This diversity annual report captures the successes and best practices executed to drive transformational change in attracting, retaining, and engaging employees. The company did not have any type of infrastructure focused on diversity. In 2011, they hired Neddy Perez as their first VP & Chief Diversity Officer to roll out a global strategy. In two years time the initiatives put in place resulted in a positive impact on a global level.

1. 2013-2014 Annual PDI Report

2. 2013 Annual PDI Report to Employees
C O N T E N T S
Letter from Chief Diversity Officer. . . . . . . . . . . . . . . 3
Why PDI? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
PDI Achievement Highlights. . . . . . . . . . . . . . . . . . 6-7
Recognition of Our Progress. . . . . . . . . . . . . . . . . . 8-9
Employee Resource Groups Play Key Role . . . . . . 10-11
Our Employee Resource Groups. . . . . . . . . . . . . . 12-15
Talent Acquisition. . . . . . . . . . . . . . . . . . . . . . . . . 16-17
Focus on Women. . . . . . . . . . . . . . . . . . . . . . . . . 18-20
Supplier Diversity. . . . . . . . . . . . . . . . . . . . . . . . . 21-22
Outlook and Major Goals. . . . . . . . . . . . . . . . . . . . . 23
2

3. At Ingersoll Rand, we believe that having a corporate
culture of respect, collaboration and inclusion is
a shared responsibility that drives growth and
innovation, enhances operational excellence and
makes a positive impact in the lives of our customers
and the communities we serve.
In 2013, we continued to gain momentum with
our diversity and inclusion efforts. Many of our
achievements are described in this report. Some are
enterprise–wide, but many others are grassroots
initiatives spearheaded by local employees and people
managers with the support of the Diversity and
Inclusion team. For example, our employee resource
groups’ (ERGs) activities have positively impacted our
brand in the community and employee engagement;
our talent acquisition team’s efforts are yielding
an increased slate of military veterans, women and
minority candidates; and we continue to grow our
portfolio of diverse suppliers enabling us to better
compete for new business.
Our future is dependent on how well we create
a winning culture that values the diverse skills,
experiences and talents of our people and allows us
to live our core values.
Nereida (Neddy) Perez
Vice President,
Global Diversity and Inclusion
Gaining Momentum
Cassandra Singleton from
the Federal Reserve Board
meeting Neddy Perez, Chief
Diversity Officer of Ingersoll
Rand and Ted Martin,
member of Ingersoll Rand’s
Board of Directors.
3

4. Why PDI?
Our PDI (Progressive, Diverse, and Inclusive) strategy addresses
these challenges through an approach that stresses thinking and
behaving in ways that respect and value the contributions of people
throughout the company. PDI serves as a foundational building
block for our company’s corporate culture that reinforces our Vision,
Purpose and Values.
In order for us to retain a global competitive
advantage, we must work together to
foster an environment that respects and
leverages diverse perspectives, backgrounds,
communication styles, thinking, cultures and
talents. We strive to be an organization that:
Is Progressive in our approach to work, idea
generation, rewards and recognition.
Has a Diverse workforce with people from
all backgrounds, cultures and experiences
contributing to our success.
Is Inclusive by providing a workplace where
people feel valued and are encouraged to
speak up, share their perspectives and fully
participate.
Our PDI efforts make Ingersoll Rand a
company that people are proud to work for,
glad to do business with and pleased to have
as part of their community. PDI is critical to
being a premier performing company.
As the global marketplace changes,
Ingersoll Rand must evolve in order to:
• Respond to changing workforce
demographics to attract and retain
top talent.
• Respond to the needs of global
customers with innovative products
and services.
• Leverage the talents, skills and
ingenuity of employees to drive
innovation.
• Remain an employer of choice that
fosters a workplace that is welcoming,
open to new thinking and respectful
of individual differences.
4
Mike Lamach, Ingersoll Rand CEO

