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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


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Ingersoll Rand

Charting the Course for Continued Stakeholder Value Creation

April 15, 2020

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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 completed 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,” “predict,” “intend,” “strategy,” “plan,” “may,” “could,” “should,” “will,” “would,” “will be,” “on track to” “will continue,” “will likely result,” or the negative thereof or variations 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 combined 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.

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SLIDE 3

Health and Safety: Activated COVID-19 Task Force Early; Applied Early Learnings from Asia-Pacific

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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, state and national health authorities to protect our employees, customers, suppliers and communities. Quickly Implemented Actions to Protect Employees Launched Organization-wide Communication Approach to Engage Employees Empowering Leadership to Ensure Consistent Adherence to and Effective Execution of Best Practices

 Reinforced hand washing and infection control training  Enhanced site cleaning and sanitizing measures  Prohibited non-essential travel  Implemented on-site social distancing processes, including mandatory work from home policy for those who can work remotely and limited on-site visits to essential personnel only  Introduced health screening processes for on-site, essential employees and visitors, including self- declaration forms and temperature screenings  Cascading critical information from CDC and WHO to global employees; embraced early  Conducting daily calls with sites globally  Broadcasting weekly CEO communication to all employees on status of employees, clear guidelines and actions  Designed local and regional task forces comprising business, HR and Environmental, Health & Safety (EHS) leaders to share best practices and learnings; facilitates quick assessment and decision making for global

  • perations

 Proactively implemented best practices

  • rganization-wide; for example, early on

implemented best practices in Europe that were proven to work in China  Adhering to state and country mandates and guidelines where we operate

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SLIDE 4

Protecting Our Employees, Our Business and Our Future

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Employee Health, Safety & Support / Business Continuity Executing Downturn Playbook; Implementing Prudent Actions to Preserve Cash

 Modified production work flows in plants to allow for 6 feet of employee separation, where possible  All locations have an assigned EHS associate trained in contact tracing and quarantine procedures  Daily tracking of status of all employees by global EHS team  Providing at least a month of paid health benefits for employees who are on furlough  In the US, established unemployment compensation COEs by state to assist employees in applying for benefits  Protecting employees and staying operational – 98% of company sites

  • perational or transitioned to remote work model as of 4/13
  • 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  Reduced senior executive salaries and Board of Director fees by 15% for remainder of 2020  Deferred discretionary merit increases for all employees worldwide until at least middle of the year  Implemented a hiring freeze  Limited all discretionary spend across organization

  • All business indirect spend requires approval from VP/GMs and all

corporate spend from CEO/CFO

  • All capital expenditures require approval from CEO and expect

meaningful reduction from typical historical levels of ~2% of revenue  Deploying furloughs, job sharing and reduced hours in locations where warranted by demand environment

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SLIDE 5

Exciting Runway Ahead with a Track Record for Capturing Opportunity

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Merging two strong cultures to form a talented global workforce powered by an entrepreneurial spirit, ownership mindset and sustainability focus Enhancing scale and reach of innovative and leading brands centered around mission-critical flow creation and industrial solutions creating greater end market balance and diversity Leveraging world-class demand generation expertise and operating platform to capture profitable growth, including

  • ngoing 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 top-quartile industrial performance Re-energizing our focus around environmental, social and governance (“ESG”) initiatives with highly aspirational goals 1. 2. 3. 4. 5.

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SLIDE 6

Ingersoll Rand at a Glance (NYSE: IR)

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2019 KEY STATS & FINANCIAL METRICS1 Davidson, NC

Headquarters

~$6.2B

Adjusted Revenue

$10.9B

Market-Cap2

~18,000

Total Employees

$2.3B

Aftermarket Parts

~$1.2B

  • Adj. EBITDA

19.4%

  • Adj. EBITDA Margin

~2%

Capex as a %

Por

  • rtf

tfolio

  • lio of
  • f Miss

Mission ion-critical critical Flo low Crea eation tion an and In d Indu dustri strial al Tec echn hnolog

  • logies

ies with ith Le Lead ading ing Bran ands ds Power ered ed by by Emplo Employee ee Ow Owne nership ship, , Ex Exec ecution ution Rigor igor an and d ESG ESG Mindset indset TIMELINE OF EVENTS REVENUE BY SEGMENT REVENUE BY GEOGRAPHY

  • MAY 2017: Gardner Denver IPO
  • APRIL 30, 2019: Gardner Denver entered agreement to combine

with Ingersoll Rand’s Industrial segment; highly complementary companies with combined history of 300+ years and shared commitment to operational excellence, innovation and quality

  • MARCH 1, 2020: Began operating as the new Ingersoll Rand,

including four-segment reporting structure and new Board of Directors

  • Industrial Technologies & Services
  • Precision & Science Technologies
  • Specialty Vehicle Technologies
  • High Pressure Solutions
  • Americas
  • EMEIA
  • AP

66% 14% 13% 7% 54% 27% 19%

& Service

  • f Revenue

1 Combined financial metrics based on supplemental financial information furnished on the Company’s Current Report on Form 8-K filed with the SEC on April 15, 2020 (the “Form 8-K”) and included in appendix of this

  • presentation. 2 As of 4/13/2020.
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SLIDE 7

Industrial Technologies and Services Snapshot

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Description

  • Global business executing under five main P&Ls:
  • Ingersoll Rand Industrial CTS business and Gardner Denver Industrials business (including Emco

Wheaton fuel systems); run as three regional business units

  • New Global Pressure and Vacuum Solutions business unit with a significant engineered-to-order

focus, including Nash/Garo, Ingersoll Rand MSG centrifugal compressors, and Emco Wheaton loading systems

  • Additionally includes the Power Tools and Lifting business unit
  • Broad portfolio of air compression, blower, vacuum and fluid transfer technology as well as tools,

hoists and winches

2019 Financials & Revenue Mix1

$4.1B $0.8B 20.1%

Geography Composition

44% 33% 23%

  • Americas
  • EMEIA
  • AP

40% 60%

  • Aftermarket
  • OEM

Key Brands & Select Product Examples

Rotary Screw Compressor Centrifugal Compressor Side Channel Blower Vacuum Pump Couplers Power Tools Reciprocating Air Compressor Liquid Ring Vacuum Pump Engineered-to-Order Systems

1 Financials based on supplemental financial information furnished on the Form 8-K and included in appendix of this presentation.

Expecting Majority of ~$250M of Forecasted Synergies from the Transformative Merger in this Segment

Adjusted Revenue

  • Adj. EBITDA
  • Adj. EBITDA Margin
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SLIDE 8

Precision and Science Technologies Snapshot

8

Key Brands & Select Product Examples

Metering Pump Diaphragm Pump Wob-L Pump Dosing Pump Syringe Pump Peristaltic Pump Rotary Vane Pump Air-Driven Liquid Pump Condensate Pump

Description

  • Consists of Ingersoll Rand’s Industrial Fluid Management (PFS/ARO) business unit as well as

Gardner Denver’s Medical business unit and Gardner Denver’s Specialty Pumps

  • Broad portfolio of positive displacement technologies, including metering and dosing

pumps for multi-industry use and specialized gas and liquid pumps for medical, lab and life- science applications

  • Serving mission-critical applications with attractive aftermarket and like-for-like

replacement pump opportunities

2019 Financials & Revenue Mix1

$0.9B $0.2B 27.7%

Geography Composition

48% 31% 21%

  • Americas
  • EMEIA
  • AP

15% 85%

  • Aftermarket
  • OEM

Adjusted Revenue

  • Adj. EBITDA
  • Adj. EBITDA Margin

1 Financials based on supplemental financial information furnished on the Form 8-K and included in appendix of this presentation.

