Ingersoll Rand : Earnings Document

2019 Sustainability Supplement

Owning our

Future

Table of

Contents

Introduction	3
Letter from our CEO	4
Ethics, Compliance and Emerging Risks	5
Our Employees	6
Social and Community Activities	8
Governance Model	10
Regulations and Public Policy	11
Environmental, Health and Safety Data	12
Materiality, Targets and Customers	15
Supply Chain Partners	20
GRI Content Index	21

Introduction

2019 Sustainability Supplement

For more than 160 years, our employees, customers and stakeholders have been leaning on Ingersoll Rand to help make their lives better. This is our Purpose and what drives each and every one of us each and every day. We support this Purpose by living our Values and focusing on our five strategic imperatives, which are:

• Deploy Talent	• Accelerate Growth	• Operate Sustainably
• Expand Margins	• Allocate Capital Effectively

Our Operate Sustainably strategic focus guides our journey to develop our operations and improve our footprint in an environmentally and socially conscious manner. As part of this journey, we are honored to publish the first Sustainability Supplement of the new Ingersoll Rand, which was created through the combination of Gardner Denver and the Ingersoll Rand Industrial segment on March 1, 2020. This report reflects 2019 environmental, social and governance (ESG) data of the combined company on a pro forma basis when available.

Ingersoll Rand Purpose and Values: The formation of Ingersoll Rand's Purpose and Values began with employees from every region joining together for intentional dialogue and rigorous workshops. A steering committee of the CEO, business unit leaders and functional leaders approved the Purpose and Values:

Purpose: Lean on Us to Help You Make Life Better

Values:

• We think and act like owners.
• We are committed to making our customers successful.
• We are bold in our aspirations while moving forward with humility and integrity.
• We foster inspired teams.

All employees attend our unique, interactive Purpose and Values activation sessions. These activation sessions are virtual workshops designed to allow employees to learn and understand our Purpose and Values, meaningfully communicate them to others and integrate them into their daily work.

Our Purpose and Values are available in 15 languages. Our CEO and executive team maintain responsibility for our Purpose and Values.

Reporting Period: ESG data for Ingersoll Rand reflects 2019.

Reporting Cycle: Ingersoll Rand's ESG reporting is on an annual cycle.

Date of Most Recent Report: This is the first ESG report for the combined company arising from the merger of Gardner Denver and the Ingersoll Rand Industrial segment.

Reporting in Accordance with Global Reporting Initiative (GRI) Standards: This report is in accordance with the Global

Reporting Initiative (GRI) standards: core option.

Restatements of Information and Changes in Reporting: With this being the first publication of our Sustainability Supplement, there are no restatements or changes in reporting at this time.

Process for Defining the Report and Topic Boundaries: The process to define the Ingersoll Rand ESG reporting data is to set its organizational and operational boundaries; this report has two topic boundaries:

1. Organizational boundary uses the financial control approach
2. Operational boundaries in respect to direct and indirect emissions include Scope 1 and 2, greenhouse gas (GHG) emissions are determined by the use of the GHG Protocol Initiative guidelines

The merger between Gardner Denver and the Ingersoll Rand Industrial segment resulted in reporting complexity and various disparate reporting systems across the two legacy organizations. Instead of waiting for all ESG data to be normalized before publishing, the company is reporting on what is available and continuing to harmonize processes to provide data for future reporting.

External Assurance: Ingersoll Rand Industrial segment data was assured by Lloyds Register - a third-party certified specialist. This represents approximately 60 percent of the company revenue. For further details and results, access the 2019 Assurance Statement.

Report Contact: Debbie Kalish, Director of Sustainability; [e-mail], 704-655-4597	3

Letter from

Our CEO

Dear Stakeholders,

Ingersoll Rand is driven by an entrepreneurial spirit and an ownership mindset, inspiring us to care deeply about our neighbors and shared planet. The merger of Gardner Denver with the Ingersoll Rand Industrial segment in March 2020 unleashed our extraordinary potential to generate long-term value for our employees, customers, shareholders and communities, and pursue critical environmental, social and governance (ESG) priorities.

Operate Sustainably is one of our five strategic imperatives along with Deploy Talent, Accelerate Growth, Expand Margins and Allocate Capital Effectively. This Sustainability Supplement is dedicated to how we sustainably operate across our people, products and processes.