5. 5

6. External Relations
• Provided opportunities for 17
directors, vice presidents and
executive team members to
serve as keynoters and/or on
panels as speakers on diversity-
related topics at 14 national and
international conferences.
• Hosted 20 multinational
business leaders in China in
conjunction with the US Pan
Asian Chamber of Commerce.
• Established seven external
recruiting partnerships
with diverse professional
associations.
• Hosted 20 Chief Diversity
Officers from Fortune 500
companies to collaborate on
diversity issues in Latin America.
2013 PDI Achievement Highlights
“We need to identify
ways to further
engage with our
employees and get
them involved in the
business decision-
making and change
process.”
–Mike Lamach, CEO
• Participated in a EuroActive
discussion on the European
Union’s efforts to advance
women on corporate boards.
• Brought together 25 Chief
Diversity Officers from
throughout Europe to share
global diversity best practices
and look for ways to partner.
6
This year we have seen strong progress as Ingersoll Rand moved its
Progressive, Diverse and Inclusive (PDI) strategy forward. Throughout
the world the precepts of a Progressive, Diverse and Inclusive culture
have been accepted as a process to improve our workplace culture
and create a more collaborative environment.
Below: Employees at the Annual
Diversity Summit which drew more
than 140 Employee Resource Group
leaders from North Carolina and
6 other partnering companies.

7. Employee Resource Groups
• Developed and sponsored the first
Employee Resource Group Summit.
The event was well-attended with
145 participants.
• Formed the PRIDE Group of
Latinos (GOL) and Asian employee
resource groups.
• Employee resource groups held
more than 30 events globally.
Leadership Councils
• Established a Talent Acquisition
Diversity Council and 7 external
recruiting partnerships.
• Established five regional PDI
councils.
7
Training and Programs
• Launched “Respect Effect”, a
workshop that helps employees
apply an easy tool kit proven to
increase their capacity for more
consistently respectful behaviors.
To date, 6,000 people have
participated in this workshop.
• Created a supplier diversity
program that achieved 4.8%
of total U.S. expenditures with
diverse suppliers.
Work/Life
• Rolled out a flexible workplace
options program in North
America and parts of Latin
America. More than 1,000
employees are currently
participating in the program.
• Introduced a Back-up Care
Advantage–a program that
provides urgent back-up child
or elder care when a regular
caregiver suddenly is unavailable.
Ingersoll Rand’s first ERG Summit attracted 145
participants from around the world. The conference’s
theme was “TEAM”, Together Everyone Achieves More.

8. In 2013, Ingersoll Rand’s PDI
progress was noted by prominent
external publications and by
industry and professional
organizations. The following are
some of the highlights of our 2013
company and individual awards.
Women
• The American Society for
Training & Development
recognized the company’s
Women’s Leadership Program
for mid-level women managers
aspiring to senior leadership
roles.
• Three accomplished Ingersoll
Rand women were among 122
women who received the first
Women in Manufacturing
STEP (Science, Technology,
Engineering and Production)
Awards for their achievements
in manufacturing and their
contributions to the industry.
Recognition of Our PDI Progress
• PWI Magazine, the journal
of Professional Women
International (PWI), a
Brussels-based, multi-national
networking forum for women
in business, recognized two
Ingersoll Rand leaders in Europe
for their commitment to the
company’s PDI progress.
Military/Veterans
• G.I. Jobs 2013 Top 100
Military-Friendly Employers®
ranked the company as one
of the best military-friendly
employers.
• Military Families Website
recognized the company as a
Military-Friendly Workplace.
8

9. “Best Places” to Work
• Diversity Careers Magazine named
Ingersoll Rand one of the Top 50 Best
Places to Work.
• Diversity/Careers in Engineering
and Information Technology
Magazine named us one of the Best
Diversity Companies.
• National Business Group on Health
honored Ingersoll Rand as one of 65
U.S. Employers with “Best Employers
for Healthy Lifestyles®” Awards.
• Winds of Change Magazine cited
Ingersoll Rand as #22 on its list of
The Top 50 Workplaces for Native
(American Indian and Alaska Natives)
STEM (Science Technology, Engineering
and Mathematics) Professionals.
• Ingersoll Rand India bested 440 other
companies to be named “Dream
Employer of the Year” and collected
three other top awards as part of
the Talent & HR Leadership Awards
organized by the World HRD Congress
2013, a leading Human Resources
association and ET Now, a leading
business news channel. Ingersoll Rand
India was ranked as the No. 1 ‘Dream
Employer of the Year’ in the
Manufacturing industry and No. 4
overall across industries in India.
And more!
• Profiles in Diversity Journal
presented its Innovation Award to
Ingersoll Rand for the work of its
Everest Teams.
• Club Car was recognized by the PGA
(Professional Golfers Association)
for its work with the PGA diversity
efforts partnership. This was followed
by an appearance on the Golf Channel
about Club Car’s commitment to
diversity.
9