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SLIDE 9

Specialty Vehicle Technologies Snapshot

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Key Brand & Select Product Examples

Tempo Onward 2 Passenger Caryall 1500 Car Tracking & Power Tempo 4Fun Onward 6 Passenger XRT 1550 SE Car Control Mobile Merchandising Precedent Stretch PTV XRT 1550 Intellitach Add-ons

Description

  • Consists of Ingersoll Rand’s Industrial Club Car business
  • Global provider of utility, consumer, and golf vehicles and aftermarket services
  • Utility: Fit to task, 4 x 2, AWD and multi-passenger transport vehicles in commercial applications

across many vertical markets

  • Consumer: Personal Transportation Vehicles and accessories used in neighborhoods, communities

and vacation locations

  • Golf: market-leader in fleet golf cars and light-duty turf utility vehicles for private, daily-fee and

municipal golf courses worldwide

2019 Financials & Revenue Mix1

$0.8B $0.1B 14.2%

Geography Composition

88% 7%5%

  • Americas
  • EMEIA
  • AP

26% 74%

  • Aftermarket
  • OEM

Adjusted Revenue

  • Adj. EBITDA
  • Adj. EBITDA Margin

GOLF CONSUMER UTILITY SOFTWARE

1 Financials based on supplemental financial information furnished on the Form 8-K and included in appendix of this presentation.

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SLIDE 10

High Pressure Solutions Snapshot

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Key Brand & Select Product Examples

Frac Pump Stainless Steel Valves and Seats Drilling Pump GDNX Packing NEW: Industrial Applications for Frac/Drill Pumps “Will-Fit” Plungers

Description

  • Consists of Gardner Denver’s Upstream Energy business
  • Highly engineered frac and drilling pumps and associated aftermarket parts, consumables and

services for oil and gas development operations

  • Global network of 10+ repair facilities located in shale basins to provide real-time service to

customer base

  • Strong customer relationships and large installed base coupled with leading aftermarket

service/repair capabilities and consumables technology allow for business continuity in cyclical markets; leveraging existing technology to enter adjacent industrial applications

2019 Financials & Revenue Mix1

$0.4B $0.1B 27.0%

Geography Composition

95% 5%

  • Americas
  • RoW

84% 16%

  • Aftermarket
  • OEM

Adjusted Revenue

  • Adj. EBITDA
  • Adj. EBITDA Margin

PUMPS FLUID ENDS CONSUMABLES

1 Financials based on supplemental financial information furnished on the Form 8-K and included in appendix of this presentation.

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SLIDE 11

We Have Significantly Transformed Our Company

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Legacy Gardner Denver (TY 2015) Legacy Gardner Denver (TY 2019)1 Ingersoll Rand Today2 Revenue

$2.1B $2.5B $6.2B

% Aftermarket Revenue

36% 38% 38%

% Upstream Energy

  • f Total Revenue

18% 19% <10%

  • Adj. EBITDA

$0.4B $0.6B $1.2B

  • Adj. EBITDA Margin

19.7% 23.0% 19.4%

Leverage Ratio3

6.3x 2.0x ~2.6x

Employee Base

~6,700 ~6,600 ~18,000

1 All figures shown based on total year 2019 financial results as presented by Gardner Denver during 4Q and TY’19 Earnings Release and Presentation on 2/17/20. 2 All figures shown based on total year 2019

combined financial results from supplemental financial information furnished on Form 8-K unless otherwise noted. 3 Leverage defined as (Gross Debt less Cash)/LTM Adj EBITDA; “Ingersoll Rand Today” leverage ratio calculated using: (1) Pro-forma gross debt for Ingersoll Rand as of 12/31/19 including legacy Gardner Denver debt as of 12/31/19 and incremental $1.9B of debt raised in February of 2020 as part of transaction; (2) Cash and cash equivalents comprised of legacy Gardner Denver cash as of 12/31/19 plus $25M of Ingersoll Rand contributed cash at close less ~$74M of transaction fees and expenses.

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SLIDE 12

Continuing to Execute Our Simple Strategy and Adding Sustainability as a New Pillar

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Deploy Talent Allocate Capital Effectively Expand Margins Accelerate Growth Operate Sustainably

  • Ownership culture
  • Highly engaged employees
  • Speed of innovation in selected niche markets
  • Execution of Demand Generation
  • Grow aftermarket revenue stream (40%+)
  • Innovate to Value (i2V)
  • Unlocking cash (NWC as % of sales)
  • Converting supply chain to pull system
  • Embedding Environmental, Social, Governance (“ESG”)

mindset into our way of life

  • Aspiring to be in ESG top quartile in industry
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SLIDE 13

We Are Building a High-Performance Culture; IRX Is a Competitive Differentiator

IRX IS OUR ACCELERATOR TO DRIVE THE BUSINESS

  • IRX is our execution engine, providing employees with a simple

process to drive high performance

  • With IRX, we instill our values and execute our strategic areas of

focus in self-directed work teams

  • Through this focused, simple execution process we strive to deliver
  • ur purpose and live our values every day
  • Policy Deployment (focus on employee engagement, inventory

reduction, i2V and synergy execution) has been launched in all segments globally – 14 locations are making progress weekly in execution and countermeasure implementation sessions

  • IMPACT Daily Management (self-directed work teams effectively

planning, implementing, measuring and countermeasuring to achieve 100-day objectives) has been launched in all segments globally

  • ~75 IDM sessions are executed weekly – including most

Corporate functions

  • ~15 are new since integration – installs work virtually!

13

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SLIDE 14

Expanded Total Addressable Market: ~65% Larger

14

TAM 2019 TAM Today

$25B $41B

Legacy Gardner Denver 2019 Investor Day Today (April 2020)1

INDUSTRIAL TECHNOLOGIES & SERVICES

MARKET DRIVERS

PRECISION & SCIENCE TECH. SPECIALTY VEHICLE TECH. HIGH PRESSURE SOLUTIONS Advances in Scientific Research, Medicine and Urbanization Electrification of Passenger and Utility Mobility Unconventional O&G exploration and advances in Industrial Processing

Our Combined Competitive Advantages

 Mission-critical technologies with low cost relative to overall system  Broad spectrum of technologies centered on flow ‘creation’  Significant and growing aftermarket platform  Strong engineering capabilities and significant investment in innovation  Resilient financial profile that positions us well to capture growth

  • pportunities

 Leading brands  In region for the region presence with 40+ manufacturing sites  Expanding presence in new adjacent market around Precision & Science Technologies

Energy Efficiency & Total Cost of Ownership; Real Time Monitoring

1 Sources: Frost & Sullivan, Oxford Economics, Ducker Worldwide, Freedonia, National Golf Foundation, Small Vehicle Resource, Power Products Marketing, Management Estimates.

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SLIDE 15

15

Upstream Energy

9%

Midstream Energy

3%

Downstream Energy

3%

Specialty Vehicles

13%

Industrial Manufacturing

28%

Food & Beverage

5%

Chemical

(Process & Dosing)

7%

Transportation

(Land & Marine)

4%

Medical & Laboratory

4%

Automotive Services

3%

Mining & Construction

3%

Environmental

3%

Paper

2%

Printing

1%

Other

(Small Niche Markets)

12%

Enhanced End Market Balance and Diversity

Strong End Market Diversity with Upstream Energy Exposure <10%

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SLIDE 16

Leading Product Portfolio Covers Broad Range of Technologies and Applications

Complementary Legacy Businesses Cover the Spectrum of Air Compression and Specialty Pump Technology

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HIGH PRESSURE FLOW HIGH LOW VACUUM LOW Reciprocating Vane / Oil Less Recip Bottle Blowing - Reciprocating 2-Stage Small Recip 1-Stage Small Recip Scroll / Oil Less Recip 1-Stage Rotary Screw 2-Stage Rotary Screw 1-Stage Screw 2-Stage Dry Screw Fluid Pumps Liquid Ring Side Channel Helical & Variable Helix Screw Radial Turbo Bi-Lobe & Tri-Lobe Centrifugal – Engineered Air Centrifugal – Plant Air Multi-stage Centrifugal Peristaltic WOB-L Diaphragm Liquid Ring Radial Claw Side Channel Vane Helical Screw Lobe Turbo

