Streams
• High and growing recurring revenue streams – services / parts
• Balanced mix of services, energy services, connected buildings, residential and transport solutions
Commercial HVAC Service
Parts & Contracting

8. A $3.0B group of five growth-oriented Strategic Business Units
Material
Handling
Small Electric
Vehicles
Power Tools
Industrial
Compressors
Fluid
Management
7
Leading Brands
Industrial Segment: Industry Leading Portfolio of Brands and
Services

9. Industrial Segment: Balanced Profile with Resilient Aftermarket
1. Industrial Products includes Power Tools, Fluid Management, and Material Handling. All figures are FY 2016. 9
$3.0B
55%
19%
18%
5%
3%
North America
Asia Pacific
Europe, ME, Africa
Latin America
63%
37%
Equipment
Parts and Service
Compression Technologies
& Services
Small Electric
Vehicles
Industrial
Products1
India
Industrial
Comp.
Engineered
Comp.
Parts & Service
Regional Mix Revenue StreamsBusiness Units

10. Why Invest in Ingersoll Rand?
10
Multi-year top-tier
performance record
Inspired excellence
and innovation
Sustainability
drives growth
• Business Operating System enables
strong execution of company’s strategy
• Our people think big and bold to
create impactful products and services
that deliver value and transform
everyday life
• Strategy linked to global mega trends
to solve complex customer needs for
energy efficiency and productivity
Targets*
Revenue CAGR
~ 4 - 4.5%
Operating Margin
~14.5 -15%
EPS CAGR
~ 11 - 13%
2017-2020
* Information from May 2017 Ingersoll Rand Analyst Day --- Not an Update

11. 1
2
3
4
Business Operating System Delivers Results
11
Committed to sustainability and energy efficiency
Proven & unique system to accelerate
profitable growth
Drive innovation and productivity
Focus on employee engagement

12. Operationally Integrated Company Maximized for Future Growth
12
PresentPast
Innovation TransformationalMeasured
Core CompetencyOperational Excellence Beginning
Organic Growth LeadingSteady
Culture CollaborativeSiloed
Performance Profitable Top-Tier
Sustainability Growth DriverObligation

13. 13
Business Investments
2013 2016
~15%
Key Examples
● New low-global warming potential
refrigerants
● Digital / controls / wireless technology
● Channel expansion
● Parts and services capabilities / offerings
● Sales and services capabilities
● Operating system expansion
Significant Ongoing Business Investments Support Top-Tier
Growth and Profitability

14. Continuing 146-Year Trend of Transforming
Everyday Life through Innovation
14
More than 200 Products Introduced in Last 3 Years
Ingersoll Rand
Next Generation
R-Series
Club Car
Onward
Trane Sintesis
eXcellent
Ingersoll Rand MR150
ManRider Winch
Trane Series E™
CenTraVac
Thermo King
SLXi
Trane
Stealth
Thermo King
Precedent
Trane S-Series
Furnace
Trane
ComfortLink II
Ingersoll Rand
QX Series
Trane Ductless
Outdoor Unit
85%
Product portfolio refreshed
since 2012
~10%
Key emerging markets
innovation success; % of
revenues
23%
Average innovation revenue
2012-2016
50%
Product concept to shipping
time reduction since 2012

15. Widely Recognized for Global Citizenship, Sustainability
and Employee Engagement
15
Fortune World’s Most Admired
list for 5th year, #2 in peer group
2016 Dow Jones Sustainability
World and North America
for 6th consecutive year
FTSE4Good Index Series
for strong environmental, social
and governance practices
Corporate Responsibility magazine
100 Best Corporate Citizens
list for 4th consecutive year
2010 2012 2013 2014 2015 2016
Citizenship Sustainability Employee Engagement
Manufacturing
Industry Average
Manufacturing Industry
Top Quartile
16-point increase in
Employee Engagement
over five years

16. Executing a Consistent Strategy that Delivers Profitable Growth
and Powerful Cash Flow
16
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: $4.3B past 4 Years

17. 17
$10
$11
$12
$13
$14
$15
2013 2014 2015 2016
In Billions
$0.00
$1.00
$2.00
$3.00
$4.00
$5.00
$6.00
2013 2014 2015 2016
0%
5%
10%
15%
20%
25%
30%
2013 2014 2015 2016
0%
3%
6%
9%
12%
15%
18%
2013 2014 2015 2016
Adjusted Operating MarginCash Flow ROIC
+2.5
Ppts
16%
CAGR
Adjusted EPS
+6
Ppts
Organic Revenue
3%
CAGR
* 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.
Leading Brands and Business Operating System Driving
Top-Tier Revenue and Earnings Growth

18. * Reported – includes Allegion security business and excludes restructuring and one-time spin costs and refinancing premium
** Excludes the impact of the IRS agreement and restructuring in 2015 and excludes restructuring and the proceeds on the sale of Hussmann in 2016
18
Free Cash Flow
($ millions)
2013 2014 2015 2016 2017F
$810
$862
$985**
~$1,200
$1,345**
Post
Security
Spin
$1,151*
Cash flow stable and recurring: $4.3B 2013 - 2016
Business Model Delivers Powerful Free Cash Flow

19. • ~$900M in Capex • $1.2B in dividends paid
– 17% CAGR
• Long history of
growing dividend
• $3.1B
• 53 million shares
repurchased
• Spent $981 million
on 10 acquisitions
Capital
Expenditures
Capital Deployment 2013-2016:
Focused on Maximizing Shareholder Value
19
$6.3 Billion
Dividends
Share
Buyback
Mergers &
Acquisitions