10. EnAbled
NEW
HIRES
Our Employee Resource Groups
(ERGs) are voluntary, employee-
led groups aligned with our
organizational mission, values,
goals, business practices, and
objectives. Benefits include the
development of future leaders,
increased employee engagement,
recruiting and expanded
marketplace reach.
Benefits to members
ERGs provide a safe learning
environment that allows
employees to learn about each
other’s cultural differences, test
out new skills and/or learn critical
skills for maneuvering through
the company’s corporate culture.
ERGs also provide an opportunity
for professional development
through mentoring circles,
webinars and workshops. ERGs
are an effective way for
employees to network with
others. Through community and
social events, members also have
the opportunity to meet senior
leaders who are committed to
creating an inclusive environment.
Further, ERGs promote diversity
by ensuring ERG members have
opportunities to have a voice in
the company, create access to
the same information that can
Employee Resource Groups (ERGs)
Play Key Role at Ingersoll Rand
help their employment success,
form helpful networks with
other employees and provide
an opportunity to contribute
ideas. In the spirit of equality,
one of the goals of our ERGs
is to raise awareness for these
different groups of people
to promote a productive and
inclusive work environment.
Benefits to the company
Many of the advantages our ERGs
bring to Ingersoll Rand are tied
to the members’ engagement,
which leads to a more productive
atmosphere. Our ERGs are
founded on the premise of
contributing to the success of
the Company. It is because of
increased employee engagement
that companies with ERGs are
often rated some of the best
places to work, a result Ingersoll
Rand is beginning to achieve.
Our ERGs are also actively
involved in promoting the
Company as an employer of
choice and attracting new
employees. The ERGs help to
drive cultural change, improve
our presence in the community
as a good corporate citizen and
provide a voice for new market
niches where products and
services can be positioned.
BEN
WEN
VERG
ASIAN
ERG
LGBTA
GOL
10

11. Benefits to the community
In addition to their contributions
to business success, Employee
Resource Groups also have a
positive impact in their local
communities.
Our ERGs promote employee
volunteerism outside of the
workplace. For example, our
new Veterans’ ERG (VERG)
“adopted” a deployed military
unit and collected and shipped
care package items to the unit.
Members also participated
in home building events for
wounded warriors and homeless
veterans.
The Southern Pines chapter of the
VERG also made a donation to the
Morale Welfare and Recreation
Auto Craft Center at Pope Field,
part of the U.S. Army’s Fort Bragg
complex. The facility provides
soldiers and airmen with the
ability to work on their privately
owned vehicles. The facility
manager explained the dire need
to upgrade the center’s power
tools which were at the end of
their lifetime. VERG members
located serviceable replacement
tools at the factory that were
scheduled to be scrapped and
delivered them to the Auto Craft
Center.
ERG OBJECTIVES
Ingersoll Rand has a proven, unwavering
commitment to creating an inclusive environment
that recognizes uniqueness, empowers each
employee, values all contributions, and leverages
a diverse workforce. Our ERGs work to promote
this culture, serving as diversity and inclusion
ambassadors and strategic partners. Each of our
ERGs upholds these objectives:
• Optimize talent across the globe through the
recruitment, on-boarding and retention of top
candidates in all business areas.
• Engage employees in diversity awareness
activities and career development opportunities.
• Share insights stemming from unique
experiences that are valuable in helping Ingersoll
Rand reach its goal to become a Progressive,
Diverse and Inclusive (PDI) company.
• Use the influence of their voices and actions to
foster the full engagement of all employees and
the communities in which they live.
• Contribute to Ingersoll Rand’s business goals and
strategies by helping employees reach their full
human and intellectual potential.
• Participate in service and volunteerism initiatives
positively impacting the communities in which
we operate.
VERG members Dale Sweeny (left) and Richard Aydelotte
(right) help the Pope Field Auto Craft Center manager
take inventory of the tool donation.