Legacy Gardner Denver Legacy Ingersoll Rand Complementary

Compressors Blowers and Specialty Pumps Vacuums

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SLIDE 17

Complementary Product Portfolios Create Full Suite of Technologies and Solutions

Enhanced Solutions Are Expanding Our Ability to Compete and Win in the $3B+ Oil-Free Market

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Compelling Market A leading player in the fast growing $3B+ oil free market with breadth of technology solutions; market growing at ~2x above traditional market level1 Differentiated Solution High-quality compressed air, free of oil contaminants to power air driven instruments and equipment Strong Customer Traction

  • Lower total cost of ownership
  • Increased uptime; reduced maintenance and improved life
  • Reduced operating expense
  • Efficient production and delivery of clean, dry air
  • Access to capable and responsive service
  • Ability to configure and option up

NOW BETTER POSITIONED TO CAPTURE

OIL-FREE MARKET OPPORTUNITY

Ingersoll Rand: 185-355 kW (E-Series) Gardner Denver: 75-160 kW (Ultima)

Expansive installed base with opportunity to capture greater value Expanded aftermarket opportunity Enhanced solution and cross-selling

  • pportunities

Building a complete line of air compression technology from small to large compressors

Legacy Gardner Denver Legacy Ingersoll Rand Complementary

OIL-FREE TECHNOLOGY COVERAGE

1 Sources: CAGI, Frost & Sullivan, Oxford Economics, Management Estimates.

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SLIDE 18

GOALS

Focus on Demand Generation is Creating Significant Pull-Through Opportunity

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  • Proprietary engine to digitally connect all marketing/sales outreach efforts
  • Gardner Denver launched in 2016 in Industrials and expanded in late 2018 to

Energy/Medical; launching consistent process in legacy IR compressor business in 2020

  • Channel-agnostic and scalable across regions, products and brands
  • Global team of 50+ marketing professionals with COEs in US, Poland and China

Targeted Emails and Integrated Campaigns • Webinars • Telemarketing • Inbound Calls • Social Media • Tradeshows • Website SEO • Search Engine Ads • Account Based Marketing

AREAS OF DEMAND GENERATION

Develop a Growth Engine Increase Customer Retention and Lifecycle Revenue Stream  Target attractive verticals  Accelerate new product adoption  Capture and reinvigorate aftermarket growth  Leverage automation and analytics to optimize customer experience  Develop talent force – deep bench for global sales and marketing

Optimizing Opportunity Capture through Global, Seamless Contact and Lead Collection Across All Channels and Real-Time Lead Distribution

“Real-Time” Case Study Ventilator Demand Generation

Background

Demand for ventilators is at the heart of the fight against COVID-19. Worldwide ventilator stocks are insufficient for predicted demand. We have deployed an innovative combined sales and marketing approach to engage ventilator manufacturers and overcome travel restrictions with digital marketing, telesales and social selling techniques. Due to these efforts we are now working with leading manufacturers to supply vital ventilator components.

Our Mission-Critical Solutions

  • Elmo Rietschle side channel blowers for mobile ventilators and hyperbaric chambers
  • Thomas pumps for ventilators/respirators (non-invasive ventilation technology)

44 Accounts / 5,000+ Contacts

2,000+ $12M+

Top ventilator manufacturers targeted with known key supply chain contacts across 28 countries Unique visitors on dedicated ventilator page within 2 weeks Funnel value created in last 2 weeks

Translating to Quantifiable Results

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SLIDE 19

Integrating Two Great Organizations: Key Observations as CEO

A Truly Transformational Combination and an Exciting Time – More to Come from New Ingersoll Rand

19

Strong complementary cultures that are excited to come together and achieve greater heights as one company

01

COVID-19 crisis accelerating integration and bringing teams together quicker with notable collaboration

02

Strength and depth of talent around technology, products, talent development and sustainability focus

03

Deployment of IRX is a significant opportunity across the organization; more than initial view

04

Long-term growth vectors remain healthy; significant, identified cross-selling revenue capture and margin expansion in focus

05

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SLIDE 20

Multi-Year Integration Effort Underway: First 100 Days Strategy, Goals and Results

Based on Process Muscle We Built in Integration Planning, We Are Executing in Line with Expectations

20

To-Date Results

Milestone Events STATUS

Day 1 Celebration and Global Town Hall

Global Product Planning Summit (Virtual)

i2V IR Kick-off Scheduled Global Commercial Planning Summit Scheduled 2021 – 2023 Strategic Plan Kick-off Scheduled 1st Annual Leader Summit Rescheduled 2021

Process Implementation

Day 1: L2 Global Organization In Place

Day 6: L3 – L5 Global Organization In Place

Week 2: Monthly Business Reviews (Globally)

Week 3: IR Operating Plan Execution (IROPE) Deployed

Week 3: IMPACT Daily Management Installs Begin Globally

Week 4: 1st Year Plan for Synergy Execution

Launched 16 RFQs Covering ~1/3 of Direct Material Spend1

PHASE 1 PHASE 2 PHASE 3 COMPLETE

May ‘19 – Nov ‘19 Value Stream Mapping Planning

TEAM & PROCESS ESTABLISHED

Dec ‘19 – Feb ‘20 Implementing and Day 1 Readiness

DAY 1: PLAN READINESS

Mar ‘20 – May ‘20 100 Day Execution Plan

FAST START: IRX IMPLEMENTATION

Major Events & Process Implementation

1 Based on 2019 direct material spend.

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SLIDE 21

Strong Additions to Our Seasoned Leadership Team

30 Year Average Industry Experience Across Leadership Team

21

VICENTE REYNAL EMILY WEAVER CRAIG MUNDY ANDY SCHIESL MIKE WEATHERRED CHRIS NEUBAUER CESARE TRABATTONI

CEO SVP and CFO SVP, HR, Talent and Diversity & Inclusion SVP, General Counsel, Chief Compliance Officer and Secretary SVP, IRX, Strategy and Business Development VP, Global Sourcing and Logistics VP, Demand Generation, Pricing and Commercial Excellence

TODD WYMAN GARY GILLESPIE ARNOLD LI ENRIQUE M. VISERAS SIA ABBASZADEH MARIA BLASE EDWARD BAYHI NICK KENDALL-JONES MARK WAGNER

SVP, Industrial Technologies and Services Business VP and GM, Industrial Technologies and Services, Americas VP and GM, Industrial Technologies and Services, AP VP and GM, Industrial Technologies and Services, EMEIA VP and GM, Pressure and Vacuum Solutions VP and GM, Power Tools and Lifting VP and GM, High Pressure Solutions VP and GM, Precision and Science Technologies VP and GM, Specialty Vehicle Technologies

Functional Leadership Joined from Legacy Ingersoll Rand Business Leadership

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SLIDE 22

KIRK ARNOLD

Former CEO, Data Intensity

ELIZABETH CENTONI

SVP, Emerging Technology & Incubation, Cisco Systems, Inc

WILLIAM DONNELLY

Retired EVP, Mettler-Toledo

GARY FORSEE

Retired Chairman, President & CEO, Sprint Nextel Corporation Former President, University of Missouri System

JOHN HUMPHREY

Retired EVP & CFO, Roper Technologies

MARC JONES

CEO & Chairman, Aeris Communications, Inc.

VICENTE REYNAL

CEO, Ingersoll Rand

JOSHUA WEISENBECK

Partner, Private Equity, KKR

TONY WHITE

Retired Chairman, President & CEO, Applied Biosystems, Inc.