Our people play an integral role in our sustainable measures; our future depends on our ability to develop, inspire and retain diverse, inclusive, high-performance teams propelled by mutual respect. Led by our inspired teams, we offer mission-critical flow creation and industrial products and services that improve the lives of our customers while minimizing our impact on our world. We are committed to incorporating publicly available environmental reporting measures into our processes and operations to show how we are reducing our waste, energy and water use, and increasing our material reuse.

We prioritize the integration of sustainability principles into every business, including a robust governance model and a focus on fostering social and environmental improvement in our communities and throughout the world. We believe that our ESG efforts will facilitate near- and long-term financial growth, resulting in success for our employees, partners and stakeholders.

We are relevant and adaptable to current conditions. As the COVID-19 pandemic spread globally, our team quickly modified operating procedures to ensure the safety of our employees as our first priority, but also to allow us to continue to deliver essential products and services to our customers. Looking ahead, we are leveraging our Ingersoll Rand Execution Excellence (IRX) process to respond to market shifts, and using digital tools to optimize our work, transform customer solutions and build resiliency while reducing risk.

We intend to continue our pursuit of sustainability with bold aspirations and transparency. Our operational goals will drive sustainability across the value chain, we will invest in innovation to hone more efficient and improved products and services, and we will expand into new markets responsibly and with social conviction.

This Sustainability Report documents our first steps on our ESG journey. Thank you for joining us in our pursuit of a better tomorrow.

Sincerely,

Vicente Reynal

President and CEO

Ingersoll Rand Inc.

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2019 Sustainability Supplement

Ethics, Compliance and

Emerging Risks

Seeking Advice about Ethical and Lawful Behavior and Organizational Integrity: OurCode of Conductcharges us with upholding the highest standards of legal and ethical conduct, and to do what is in the best interest of our employees, stakeholders, the environment and society. Ingersoll Rand conducts an annual Code of Conduct training and certification process for all employees.

Reporting Concerns about Unethical or Unlawful Behavior: Ingersoll Rand encourages anyone who seeks guidance on or suspects an ethical, legal or Code of Conductviolation to report their concerns through company leadership or our global ethics hotline. These are safe, confidential (and if so chosen, anonymous) internal and external mechanisms available through both phone and online channels.

Key Impacts, Risks and Opportunities: At Ingersoll Rand, managing uncertainty is centered on risk recognition, management and reduction. We have processes in place to identify trends and recognize risks, followed by developing and implementing countermeasures designed to obtain the most favorable outcomes. Our processes are regularly reviewed for effectiveness and updated as needed.

Significant Economic, Environmental and Social Impacts, Challenges and Opportunities:

Risk	Background	Mitigation	Opportunities
Sustainability	Potential inability to	Increased transparent	Integrate broadly to
Integration	integrate sustainability	public reporting and	recruit/retain talent, set
	into business as quickly as	identified sustainability	bold targets, and maintain
	necessary for stakeholder	maturity plan.	and enhance market share.
	expectations.
Employee Matters	Newly combined company	Established our new	Participate in strategy and
and Culture	culture needs employees	Purpose and Values and	link Values to the work
	working together.	Code of Conduct.	employees do.
Cybersecurity	Security disruptions/	Instituted security policies	Maintain strong processes
	breaches of technology	and continuity plans,	to avoid security
	systems, infrastructure or	and updated processes	disruptions, creating
	products could negatively	to protect unauthorized	further confidence in our
	impact our business.	access.	business.
Operational Growth	Expanded international	Focused on internal	Mitigate risks associated
	operations could present a	controls to business and	with sustainable growth.
	challenge on business.	risk tolerance.
Climate	Identify our climate	Created emission targets;	Integrate climate
	strategy to address our	timing for scenario plan/	sustainability targets in
	impacts as well as to	goal.	our business.
	identify solutions.
Occupational Health	Hazards and ill health	Introduced company-	Reinforce our safety
and Safety	affect employees' ability to	wide health and safety	culture and strengthen
	thrive and work.	management system.	trust among the team.

Additional risk factors may be found in the 10-K section of the 2019 Annual Report on pp. 10-21.

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