12. Asian ERG
A 2013 addition, the Asian ERG
encourages the personal growth
and upward mobility of Asian
employees within the Company
and the community. The group
hosted a session focused on
increasing understanding of the
Indian culture led by an external
speaker. Want to learn more or
join the group? Check out the
Asian Employee Resource Group
website on My Ingersoll Rand.
“The Black Employee Network
strives to make Ingersoll
Rand a great place to work
for employees of African
descent through recruitment,
development, retention and
networking opportunities,”
Russ Shelton, BEN Chairman,
said. “One of our key objectives
in 2014 will include driving
market connectivity opportunities,
supporting business impact and
supplier diversity goals.”
Below: Members of the Asian
ERG celebrate Diwali, the Indian
Festival of Lights, at Ingersoll
Rand’s corporate headquarters in
Davidson, NC.
Our Employee Resource Groups
“Working with the
Ingersoll Rand team is
such a pleasure! From
having their thought
leadership support at
critical Global Talent
and Diversity Council
meetings to feeling
welcomed and included
when I am participating
in an industry
conference across the
country, the Ingersoll
Rand team makes for a
great partner!”
–David Reid,
Director of
Corporate Relations,
The Asia Society
BEN
Black Employee Network
(BEN)
This group serves as an
important forum for employees
of African and Caribbean descent,
helping them to reach their career
potential and further enhancing
our company’s pursuit of
partnerships within the African-
American and Black communities.
For more information, click Black
Employee Network.
Last summer, the Augusta, GA
chapter of our Black Employee
Network invited Earnie Ellison,
Director of Business and
Community Relations at PGA of
America, to talk about diversity
and growing the game and
business of golf. This opportunity
led to a partnership with the PGA
to produce a recruiting event
with Historically Black Colleges &
Universities (HBCUs).
Above: Asian ERG volunteers in
community projects–Classroom
Central and 7 Days of Caring.
ASIAN ERG
12

13. EnAbled
The EnAbled ERG will be launched
in 2014. This group will focus on
providing a voice for disability
issues in the workplace, serving
as a supportive resource for
employees with temporary or
permanent disabilities and for
those serving in a caregiver
capacity.
Group of Latinos (GOL)
Our newest group, GOL serves
as a liaison for the Latino
community around the globe
delivering valuable resources
to further employees’ personal
development. The group is
very focused on connecting
products and services within
the Latino business market as
well as growing Latino talent
through groups like the Society of
Hispanic Professional Engineers.
GOL is an active supporter of
Ingersoll Rand’s vision and goals.
PRIDE
PRIDE champions the company’s
initiative to engage all employees
so that they may have the
opportunity to reach their full
potential. The group shares
unique insights from the
LGBT communities, helping
to contribute to a workplace
environment that welcomes and
values differences.
In 2013, as part of their launch,
the group hosted film producer
Patrick Sammon. Sammon
led a conversation about his
award winning film “Code
Breaker”. The film was about
scientist Alan Turing and how
bias led to his persecution and
ultimately, his death. He was
not only credited with ending
World War II but also establishing
binary language which is used
in all computer and software
programing. The group also
partnered with Parents, Friends
of Lesbians and Gays (PFLAG)
to host a webinar called “Sexual
Orientation 101”. The session
was designed specifically to help
Human Resources professionals,
managers and employees gain a
better understanding of the LGBT
community and how they could
help prevent bias. More than 150
people attended the event. For
more, click on PRIDE.
PRIDE
GOL
Left: Senior leader Dave
Regnery speaks with employees
at a BEN function.