Engaged and Accountable Board of Directors

Director Experience and Capabilities Support Our Long-term Vision

22

New directors bring expertise and leadership in technology, entrepreneurship, employee engagement, innovation and demand generation  3 years average tenure  All independent directors (other than CEO)  40% of Board of Directors are diverse

PETER STAVROS

Chairman | Partner, Co-Head of Americas Private Equity; Co-Chair, Inclusion and Diversity Council; Head of Industrials, KKR

Joined from Legacy Ingersoll Rand BoD

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SLIDE 23

Merging Strong Cultures to Enhance Our Competitive Advantages

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Our Purpose: Lean On Us To Help You Make Life Better

We Think and Act Like Owners For 160 years we have been waking up every day to help make life better. We are driven by an entrepreneurial spirit and an ownership mindset, inspiring us to care deeply about our neighbors and shared planet. We have a bias for action, take accountability and quickly bounce back from setbacks. We Are Committed to Making Our Customers Successful We pride ourselves on innovation, and we aim to operate in a clear, straightforward fashion. We aspire to be connected for life with our customers and embrace the responsibility that comes with that. We know they lean on us for essential, vital and mission critical solutions. We Are Bold in Our Aspirations While Moving Forward with Humility and Integrity We have the confidence to take on the hardest problems, yet we are rooted in a genuine sense of humility. We endeavor to earn trust every day by being honest in our dealings and acting with integrity regardless of how hard the

  • challenge. We speak with candor, own our mistakes and always strive to be

better tomorrow. We Foster Inspired Teams We nurture and celebrate a culture that embraces diverse points of views, backgrounds and experiences. We are committed to equity in how people are treated and the opportunities available to them. And we know that a workplace which cultivates a sense of inclusion, belonging and respect will develop the most talented and capable employees.

Our Values:

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SLIDE 24

A safety-focused, zero-incident culture is a priority for all of us

  • Fostering a strong safety culture where

management is personally committed, and employees engaged through Safety Moments, enhanced audits and heightened leader communication

  • Developed a new EHS Policy, which is being

implemented globally across all businesses

  • Established a new company-wide

Environmental Management System to increase best practice sharing, incident tracking and corrective actions

SAFETY

24

Committed to sustainability in the work we do and the way we work

  • Solutions aid in energy savings, energy

efficiency, heat recovery, water and wastewater treatment, solar power and

  • perator safety and ergonomics, helping to

make a positive impact on the environment and communities worldwide

  • Added “Operate Sustainably” as a new

strategic imperative; now a global priority

  • Deployed IRX to ensure execution of key ESG

projects and initiatives

  • Launched formal materiality assessment to

engage customers, employees, investors and suppliers in defining our ESG priorities

SUSTAINABILITY

Increasing Our Focus on ESG – It is Now a Strategic Imperative

Intend to publish new IR’s first ever sustainability report based on Global Reporting Initiative (GRI) standards

Nurturing and celebrating a culture that embraces diverse points of view, backgrounds and experiences

  • CEO signed CEO Action for Diversity &

Inclusion pledge

  • Focused on initiatives such as our Women’s

Mentoring Circles that support success and development of diverse talent

  • Dedicated to creating and maintaining an

environment that allows for open conversations about diversity and inclusion

DIVERSITY & INCLUSION

Intense organizational- wide effort to prepare submittals to prominent rating agencies including the Dow Jones Sustainability Index and CDP

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SLIDE 25

Initiatives in Place to Capture Value Creation through Synergies

Accelerating Execution Given Current Environment

25

Manufacturing

  • Detailed database created for 14M+ sq. ft. of facilities to develop roadmap
  • Phase 1 manufacturing optimization defined and under analysis
  • Initial observations indicate strong potential for “Lean Manufacturing” as it is

deployed across enterprise

Supply Chain / Procurement

  • Launched 16 RFQs covering ~33% of direct material spend2; “quick wins” executed
  • Leveraging current market to harmonize and secure supply chain
  • Developing i2V roadmap across business with launch expected in 2H’20

Structural: G&A and Other

  • Focused on simplification of structure to reduce layers and increase span of

control

  • Opportunity to optimize Corporate functions

Cost Synergies Manufacturing Supply Chain / Procurement2 Structural: G&A and Other

~$250M1

Run-Rate Synergy Estimate

Estimated One-Time Costs of ~$350M3 to Achieve Cost Synergies and ~$100M3 for Associated Stand-up of the New Company Plus Incremental Revenue Growth Opportunities

1 We expect to be able to realize anticipated cost synergies of ~$250M by the end of year 3 after closing. We expect to incur ~$450M of expense in connection with both achieving these cost synergies and the associated

stand-up of the new company. 2 Based on 2019 direct material spend. 3 Excludes transaction costs.

slide-26
SLIDE 26

Strong Liquidity with Multiple Levers to Unlock Cash

26

Credit Rating

  • Ba2 (Positive) / BB+ (stable) from Moody’s and S&P, respectively

Debt Structure and Recent Actions (As of 2/29/20)

  • Total debt of $3.5B with legacy Gardner Denver debt amended/extended at the same time as placement of new debt (all occurred in Feb. 2020)
  • Existing USD $928M Term Loan B repriced at L+175; 100 bps better pricing than before
  • Existing €602M Term Loan B repriced at E+200 (with a 0% floor); 100 bps better pricing than before
  • New USD $1.9B Term Loan B priced at L+175
  • Legacy fixed interest rate swaps of $825M all expire by Sep. 2020 ($100M in Jun., $350M in Jul., and $375M in Sep.)

Maturities

  • No maturities until 2027

Financial Covenants

  • None on term loans
  • $1B revolving credit facility: maximum net first lien secured debt1 to EBITDA of 6.25x, tested when 40% of revolving credit facility is utilized
  • At current debt level of $3.5B and cash balance as of 12/31/19, covenant not tripped unless Adjusted EBITDA falls to ~$500M and $1B revolver usage of

at least 40%

Liquidity

  • Cash on Gardner Denver balance sheet of $505M as of 12/31/19
  • $1.0B Revolving Credit Facility (currently undrawn)
  • $125M Receivables Financing Agreement (no outstanding borrowings as of 12/31/19 with only letters of credit committed against the facility and ~$60M of

available borrowing capacity)

Levers to Unlock Cash

  • Working Capital
  • AR and AP: Applying best practices, including lessons learned from Gardner Denver that helped drive 500+ bps improvement in Net Working Capital as a

% of sales from IPO in 2017 to 2019

  • Inventory: Deploying Ingersoll Rand Execution Excellence (IRX) toolkit to drive sustainable inventory reduction initiatives, using same practices from

Gardner Denver

  • Interest Expense: Benefiting from interest expense savings on repriced loans; targeting additional savings given current interest rate environment as well as

fixed rate swaps all expiring by Q3’20

  • Tax: Building funnel of opportunities to minimize cash taxes given the merger; taking advantage of payment extensions and refund opportunities

1 Net first lien secured debt defined as gross debt secured on a first priority basis less unrestricted cash and cash equivalents.

slide-27
SLIDE 27

Multiple Catalysts for Future Value Creation – Invest with Us

27

ENHANCED MARKET GROWTH OPPORTUNITY

  • Expanded addressable market – ~65% larger
  • Expansive installed base with opportunity to capture greater value
  • Continued thoughtful portfolio optimization

01.

COMPOUNDING POTENTIAL OF TWO GREAT ORGANIZATIONS

  • Merging strong cultures to enhance our competitive advantages
  • Embedding ESG into our way of life to drive meaningful results
  • Multi-year integration effort underway

02.