20. Strategy and Execution Deliver Differentiated Shareholder Returns
20
Total Shareholder Returns Outperformed
S&P 500 Index, S&P Industrials and Peer Average
~500%
~280%
~190%
~160%
2009 2010 2011 2012 2013 2014 2015 2016
(100%)
0%
100%
200%
300%
400%
500%
600%
Ingersoll Rand
S&P Industrials
S&P 500
Peer Average

21. Revenue Growth 4% to 4.5% CAGR
Operating Income Growth ~10% CAGR
Operating Margins ~14.5% to 15% in 2020
EPS Growth 11% to 13% CAGR
Based on ~22% tax rate
Business Unit Operating Margins
- Climate ~16.5% in 2020
- Industrial ~15% in 2020
Cash Generation (% Net Income) >=1.0 times
- Working Capital/Revenues 3% to 4%
- 2020 ROIC ~14.5%
2017 to 2020 Targets
Ingersoll Rand Targets 2017 to 2020*
21* Information from May 2017 Ingersoll Rand Analyst Day --- Not an Update

22. Strong Free Cash Flow of ~$4 Billion 2018 to 2020*
Drives Dynamic Capital Allocation
Note: Graphics not drawn to scale
22
2018-2020
Free Cash
Flow
~$4B
2018–2020
Earnings
CAPEX
 W/C
Cumulative
Cash Flow
1% - 2% of
Revenues
Maintain W/C
at 3-4% of
Revenues
Business Investment
Free Cash Flow
• Competitive dividend;
dividend growth >= earnings growth
• Buybacks and acquisitions
Strong Cash Flow
D&A
FCF >=
Net Income
4% to 4.5%
Revenue CAGR
* Information from May 2017 Ingersoll Rand Analyst Day --- Not an Update

23. Dynamic Capital Allocation Focused on Delivering High Returns; 2017 Plan to
deploy ~$410M for Dividends and $1.5B for Share Repurchase and Acquisitions
23
Maintain Healthy,
Efficient Balance Sheet
Invest for Growth
Return Capital to
Shareholders
• Preserve liquidity and manage leverage
• Maintain flexibility to invest in growth and evolve with business conditions
• No meaningful debt maturities until 2018
• Target BBB investment grade rating
• Pay a competitive dividend and grow dividend at or above rate of
earnings growth over time; ~$205M YTD dividends paid; dividend at
$1.80/share, annualized; ~20% annual CAGR 2012 to 2017
• Repurchase shares with excess cash when intrinsic value
provides high returns; repurchased 7.9M shares for $667M July YTD
• Strengthen the core business and extend product & market leadership
• Invest in new technology and innovation
• Acquire products, channels and business adjacencies where
more attractive than growing organically; $65M July YTD channel acquisitions
2
1
3

24. 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
24

25. Why Invest In Ingersoll Rand?
25
● 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
● Strong management and high performing teams
● Operating model delivers powerful cash flow
● Capital allocation priorities deliver strong shareholder returns
Strategy
Brands
Innovation
Performance
Cash Flow
Capital Allocation

26. Appendix

27. 2017 Guidance 2020 2017 Guidance 2017-2020
~4.5%
2017 Guidance 2017-2020 2017 Guidance 2017-2020
Continuing Top-Tier Performance Expected 2017 to 2020 --- as of
July 26, 2017 Not an Update
27
Adjusted EPS GrowthAdjusted Operating Margin %
Adjusted Operating Income GrowthOrganic Revenue Growth
~4% to 4.5%
CAGR
12.4% to 12.8%
~10%
CAGR
~7%
~9%
~11% to 13%
CAGR
~14.5% to 15%

28. Climate Segment: Continued Growth and Margin Expansion --- as of
July 26, 2017 Not an Update
28
• New product development
margin improvement
• Productivity through
operational excellence
• Accretive Energy Services
and Controls growth
• Footprint optimization
• Pricing to mitigate material
inflation
Revenue Growth* Margin Expansion* Key Margin Drivers
~$11.1B
~$12.4B
~4%
CAGR
2017 2020
~14.9% ~16.5%
2017 Adj. 2020
* Midpoint of company guidance range for 2017 revenue and margin
2017-2020
+ ~160 bps

29. Industrial Segment: Solid Growth and Margin Expansion --- as of July
26, 2017 Not an Update
29
• Compressor Technologies & Services:
services, oil-free compressors and
energy efficient equipment
• Industrial Products: intelligent and
connected products, new market entry
• Small Electric Vehicles: personal
transportation vehicles (PTV)
• Overall global industrial recovery
Revenue Growth* Margin Expansion* Drivers
$2.9B
$3.3B
2017* 2020
~4%
CAGR
2017-2020
Revenue drivers
• Higher margin on new products
and services
• Price > direct material inflation
• Footprint, productivity and lean activities
• Significant leverage on higher volumes
Margin drivers
~11.6% ~15%
2017 Adj. 2020
+ ~340 bps
* Midpoint of company guidance range for 2017 revenue and margin

30. 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
40

31. 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
41

32. Non-GAAP Measures Definitions
Organic revenue is defined as GAAP net revenues adjusted for the impact of currency and acquisitions. Organic bookings is defined
as reported orders closed/completed in the current period 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. In 2016 Adjusted continuing EPS is defined as GAAP continuing EPS plus restructuring
expenses, 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 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 8 of the news release.
32

33. 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 June 30) by the
annualized revenue for the period (e.g. reported revenues for the three months ended June 30) 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, 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 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. 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. Q2 2017) less
the prior period (e.g. Q2 2016), divided by the change in net revenues for the current period less the prior period.
33