14. New Hires
New Hires’ mission is to foster a
welcoming and supportive culture
for all new employees. While this
group has not formally launched,
focus group meetings held in
2013 have provided insights
to their formation and launch
of the group in 2014. Thanks
to the input of employees, the
company is also in the process
of revamping the Onboarding
process and will be looking for
ways to leverage this group
to support the development
and engagement of employees
with less than four years of
employment at Ingersoll Rand.
Veterans Employee Resource
Group (VERG)
One of our newest ERGs, VERG
has grown quickly in response
to the needs of the more than
3,000 employees who are
military veterans. VERG works
with employees to assist with
the transition of veterans from
military to corporate life. The
group also works to make
Ingersoll Rand a place where
veterans feel welcome and their
unique skills recognized.
Visit the VERG website for
additional information.
“The Veterans Employee Resource Group (VERG) and
the Talent Acquisition Center of Excellence have had a
symbiotic relationship from the very beginning”, explained
Randall Rogers, VERG co-chair. “Many talent acquisition
members are part of the VERG and both organizations
recognize the value that veteran employees bring to the
organization. With advice from the VERG, the US talent
acquisition organization has been able to more than
double the rate of veteran hiring in 2013.” As an example,
Rogers points out that Shannon Mullins, a member of the talent
acquisition team, created a toolkit and training program to coach HR
business partners on how to hire military veterans.
★ ★ ★ ★ ★ ★ ★ ★ ★ ★
VERG
14
Our Employee Resource Groups

15. Women Employees’ Network
(WEN)
With more than 2,800 members,
WEN is committed to positively
impacting the company’s ability
to become an “employer of
choice” for women. This group
provides learning forums for the
candid exchange of information,
access to positive role models
and, externally supports local
community women’s issues.
Thanks to the work of this group,
the company was able to focus
on work life initiatives. Their
input in the U.S. resulted in the
company rolling out a Backup
Care Program that provides
emergency daycare for children
and/or family members. A winner
of the Chairman’s Award, this
is one of the largest employee
groups in the company with
global representation in every
region of the world. For more
information, click on WEN.
WEN
Left: In Shanghai,
China, WEN group
members attend a
popular presentation
entitled ‘Bring You to
the T.O.P.–business
etiquette for dressing
at right Time, Occasion
and Place. The China
Women Employees’
Network has reached
300, nearly doubled in
size since 2012.
15

16. Talent Acquisition
Attracting and retaining diverse talent
is an important part of the PDI goals
and objectives. In 2012, the PDI and
Talent Acquisition team created a strong
partnership based on industry best
practices.
Some of the tactics include:
• Implementing formal partnerships
with global ERG’s and leverage those
relationships to generate referrals.
• Establishing partnerships with
national and global professional
associations including the Society
of Women Engineers, Society of
Hispanic Professional Engineers,
Ascend, National Society of Black
Engineers and RecruitMilitary.
• Partnering and serving on the PDI
Regional Councils to develop global
pipeline of talent.
• Increasing diverse candidate pipeline
within Early Talent Programs.
• Improving our employment
brand through external strategic
partnerships.
• Building awareness of diversity
sourcing opportunities for key
strategic roles within the company.
• Some of the results our 2013
diversity strategies include:
• An increase in veteran hiring by of
88 percent.
• 43% increase in hiring of diverse
talent at the executive level.
• 11% increase in overall diversity
hiring.
External
Partnerships
Employee
Resource
Groups
(ERGs)
Talent
Acquisition
Diverse External Partnerships Build
Employer of Choice Brand
As Ingersoll Rand began to roll out
Employee Resource Groups, the PDI and
Talent Acquisition teams built a number
of external strategic partnerships
designed to build the company’s
employer brand. A Talent Acquisition
partner was assigned to serve on the
steering committee of each Employee
Resource Group and link the groups to
an external professional association.
For example, the Women’s Network is
closely aligned to the Society of Women
Engineers (SWE); the Black Employee
Network is linked to National Society of
Black Engineers (NSBE) and the National
Association of Blacks in Accounting.
16