DURABLE BUSINESS MODEL ENABLED BY IRX

  • Accelerating execution to achieve results faster through IMPACT Daily Management and Policy Deployment rigor
  • Strong financial profile: outpacing market growth, margin discipline, aftermarket revenue and strong free cash flow
  • Focus on achieving top-quartile industrial performance

03.

slide-28
SLIDE 28

Appendix

slide-29
SLIDE 29

Sources of Financial Data

  • Supplemental Financial Information – furnished in Current Report on Form 8-K filed with SEC on April 15, 2020
  • Source of financial information of the combined company in this presentation
  • Excel model included on the investor section of www.irco.com
  • Management’s view of supplemental historical financial information of the combined company provided to assist investors in assessing the Company’s historical

performance on a basis that includes the combined results of operations of both Gardner Denver Holdings, Inc. and the Ingersoll Rand Industrial segment

  • Amendment No. 1 to Current Report on Form 8-K filed March 31, 2020
  • The Company filed an amendment to its Current Report on Form 8-K filed with the SEC on March 4, 2020 to provide:
  • Audited financial statements of the Industrial Business of Ingersoll-Rand plc for the years ended December 31, 2019 2018 and 2017 and the combined

balance sheets as of December 31, 2019 and 2018

  • Unaudited pro forma combined financial statements of the Company as of and for the year ended December 31, 2019

https://d18rn0p25nwr6d.cloudfront.net/CIK-0001699150/4da03c43-e2f9-4b8d-86d4-6c1ddbab469d.pdf

  • Registration Statement: Amendment No. 1 to Registration Statement on Form S-4 Filed January 15, 2020
  • The Company filed a Registration Statement on Form S-4 with the SEC on December 30, 2019 (as amended by Amendment No. 1 to Registration Statement on

Form S-4 filed with the SEC on January 15, 2020, the “S4”) to register shares of its common stock, that were issued in connection with the merger of Charm Merger Sub Inc. (“Merger Sub”), a wholly-owned subsidiary of Gardner Denver, with and into Ingersoll-Rand U.S. HoldCo, Inc. (“Ingersoll Rand Industrial”), which was a wholly-owned subsidiary of Ingersoll-Rand plc (“Ingersoll Rand”), with Ingersoll Rand Industrial surviving the merger as a wholly-owned subsidiary of Gardner Denver

  • The S-4 included audited financial statements of the Industrial Business of Ingersoll-Rand plc for the years ended December 31, 2018, 2017 and 2016 and the

combined balance sheets as of December 31, 2018 and 2017 and unaudited pro forma combined financial statements of the Company as of and for the year ended December 31, 2018 http://d18rn0p25nwr6d.cloudfront.net/CIK-0001699150/f86cb9c4-c2a9-4172-b924-fb01eb816ec2.pdf

29

slide-30
SLIDE 30

Supplemental Financial Information: 2019 Condensed Combined Statement of Operations

30 Adjusted Combined Pro Forma Combined Financial Information Year Ended Supplemental Year Ended Dec 31, 2019 (a) Adjustments Dec 31, 2019 Revenues 6,173.2 $ (8.7) $ (b) 6,164.5 $ Cost of sales 4,004.4 (3.0) (c) 4,001.4 Gross profit 2,168.8 (5.7) 2,163.1 Selling and administrative expenses 1,148.2 (38.4) (c) 1,109.8 Amortization of intangible assets 359.8

  • 359.8

Other operating expense, net 72.1

  • 72.1

Operating income 588.7 32.7 621.4 Interest expense 156.5

  • 156.5

Loss on extinguishment of debt 0.2

  • 0.2

Other income, net (4.2)

  • (4.2)

Income before income taxes 436.2 32.7 468.9 Provision for income taxes 96.5 22.1 (d) 118.6 Net income 339.7 10.6 350.3 Less: Net earnings attributable to noncontrolling interests 2.7

  • 2.7

Net income attributable to Ingersoll Rand 337.0 $ 10.6 $ 347.6 $ Basic earnings per share 0.81 $ 0.03 $ 0.84 $ Diluted earnings per share 0.80 $ 0.03 $ 0.83 $ Weighted average shares, basic 414.5 414.5 Weighted average shares, diluted 420.1 420.1 Notes to the Supplemental Adjustments to the Unaudited Condensed Combined Statement of Operations (a) This column represents the unaudited pro forma condensed combined statement of operations giving effect to the Merger which were included as Exhibit 99.2 to the Form 8-K/A. (b) Adjustment reflecting certain ongoing sales with Trane Technologies per the Transition Services Agreement that will be sold at zero margin post-Merger. (d) Adjustment reflecting the application of the effective tax rate of 25.3% to all of the supplemental pro forma adjustments previously discussed above and additional tax provision related to Global Intangible Low-Taxed Income (“GILTI”) and income as defined under Subpart F of the Internal Revenue Code (“Subpart F”). INGERSOLL RAND INC. AND SUBSIDIARIES UNAUDITED ADJUSTED COMBINED FINANCIAL INFORMATION CONDENSED COMBINED STATEMENT OF OPERATIONS (Dollars and Shares in millions, except per share amounts) (c) Adjustment reflecting the removal of certain corporate expenses allocated to the Ingersoll Rand Industrial Segment by its former parent (inclusive of corporate expenses allocated to Precision Flow Systems by its former parent) recorded in connection with the carve-out financial statements which did not convey with the Ingersoll Rand Industrial Segment.

slide-31
SLIDE 31

Supplemental Financial Information: 2018 Condensed Combined Statement of Operations

31 Adjusted Combined Pro Forma Combined Financial Information Year Ended Supplemental Year Ended Dec 31, 2018 (a) Adjustments Dec 31, 2018 Revenues 6,460.3 $ (6.2) $ (b) 6,454.1 $ Cost of sales 4,168.1 (1.7) (c) 4,166.4 Gross profit 2,292.2 (4.5) 2,287.7 Selling and administrative expenses 1,198.2 (45.8) (c) 1,152.4 Amortization of intangible assets 361.3

  • 361.3

Other operating expense, net 70.5

  • 70.5

Operating income 662.2 41.3 703.5 Interest expense 170.3 (3.1) (d) 167.2 Loss on extinguishment of debt 1.1

  • 1.1

Other income, net (8.8)

  • (8.8)

Income before income taxes 499.6 44.4 544.0 Provision for income taxes 116.6 18.3 (e) 134.9 Net income 383.0 26.1 409.1 Less: Net earnings attributable to noncontrolling interests 2.6

  • 2.6

Net income attributable to Ingersoll Rand 380.4 $ 26.1 $ 406.5 $ Basic earnings per share 0.92 $ 0.06 $ 0.98 $ Diluted earnings per share 0.90 $ 0.07 $ 0.97 $ Weighted average shares, basic 412.9 412.9 Weighted average shares, diluted 420.5 420.5 Notes to the Supplemental Adjustments to the Unaudited Condensed Combined Statement of Operations (a) This column represents the unaudited pro forma condensed combined statement of operations giving effect to the Merger which were included in the Form S-4. (b) Adjustment reflecting certain ongoing sales with Trane Technologies per the Transition Services Agreement that will be sold at zero margin post-Merger. (d) Adjustment reflecting the removal of pro forma interest expense included in the unaudited pro forma condensed combined statement of operations included in the Form S-4. The original pro forma interest expense amount was calculated using the best available estimated interest rates at the time the Form S-4 was filed. This incremental adjustment reflects a change in the interest expense calculation due to the application of actual agreed upon interest rates confirmed in the new borrowing facility. (e) Adjustment reflecting the application of the effective tax rate of 24.8% to all of the supplemental pro forma adjustments previously discussed above and additional tax provision related to GILTI and Subpart F. INGERSOLL RAND INC. AND SUBSIDIARIES UNAUDITED ADJUSTED COMBINED FINANCIAL INFORMATION CONDENSED COMBINED STATEMENT OF OPERATIONS (Dollars and Shares in millions, except per share amounts) (c) Adjustment reflecting the removal of certain corporate expenses allocated to the Ingersoll Rand Industrial segment by its former Parent (inclusive of corporate expenses allocated to Precision Flow Systems by its former Parent) recorded in connection with the carve-out financial statements which did not convey with the Ingersoll Rand Industrial segment.

slide-32
SLIDE 32

Supplemental Financial Information: 2019 and 2018 Combined Financial Information by Segment

32

Year ended Year ended Dec 31, 2019 Dec 31, 2019 Sep 30, 2019 Jun 30, 2019 Mar 31, 2019 Dec 31, 2018 Ingersoll Rand Adjusted Revenue (non-GAAP) $ 6,164.5 $ 1,588.4 $ 1,481.0 $ 1,595.5 $ 1,499.6 $ 6,454.1 Adjusted EBITDA (non-GAAP) 1,196.5 314.2 293.8 313.1 275.4 1,294.9 Adjusted EBITDA Margin (non-GAAP) 19.4% 19.8% 19.8% 19.6% 18.4% 20.1% Further Adjusted Net Income (non-GAAP) 690.8 184.4 169.0 183.3 154.1 755.3 Further Adjusted Diluted EPS (non-GAAP) 1.64 $ 0.44 $ 0.39 $ 0.44 $ 0.37 $ 1.80 $ Industrial Technologies & Services Adjusted Revenue (non-GAAP) $ 4,057.5 $ 1,069.8 $ 984.0 $ 1,027.5 $ 976.2 $ 4,216.1 Adjusted EBITDA (non-GAAP) 816.1 236.0 199.8 199.5 180.8 825.6 Adjusted EBITDA Margin (non-GAAP) 20.1% 22.1% 20.3% 19.4% 18.5% 19.6% Precision & Science Technologies Adjusted Revenue (non-GAAP) $ 850.3 $ 213.2 $ 208.0 $ 215.5 $ 213.6 $ 818.5 Adjusted EBITDA (non-GAAP) 235.9 59.4 56.6 63.4 56.5 208.7 Adjusted EBITDA Margin (non-GAAP) 27.7% 27.9% 27.2% 29.4% 26.5% 25.5% Specialty Vehicle Technologies Adjusted Revenue (non-GAAP) $ 822.3 $ 226.4 $ 189.0 $ 233.0 $ 173.9 $ 749.4 Adjusted EBITDA (non-GAAP) 116.7 32.9 27.6 37.6 18.6 104.3 Adjusted EBITDA Margin (non-GAAP) 14.2% 14.5% 14.6% 16.1% 10.7% 13.9% High Pressure Solutions Adjusted Revenue (non-GAAP) $ 434.4 $ 79.0 $ 100.0 $ 119.5 $ 135.9 $ 670.1 Adjusted EBITDA (non-GAAP) 117.4 16.0 26.9 32.6 41.9 227.9 Adjusted EBITDA Margin (non-GAAP) 27.0% 20.3% 26.9% 27.3% 30.8% 34.0% INGERSOLL RAND INC. AND SUBSIDIARIES UNAUDITED ADJUSTED COMBINED FINANCIAL INFORMATION BY SEGMENT (Dollars and Shares in millions, except per share amounts) Quarter ended

slide-33
SLIDE 33

Supplemental Financial Information: 2019 and 2018 Combined Revenue Growth / (Decline) by Segment

33 Year ended Year ended Dec 31, 2019 Dec 31, 2019 Sep 30, 2019 Jun 30, 2019 Mar 31, 2019 Dec 31, 2018 Ingersoll Rand Organic growth (decline) (non-GAAP) (3.0%) (7.1%) (5.8%) (0.9%) 2.3% 9.0% Impact of foreign currency (non-GAAP) (2.2%) (1.0%) (1.7%) (2.7%) (3.6%) 1.1% Impact of acquisitions (non-GAAP) 0.7% 0.4% 0.6% 0.6% 1.3% 1.3% Total adjusted revenue growth (decline) (non-GAAP) (4.5%) (7.7%) (6.9%) (3.0%)

  • %

11.4% Industrial Technologies & Services Organic growth (decline) (non-GAAP) (1.6%) (5.4%) (3.4%) (0.9%) 4.1% 6.9% Impact of foreign currency (non-GAAP) (2.7%) (1.2%) (2.1%) (3.4%) (4.6%) 1.2% Impact of acquisitions (non-GAAP) 0.5% 0.3% 0.3% 0.3% 1.3% 1.8% Total adjusted revenue growth (decline) (non-GAAP) (3.8%) (6.3%) (5.2%) (4.0%) 0.8% 9.9% Precision & Science Technologies Organic growth (decline) (non-GAAP) 3.5% 0.8% (0.3%) 4.9% 9.1% 12.5% Impact of foreign currency (non-GAAP) (2.4%) (1.2%) (1.9%) (2.9%) (3.9%) 2.0% Impact of acquisitions (non-GAAP) 2.8% 1.9% 2.9% 3.1% 3.2% 0.1% Total adjusted revenue growth (non-GAAP) 3.9% 1.5% 0.7% 5.1% 8.4% 14.6% Specialty Vehicle Technologies Organic growth (non-GAAP) 10.3% 7.9% 17.6% 13.3% 2.8% 12.8% Impact of foreign currency (non-GAAP) (0.6%) (0.3%) (0.4%) (0.7%) (1.0%) 0.4% Impact of acquisitions (non-GAAP)

  • %
  • %
  • %
  • %
  • %
  • %

Total adjusted revenue growth (non-GAAP) 9.7% 7.6% 17.2% 12.6% 1.8% 13.2% High Pressure Solutions Organic growth (decline) (non-GAAP) (35.1%) (49.8%) (45.9%) (26.5%) (17.2%) 14.6% Impact of foreign currency (non-GAAP) (0.3%) (0.5%) (0.3%) (0.3%) (0.4%)

  • %

Impact of acquisitions (non-GAAP) 0.3%

  • %
  • %

0.4% 0.8% 1.0% Total adjusted revenue growth (decline) (non-GAAP) (35.1%) (50.3%) (46.2%) (26.4%) (16.8%) 15.6% INGERSOLL RAND INC. AND SUBSIDIARIES UNAUDITED ADJUSTED COMBINED REVENUE GROWTH / (DECLINE) BY SEGMENT (Dollars and Shares in millions, except per share amounts) Quarter ended

(1) Organic growth/(decline), impact of foreign currency, and impact of acquisitions are non-GAAP measures. References to “impact of acquisitions” refer to GAAP sales from acquired businesses recorded prior to the first anniversary of the acquisition. The portion of GAAP revenue attributable to currency translation is calculated as the difference between (a) the period-to-period change in revenue (excluding acquisition sales) and (b) the period-to-period change in revenue (excluding acquisition sales) after applying prior year foreign exchange rates to the current year period.

slide-34
SLIDE 34

Supplemental Financial Information: 2019 and 2018 Reconciliation of Adjusted Net Income and Diluted EPS to Further Adjusted Net Income and Further Adjusted Diluted EPS

34

Year ended Year ended Dec 31, 2019 Dec 31, 2019 Sep 30, 2019 Jun 30, 2019 Mar 31, 2019 Dec 31, 2018 Adjusted Net Income (1) $ 350.3 $ 104.1 $ 90.4 $ 93.6 $ 62.2 $ 409.1 Adjusted Diluted Earnings Per Share (1) $ 0.83 $ 0.25 $ 0.21 $ 0.22 $ 0.15 $ 0.97 Plus: Amortization of acquisition related intangible assets (a) $ 348.0 $ 86.9 $ 86.8 $ 87.0 $ 87.3 $ 347.4 Acquisition related expenses and non-cash charges (b) 9.7 4.4 2.1 1.6 1.6 16.7 Restructuring and related business transformation costs (c) 63.1 15.1 17.8 15.1 15.1 84.5 Stock-based compensation (d) 32.4 8.8 2.9 9.1 11.6 17.8 Foreign currency transaction losses (gains), net 7.2 5.3 (2.2) 1.6 2.5 (0.6) Shareholder litigation settlement recoveries (e) (6.0)

  • (6.0)