17. Moving Forward
In order to retain a competitive
advantage, Ingersoll Rand is committed
to providing a workplace where we
focus on attracting and grow top
diverse talent around the globe by
developing strong relationships with our
Employee Resource Groups (ERGs) and
external recruiting partnerships. These
relationships will allow us to attract a
more diverse talent pool and ensure
we hire the highest quality talent in
the marketplace or identify internally
qualified candidates
An Early Talent Perspective
Ingersoll Rand’s Accelerated
Development Programs (ADPs)
provide recent college graduates with
challenging assignments, training and
valuable exposure to our Company’s
senior leaders. Through rotations and
experiences in multiple geographic and
business locations, our ADP enables
newly graduated professionals to
build diverse skill sets and a strong
foundation for a successful and
fulfilling career with Ingersoll Rand.
The following comments by Shantel
McClendon, a former Human Resources
ADP, illustrate the value placed on the
program.
“Ingersoll Rand’s commitment to diversity
is one of the main reasons I decided
to join the Accelerated Development
Program. From my first interactions
with Timitra Wilson at the Howard
University Career Fair, until my current
role, I knew this company was special. I
believe Ingersoll Rand has a diverse work
force of people of different race, age,
ethnic background but most importantly
different life experiences. PDI within this
company allows me to bring my past
experiences into my current role in order
to be successful. I am allowed to voice my
opinion as well as learn from others who
have had completely different experiences
professionally and personally.
Through ADP specifically, I have an
opportunity to interact with people
throughout the globe and I am introduced
to different cultures and ways of doing
business. This aspect is showcased
through the ADP Global Buddy Program
which I am a part of. My buddy, Yash
Verma, sits in India. While the company is
in the beginning stages of PDI compared
to other companies, the efforts made
thus far caught my attention and played
a major impact in me coming to Ingersoll
Rand.”
17

18. Focus on Women
Working in the manufacturing
industry, whether in production or
as a professional, presents its own
challenges for women. Outdated
and often wrong perceptions of
manufacturing have impacted
women’s desires to join the ranks of
manufacturers. There is a sense that
historical gender bias excludes women
from core managerial roles, such as
production supervisors and operations
managers. This is not the case anymore.
Recognizing that women bring
much needed skills and experiences
to manufacturing, Ingersoll Rand
established enterprise-wide efforts to
attract women and help them develop
their careers.
Women’s Leadership Program
A key emphasis in 2013 was placed on
offering mid-level women managers
a way to learn the skills necessary
to take on more senior leadership
roles. Collaborating with the Center
for Creative Leadership, Ingersoll
Rand created a nine-month Women’s
Leadership Program (WLP). Supported
by the senior leadership team in
Europe, the program provided an
opportunity for women to “connect
with mentors, learn how to navigate
the corporate culture, engage in
mentoring and participate in business
cases designed to help the participants
to gain exposure to senior leaders
and contribute to business growth,”
explained Nereida (Neddy) Perez, VP
Diversity and Inclusion.
The WLP is notable for its “holistic”
approach. It was created with a goal of
increasing the number and retention
of women leaders in Europe. Of the 14
participants in the program in 2012, 100
percent retention was achieved. More
than 70 percent of these have since
been promoted or are in expanded
roles. One of the graduates is now a
member of the executive leadership
team in Europe. In 2013 there were also
14 participants.
Manlio Valdes, president of Compressed
Air Systems and Services and the EMEA
Diversity Council Chair observed, “The
WLP has helped to significantly shed
light on the number of world class
female leaders that we have in Europe”.
Women’s Leadership Development Program
held in Brussels, Belgium
18