(9.5) Other adjustments (f) 0.7

  • 0.7

4.1 Minus: Income tax provisions, as adjusted (g) 114.6 40.2 28.8 24.7 20.9 114.2 Further Adjusted Net Income $ 690.8 $ 184.4 $ 169.0 $ 183.3 $ 154.1 $ 755.3 Further Adjusted Diluted Earnings Per Share $ 1.64 $ 0.44 $ 0.39 $ 0.44 $ 0.37 $ 1.80 Average Shares Outstanding: Diluted shares outstanding 208.9 209.4 209.0 208.9 207.7 209.1 Effects of transaction 211.3 211.3 211.3 211.3 211.3 211.3 Adjusted diluted shares outstanding 420.2 420.7 420.3 420.2 419.0 420.4 INGERSOLL RAND INC. AND SUBSIDIARIES UNAUDITED ADJUSTED COMBINED FINANCIAL INFORMATION RECONCILIATION OF ADJUSTED NET INCOME AND DILUTED EPS TO FURTHER ADJUSTED NET INCOME AND FURTHER ADJUSTED DILUTED EPS (Dollars and Shares in millions, except per share amounts) Quarter ended (1) See tables on slides 30 and 31 for the years ended December 31, 2019 and December 31, 2018, respectively, for a reconciliation of unaudited pro forma Net Income and unaudited pro forma Diluted EPS as previously disclosed in SEC filings in accordance with Article 11 of Regulation S-X to these adjusted measures presented above.

slide-35
SLIDE 35

Supplemental Financial Information: 2019 and 2018 Reconciliation of Adjusted Diluted EPS to Further Adjusted Diluted EPS

35

Year ended Year ended Dec 31, 2019 Dec 31, 2019 Sep 30, 2019 Jun 30, 2019 Mar 31, 2019 Dec 31, 2018 Adjusted Diluted Earnings Per Share (1) $ 0.83 $ 0.25 $ 0.21 $ 0.22 $ 0.15 $ 0.97 Plus: Amortization of acquisition related intangible assets (a) 0.83 0.20 0.21 0.21 0.21 0.83 Acquisition related expenses and non-cash charges (b) 0.01 0.01

  • 0.04

Restructuring and related business transformation costs (c) 0.15 0.04 0.04 0.04 0.03 0.20 Stock-based compensation (d) 0.08 0.02 0.01 0.02 0.03 0.04 Foreign currency transaction losses (gains), net 0.01 0.01 (0.01)

  • 0.01
  • Shareholder litigation settlement recoveries (e)

(0.01)

  • (0.01)

(0.02) Other adjustments (f)

  • 0.01

Minus:

  • Income tax provisions, as adjusted (g)

0.26 0.09 0.07 0.05 0.05 0.27 Further Adjusted Diluted Earnings Per Share 1.64 $ 0.44 $ 0.39 $ 0.44 $ 0.37 $ 1.80 $ INGERSOLL RAND INC. AND SUBSIDIARIES UNAUDITED ADJUSTED COMBINED FINANCIAL INFORMATION RECONCILIATION OF ADJUSTED DILUTED EPS TO FURTHER ADJUSTED DILUTED EPS (Share amounts in millions, per share amounts in whole dollars) Quarter ended (1) See tables on slides 30 and 31 for the years ended December 31, 2019 and December 31, 2018, respectively, for a reconciliation of unaudited pro forma Diluted EPS as previously disclosed in SEC filings in accordance with Article 11 of Regulation S-X to Adjusted Diluted EPS presented above.

slide-36
SLIDE 36

Supplemental Financial Information: 2019 and 2018 Reconciliation of Adjusted Net Income to Adjusted EBITDA and Further Adjusted Net Income

36

Year ended Year ended Dec 31, 2019 Dec 31, 2019 Sep 30, 2019 Jun 30, 2019 Mar 31, 2019 Dec 31, 2018 Adjusted Net Income (1) 350.3 $ 104.1 $ 90.4 $ 93.6 $ 62.2 $ 409.1 $ Plus: Interest expense 156.5 $ 37.8 $ 40.1 $ 39.3 $ 39.3 $ 167.2 $ Provision for income taxes 118.6 22.1 28.2 37.2 31.1 134.9 Depreciation expense 95.8 24.0 23.0 23.8 25.0 99.3 Amortization expense (a) 368.2 92.6 91.5 91.8 92.3 371.4 Acquisition related expenses and non-cash charges (b) 9.7 4.4 2.1 1.6 1.6 16.7 Restructuring and related business transformation costs (c) 63.1 15.1 17.8 15.1 15.1 84.5 Stock-based compensation (d) 32.4 8.8 2.9 9.1 11.6 17.8 Foreign currency transaction losses (gains), net 7.2 5.3 (2.2) 1.6 2.5 (0.6) Shareholder litigation settlement recoveries (e) (6.0)

  • (6.0)

(9.5) Other adjustments (f) 0.7

  • 0.7

4.1 Adjusted EBITDA 1,196.5 $ 314.2 $ 293.8 $ 313.1 $ 275.4 $ 1,294.9 $ Minus: Interest expense 156.5 $ 37.8 $ 40.1 $ 39.3 $ 39.3 $ 167.2 $ Income tax provision, as adjusted (g) 233.2 62.3 57.0 61.9 52.0 249.1 Depreciation expense 95.8 24.0 23.0 23.8 25.0 99.3 Amortization of non-acquisition related intangible assets (a) 20.2 5.7 4.7 4.8 5.0 24.0 Further Adjusted Net Income 690.8 $ 184.4 $ 169.0 $ 183.3 $ 154.1 $ 755.3 $ INGERSOLL RAND INC. AND SUBSIDIARIES UNAUDITED ADJUSTED COMBINED FINANCIAL INFORMATION RECONCILIATION OF ADJUSTED NET INCOME TO ADJUSTED EBITDA AND FURTHER ADJUSTED NET INCOME (Dollars and Shares in millions, except per share amounts) Quarter ended (1) See tables on slides 30 and 31 for the years ended December 31, 2019 and December 31, 2018, respectively, for a reconciliation of unaudited pro forma Net income as previously disclosed in SEC filings in accordance with Article 11 of Regulation S-X to Adjusted Net income presented above.

slide-37
SLIDE 37

Supplemental Financial Information: 2019 and 2018 Reconciliation of Segment Adjusted EBITDA to Adjusted Income Before Income Taxes

37

Year ended Year ended Dec 31, 2019 Dec 31, 2019 Sep 30, 2019 Jun 30, 2019 Mar 31, 2019 Dec 31, 2018 Adjusted Revenue Industrial Technologies & Services 4,057.5 $ $ 1,069.8 $ 984.0 $ 1,027.5 $ 976.2 $ 4,216.1 Precision & Science Technologies 850.3 213.2 208.0 215.5 213.6 818.5 Specialty Vehicle Technologies 822.3 226.4 189.0 233.0 173.9 749.4 High Pressure Solutions 434.4 79.0 100.0 119.5 135.9 670.1 Total Adjusted Revenue (1) 6,164.5 $ 1,588.4 $ 1,481.0 $ 1,595.5 $ 1,499.6 $ 6,454.1 $ Segment Adjusted EBITDA Industrial Technologies & Services 816.1 $ 236.0 $ 199.8 $ 199.5 $ 180.8 $ 825.6 $ Precision & Science Technologies 235.9 59.4 56.6 63.4 56.5 208.7 Specialty Vehicle Technologies 116.7 32.9 27.6 37.6 18.6 104.3 High Pressure Solutions 117.4 16.0 26.9 32.6 41.9 227.9 Total Segment Adjusted EBITDA 1,286.1 $ 344.3 $ 310.9 $ 333.1 $ 297.8 $ 1,366.5 $ Corporate expenses not allocated to segments 89.6 $ 30.1 $ 17.1 $ 20.0 $ 22.4 $ 71.6 $ Interest expense 156.5 37.8 40.1 39.3 39.3 167.2 Depreciation and amortization expense 464.0 116.6 114.5 115.6 117.3 470.7 Acquisition related expenses and non-cash charges (b) 9.7 4.4 2.1 1.6 1.6 16.7 Restructuring and related business transformation costs (c) 63.1 15.1 17.8 15.1 15.1 84.5 Stock-based compensation (d) 32.4 8.8 2.9 9.1 11.6 17.8 Foreign currency transaction losses (gains), net 7.2 5.3 (2.2) 1.6 2.5 (0.6) Shareholder litigation settlement recoveries (e) (6.0)

  • (6.0)

(9.5) Other adjustments (f) 0.7

  • 0.7

4.1 Adjusted Income Before Income Taxes (1) 468.9 $ 126.2 $ 118.6 $ 130.8 $ 93.3 $ 544.0 $ (1) See tables on slides 30 and 31 for the years ended December 31, 2019 and December 31, 2018, respectively, for a reconciliation of unaudited pro forma Revenue and unaudited pro forma Income Before Income Taxes as previously disclosed in SEC filings in accordance with Article 11 of Regulation S-X to these adjusted measures presented above. INGERSOLL RAND INC. AND SUBSIDIARIES UNAUDITED ADJUSTED COMBINED FINANCIAL INFORMATION RECONCILIATION OF SEGMENT ADJUSTED EBITDA TO ADJUSTED INCOME BEFORE INCOME TAXES (Dollars and Shares in millions, except per share amounts) Quarter ended Less items to reconcile Segment Adjusted EBITDA to Adjusted Income Before Income Taxes:

slide-38
SLIDE 38

Supplemental Financial Information: Notes to Slides 34-37 - Adjusted Combined Financial Information

38

All supplemental financial information presented in this document represents the newly combined Ingersoll Rand giving effect to the Merger as if it happened on January 1, 2018. (a) Amortization expense consisted of the following:

Year ended Year ended Dec 31, 2019 Dec 31, 2019 Sep 30, 2019 Jun 30, 2019 Mar 31, 2019 Dec 31, 2018 Amortization of acquisition-related intangible assets 348.0 $ 86.9 $ 86.8 $ 87.0 $ 87.3 $ 347.4 $ Amortization of non-acquisition related intangible assets 20.2 5.7 4.7 4.8 5.0 24.0 Total amortization expense 368.2 $ 92.6 $ 91.5 $ 91.8 $ 92.3 $ 371.4 $

(c) Restructuring and related business transformation costs consisted of the following:

Year ended Year ended Dec 31, 2019 Dec 31, 2019 Sep 30, 2019 Jun 30, 2019 Mar 31, 2019 Dec 31, 2018 Restructuring charges 54.6 $ 11.7 $ 16.0 $ 13.9 $ 13.0 $ 62.6 $ Severance, sign-on, relocation and executive search costs 2.5 1.2 0.1 0.2 1.0 4.1 Facility reorganization, relocation and other costs 2.4 0.5 0.8 0.5 0.6 3.1 Information technology infrastructure transformation 1.2 0.3 0.2 0.4 0.3 0.8 Losses (gains) on asset and business disposals 0.8 0.9 0.2 (0.4) 0.1 (5.3) Consultant and other advisor fees 0.3

  • 0.1

0.1 0.1 14.1 Other, net 1.3 0.5 0.4 0.4

  • 5.1

Total restructuring and related business transformation costs 63.1 $ 15.1 $ 17.8 $ 15.1 $ 15.1 $ 84.5 $

(e) Represents insurance recoveries of our shareholder litigation settlement in 2014.

Quarter ended Quarter ended

(b) Represents costs associated with successful and/or abandoned acquisitions, including third-party expenses, post-closure integration costs (including certain incentive and non-incentive cash compensation costs), and non-cash charges and credits arising from fair value purchase accounting adjustments. (d) Represents stock-based compensation expense recognized for stock options outstanding of $30.8 million and $17.8 million for the years ended December 31, 2019 and 2018,

  • respectively. Represents stock-based compensation expense recognized for stock options outstanding of $8.7 million, $2.7 million, $9.0 million and $10.4 million for the quarters ended

December 31, 2019, September 30, 2019, June 30, 2019 and March 31, 2019, respectively.

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SLIDE 39

Supplemental Financial Information: Notes to Slides 34-37 - Adjusted Combined Financial Information (Continued)

39

(f) Other adjustments are comprised of the following items:

  • i. estimated environmental remediation costs and losses relating to a former production facility;
  • ii. certain expenses related to our initial public offering and secondary offerings;
  • v. other individually immaterial miscellaneous adjustments.

Year ended Year ended Dec 31, 2019 Dec 31, 2019 Sep 30, 2019 Jun 30, 2019 Mar 31, 2019 Dec 31, 2018 Provision for income taxes 118.6 $ 22.1 $ 28.2 $ 37.2 $ 31.1 $ 134.9 $ Tax impact of pre-tax income adjustments 114.6 40.2 28.8 24.7 20.9 113.5 Income tax provision, as adjusted 233.2 $ 62.3 $ 57.0 $ 61.9 $ 52.0 $ 248.4 $

  • iv. losses on the extinguishment of the Company's senior notes, extinguishment of a portion of the Company’s U.S. Term Loan, refinancing of the Company’s Original Dollar Term Loan

Facility and the Company’s Original Euro Term Loan Facility and losses reclassified from accumulated other comprehensive income/(loss) into income related to the amendment of the interest rate swaps in conjunction with the debt repayment; and (g) Represents our income tax provision adjusted for the tax effect of pre-tax items excluded from Adjusted Net Income and the removal of applicable discrete tax items. The tax effect of pre-tax items excluded from Adjusted Net Income is computed using the statutory tax rate related to the jurisdiction that was impacted by the adjustment after taking into account the impact

  • f permanent differences and valuation allowances. The income tax provision, as adjusted for each of the periods presented below consists of the following:

Quarter ended

  • iii. third party expenses to comply with the requirements of Sarbanes-Oxley and the accelerated adoption of new accounting standards in the first quarter of 2018 and 2019, respectively;
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SLIDE 40

Reconciliation of Net (Loss) Income to Adjusted EBITDA for Legacy Gardner Denver

40

($ M) FY 19 FY15 Net (Loss) Income $159.1 ($352.0) Plus: Interest Expense $88.9 $162.9 (Benefit) Provision for Income Taxes $31.8 ($14.7) Depreciation Expense $53.8 $47.6 Amortization Expense $124.3 $115.4 Impairment of Goodwill and Other Intangible Assets $421.4 Sponsor Fees and Expenses $4.6 Restructuring and Related Business Transformation $25.6 $31.4 Acquisition Related Expenses and Non-cash Charges $54.6 $4.8 Environmental Remediation Loss Reserve $0.1 Expenses Related to Initial Stock Offering Establish Public Company Financial Reporting $0.6 Stock-based Compensation $23.1 Loss on Extinguishment of Debt $0.2 Foreign Currency Transaction Losses (Gains), Net $8.1 $1.1 Shareholder Litigation Settlement Recoveries ($6.0) Other Adjustments $0.6 ($3.6) Adjusted EBITDA $564.8 $418.9 Revenue $2,451.9 $2,126.9 Adjusted EBITDA % 23.0% 19.7% Legacy Gardner Denver

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SLIDE 41

Net Debt to Adjusted EBITDA Leverage Ratio

41

Ingersoll Rand FY 19 FY 19 FY15 Senior Secured bank debts $3,502 $1,602 $2,274 Senior Unsecured notes $575 Mortgages/Cap Lease/Other $18 $18 $18 Gross Debt1 $3,520 $1,620 $2,867 Less: Cash & Cash Equivalents2 ($456) ($505) ($228) Net Debt $3,063 $1,114 $2,638 Net Debt/Adj EBITDA Leverage Ratio 2.6 2.0 6.3 Legacy Gardner Denver

1 Pro-forma Gross Debt for Ingersoll Rand as of 12/31/19 including legacy Gardner Denver debt as of

12/31/19 and incremental $1.9B of debt raised in February of 2020 as part of transaction

2 Cash and Cash Equivalents comprised of legacy Gardner Denver cash as of 12/31/19 plus $25M of

Ingersoll Rand contributed cash at close less ~$74M of transaction fees and expenses