19. Cynthia “Cindy” Farrer (left), Dr. Donna Bossman
center), and Tracy Kemp (right) were among
122 women who received the first Women in
Manufacturing STEP Awards.
In Europe, two of the company’s
women leaders were recognized for
their commitment to our PDI concepts
in an article in the online magazine
of Professional Women International
Brussels.
Fanny Verhauwaert and Maria Lucena
Gómez, gave the magazine an account
of the importance of the company’s
PDI strategy and its impact on the
business. “We are proud of our PDI
program and we’re sure that it will have
a tremendous impact on the business,”
Fanny remarked. “I really think that
there is a great benefit to the company
culture when women bring authenticity
to work,” Maria noted.
Click here to read the article.
A recent study by the nonprofit organization Catalyst shows that “Fortune 500
companies with high percentages of women leaders had a 35 percent higher
return on equity and a 34 percent higher total return than companies with fewer
women executives.”
Women Leave a Mark in 2013
During 2013, Ingersoll Rand women
were recognized in the industry
for their work in areas from STEP
(Science, Technology, Engineering and
Production) to PDI.
Women in Manufacturing
STEP Awards Dr. Donna Staarup
Bossman, Cynthia Farrer and Tracy
Kemp were among 122 women
nationally who received the first
Women in Manufacturing STEP
Awards for their achievements in
manufacturing and their contributions
to the industry. Deloitte, LLP’s Process
& Industrial Products Sector and The
Manufacturing Institute sponsored
the awards along with the Society
of Manufacturing Engineers and the
University of Phoenix.
“These 122 women are the faces of
exciting careers in manufacturing,”
said Jennifer McNelly, president, The
Manufacturing Institute. “We chose
to honor these women because they
each made significant achievements in
manufacturing through positive impacts
on their company and the industry as a
whole.”
Watch a video featuring Tracy and
Cynthia on the impact and future of
women in manufacturing.
Fanny Verhauwaert
Managing Director
Maria Lucena Gómez
Associate General Counsel
▶︎
19

20. Other individual awards went to women
throughout the company.
These included:
• Athena Young Professional
Leadership Award nominee (Famata
Barrie, Finance, Climate Solutions).
ATHENA is a non-profit organization
with a voluntary and diverse
Board of Directors from across the
United States, the United Kingdom
and India, and is supported by
foundations, corporations and
individuals.
• WEUSA recognized Jackie LaJoie,
Supplier Diversity Manager, as
one of Top 50 Women Leaders in
Corporate Supplier Diversity
• Charlotte Business Journal Women’s
Leadership Award recognized
Phyllis Morey, General Counsel from
Corporate Legal
• Uptown Professional Magazine-
recognized Neddy Perez from
Human Resource as one of the Top
10 Charlotte Catalyst Champions.
New Leadership Team Member
Benedicte De Bruycker, Business
Transformation Director for Climate
Solutions EMEIA, is the first female
executive to be appointed to the
Climate Solutions EMEIA Leadership
Team.
Benedicte leads our Business
Transformation activities related to
the SMART project. SMART is a five
year program that will transform
Ingersoll Rand’s back office business
processes and systems. The
intent is to drive productivity,
improve customer experience
and leverage resources across the
enterprise. The SMART project
and its accompanying Business
Transformation are a cornerstone
in our continuing journey towards
premier performance.
“Manufacturers would benefit the
earlier girls are exposed to STEM
subjects−science, technology,
engineering and mathematics. It
starts in the elementary schools.
We need to get women attracted
early so they can say, ‘Wow, I can
be just as talented in the areas
that were typically male areas of
expertise.’”
–Allison Grealis,
Director, Women in Manufacturing
20

21. Initiated in September 2012, our
Supplier Diversity efforts are an
integral part of the procurement
and business processes and are
designed to increase our competitive
advantage in the marketplace, build
economic viability in the diverse
communities we operate, and reduce
operational costs. Our procurement
team has direct responsibility for
working with internal stakeholders to
positively position qualified diverse-
owned businesses in their portfolio
of suppliers.
Ingersoll Rand’s vision of supplier
diversity is that minority- women-
disabled- and veteran-owned
business enterprises are a natural
part of our business environment
that contributes to our business
success. Diverse suppliers will help
us grow and expand Ingersoll Rand’s
global business and shareholder
value by aggressively focusing on
and developing minority, women,
and veteran business enterprises.
Our goal is to increase spending
with Ingersoll Rand suppliers whose
owners are primarily minorities,
women, disabled or military veterans.
By working with these businesses, we
are tapping into the skills and talents
of a broad range of people.
Enhancing Market Connectivity
Through Supplier Diversity
Accomplishments
In 2013 we:
• Established supplier diversity
goals and integrated them into
Global Procurement and business
scorecards.
• Created a supplier diversity program
that achieved 5.3% of total U.S.
expenditures with diverse suppliers.
• Launched an external website to
provide suppliers an overview of
requirements, link them to our
supplier registration portal and
provide a means to directly contact
the Ingersoll Rand Supplier Diversity
team.
• Created a brochure and ads to
externally promote our focus on
supplier diversity.
• Established external relationships
with key business organizations
including the National Minority
Supplier Development Council, the
Women’s Business Enterprise National
Council, the U.S. Pan Asian American
Chamber of Commerce and the
National Veteran-Owned Business
Association.
• Developed tracking and results
reporting and issued monthly internal
reports to company executives,
sector leaders, procurement leaders
and associates.
• Integrated supplier diversity into our
7-step strategic sourcing process.
• Participated in 18 external
conferences and trade shows to meet
diverse suppliers.
21

22. Diverse Suppliers
Diverse suppliers include minority-
owned Business Enterprise (MBE),
Woman-owned Business Enterprise
(WBE) and Veteran-owned Business
Enterprise (VBE); Also known as MWVBEs
or Minority, Women, Veteran-owned
Business Enterprises. Ingersoll Rand also
tracks and reports on other categories of
suppliers including: Small Disadvantaged
Business (SDB), Small Business Enterprise
(SBE), Woman Owned Small Business
(WOSB), Veteran Owned Small Business
(VOSB), Service Disabled Veteran Owned
Small Business (SDVOSB) and HUB Zone
Small Businesses.
Businesses eligible for MWVBE status
must be U.S.-based, for-profit businesses
that are at least 51% owned, controlled
and operated by racial or ethnic
minorities, women or veterans.
Supplier Development
and Mentoring
Supplier development and mentoring is
an important facet of our approach. We
recognize that supplier diversity is more
than just buying goods and services
from diverse suppliers. It’s about finding
the right suppliers and helping them
grow with us. Supplier development
and mentoring can involve something
simple and easy or something much
more complex. Dartmouth College
has a widely recognized program for
executives of diverse-owned businesses–
the Tuck Executive Program. Through
the Ingersoll Rand Foundation we funded
three 2013 scholarships for owners of
diverse-owned businesses.
External Partnership
One of our external partnerships
is with the US Pan Asian
American Chamber of Commerce
(USPAACC). Each year USPAACC brings
together an Asian trade mission–this
year to China. Program participants
(USPAACC staff, corporate
representatives, and
minority-owned business
executives) visited China
to learn how to do business in this
large global market. While in Shanghai,
Ingersoll Rand hosted the group at our
Shanghai office. Jeff Song, our China
president, engaged the mission in a
discussion about the Chinese economy,
culture and business practices. The
visiting trade mission also traveled to
Wujiang for a tour of an Ingersoll Rand
plant.
• Built an external supplier diversity
web site.
22

23. In 2014, we will continue to build on
the work that we have accomplished
so far. Aside from continuing to
support the existing ERGs, two new
groups will be formally launched
focusing on Disabilities and New
Hires. In addition, our diversity
awareness program on “Respect” will
be rolled out globally, while directors
and senior leaders will participate
in “Unconscious Bias Prevention”
training. Supplier Diversity will focus
on internal communications and
awareness, sales support, supplier
development and increased diverse
supplier utilization.
2014 Outlook and Major Goals
Three other areas that will be critical
in 2014 will be to:
• Broaden and integrate our PDI
work and integrate with our
employee engagement strategies
to foster a Winning Culture.
• Further integrate PDI into talent
management processes and
increase representation of
diversity in leadership positions.
• Continue to work with the
regional diversity councils to
help identify local and regional
projects designed to address
business needs and uncover new
market opportunities.
• Strengthen our global outreach
and awareness of PDI
© Copyright 2014, Ingersoll Rand Company 23

24. Global Headquarters
170/175 Lakeview Drive
Airside Business Park
Swords, Co. Dublin
Ireland
Europe Headquarters
Alma Court Building
Lenneke Marelaan 6
1932 Sint-Stevens-Woluwe
Belgium
+32-2746-12-00
North America
800-E Beaty Street
Davidson, NC 28036
USA
+1-704-655-4000
US Employee Benefits: 1-866-472-6793
Asia Headquarters
10/F, Tower B, City Center of Shanghai
100 Zun Yi Road Shanghai 200051
People’s Republic of China
Main Line: +0086-21-22081288