6-K

UNITED STATES

SECURITIES AND EXCHANGE COMMISSIONWashington, D.C. 20549

FORM 6-K

Report of Foreign Private Issuer Pursuant to Rule 13a-16 or 15d-16
under the Securities Exchange Act of 1934

For the Month of September 2019

1-15240

(Commission File Number)

JAMES HARDIE INDUSTRIES plc

(Translation of registrant’s name into English)

Europa House, Second Floor

Harcourt Centre

Harcourt Street, Dublin 2, D02 WR20, Ireland

(Address of principal executive offices)

Indicate by check mark whether the registrant files or will file annual reports under cover Form 20-F or Form 40-F.

Form 20-F..X.... Form 40-F.........

Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(1): Not Applicable

Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(7): Not Applicable

1

TABLE OF CONTENTS

Forward Looking Statements	3
Exhibit Index	5
Signatures	6

2

Forward-Looking Statements

This Form 6-K contains forward-looking statements. The Company may from time to time make forward-looking statements in its periodic reports filed with or furnished to the Securities and Exchange Commission, on Forms 20-F and 6-K, in its annual reports to shareholders, in offering circulars, invitation memoranda and prospectuses, in media releases and other written materials and in oral statements made by the Company’s officers, directors or employees to analysts, institutional investors, existing and potential lenders, representatives of the media and others. Statements that are not historical facts are forward-looking statements and such forward-looking statements are statements made pursuant to the Safe Harbor Provisions of the Private Securities Litigation Reform Act of 1995.

Examples of forward-looking statements include:

• statements about the Company’s future performance;

• projections of the Company’s results of operations or financial condition;

• statements regarding the Company’s plans, objectives or goals, including those relating to strategies, initiatives, competition, acquisitions, dispositions and/or its products;

• expectations concerning the costs associated with the suspension or closure of operations at any of the Company’s plants and future plans with respect to any such plants;

• expectations concerning the costs associated with the significant capital expenditure projects at any of the Company’s plants and future plans with respect to any such projects;

• expectations regarding the extension or renewal of the Company’s credit facilities including changes to terms, covenants or ratios;

• expectations concerning dividend payments and share buy-backs;

• statements concerning the Company’s corporate and tax domiciles and structures and potential changes to them, including potential tax charges;

• uncertainty from the expected discontinuance of LIBOR and transition to any other interest rate benchmark;

• statements regarding tax liabilities and related audits, reviews and proceedings;

• statements regarding the possible consequences and/or potential outcome of legal proceedings brought against us and the potential liabilities, if any, associated with such proceedings;

• expectations about the timing and amount of contributions to Asbestos Injuries Compensation Fund (AICF), a special purpose fund for the compensation of proven Australian asbestos-related personal injury and death claims;

• expectations concerning the adequacy of the Company’s warranty provisions and estimates for future warranty-related costs;

• statements regarding the Company’s ability to manage legal and regulatory matters (including but not limited to product liability, environmental, intellectual property and competition law matters) and to resolve any such pending legal and regulatory matters within current estimates and in anticipation of certain third-party recoveries; and

• statements about economic conditions, such as changes in the US economic or housing recovery or changes in the market conditions in the Asia Pacific region, the levels of new home construction and home renovations, unemployment levels, changes in consumer income, changes or stability in housing values, the availability of mortgages and other financing, mortgage and other interest rates, housing affordability and supply, the levels of foreclosures and home resales, currency exchange rates, and builder and consumer confidence.

Words such as “believe,” “anticipate,” “plan,” “expect,” “intend,” “target,” “estimate,” “project,” “predict,” “forecast,” “guideline,” “aim,” “will,” “should,” “likely,” “continue,” “may,” “objective,” “outlook” and similar expressions are intended to identify forward-looking statements but are not the exclusive means of identifying such statements. Readers are cautioned not to place undue reliance on these forward-looking statements and all such forward-looking statements are qualified in their entirety by reference to the following cautionary statements.

Forward-looking statements are based on the Company’s current expectations, estimates and assumptions and because forward-looking statements address future results, events and conditions, they, by their very nature, involve inherent risks and uncertainties, many of which are unforeseeable and beyond the Company’s control. Such known and unknown risks, uncertainties and other factors may cause actual results, performance or other achievements to differ materially from the anticipated results, performance or achievements expressed, projected or implied by these forwardlooking statements. These factors, some of which are discussed under “Risk Factors” in Section 3 of the Form 20-F filed with the Securities and Exchange Commission on 21 May 2019 and subsequently amended on 8 August 2019, include, but are not limited to: all matters relating to or arising out of the prior manufacture of products that contained asbestos by current and former Company subsidiaries; required contributions to AICF, any shortfall in AICF and the effect of currency exchange rate movements on the amount recorded in the Company’s financial statements as an asbestos liability; the continuation or termination of the governmental loan facility to AICF; compliance with and changes in tax laws and treatments; competition and product pricing in the markets in which the Company operates; the consequences of product failures or defects; exposure to environmental, asbestos, putative consumer class action or other legal proceedings; general economic and market conditions; the supply and cost of raw materials; possible increases in competition and the potential that competitors could copy the Company’s products; reliance on a small number of customers; a customer’s inability to pay; compliance with and changes in environmental and health and safety laws; risks of conducting business internationally; compliance with and changes in laws and regulations; currency exchange risks; dependence on customer preference and the concentration of the Company’s customer base on large format retail customers, distributors and dealers; dependence on residential and commercial

3

construction markets; the effect of adverse changes in climate or weather patterns; possible inability to renew credit facilities on terms favorable to the Company, or at all; acquisition or sale of businesses and business segments; changes in the Company’s key management personnel; inherent limitations on internal controls; use of accounting estimates; integration of Fermacell into our business; and all other risks identified in the Company’s reports filed with Australian, Irish and US securities regulatory agencies and exchanges (as appropriate). The Company cautions you that the foregoing list of factors is not exhaustive and that other risks and uncertainties may cause actual results to differ materially from those referenced in the Company’s forward-looking statements. Forward-looking statements speak only as of the date they are made and are statements of the Company’s current expectations concerning future results, events and conditions. The Company assumes no obligation to update any forward looking statements or information except as required by law.

4

EXHIBIT INDEX

Exhibit No.	Description
99.1	2019 USA Investor Tour - Dr Jack Truong
99.2	2019 USA Investor Tour - Exteriors
99.3	2019 USA Investor Tour - Zero Harm and Lean Transformation
99.4	2019 USA Investor Tour - Interiors
99.5	2019 USA Investor Tour - Dr Jack Truong - Closing Comments

5

SIGNATURES

Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.

		James Hardie Industries plc
Date:	16 September 2019	By:	/s/ Natasha Mercer
			Natasha Mercer
			Company Secretary

6

EXHIBIT INDEX

Exhibit No.	Description
99.1	2019 USA Investor Tour - Dr Jack Truong
99.2	2019 USA Investor Tour - Exteriors
99.3	2019 USA Investor Tour - Zero Harm and Lean Transformation
99.4	2019 USA Investor Tour - Interiors
99.5	2019 USA Investor Tour - Dr Jack Truong - Closing Comments

7

EX-99.1

Exhibit 99.1 Sustainable and Profitable Growth Above Market Jack Truong, CEO 1

CAUTIONARY NOTE ON FORWARD-LOOKING STATEMENTS This Management Presentation contains forward-looking statements. James Hardie Industries plc (the “Company”) may from time to time make forward-looking statements in its periodic reports filed with or furnished to the Securities and Exchange Commission, on Forms 20-F and 6-K, in its annual reports to shareholders, in offering circulars, invitation memoranda and prospectuses, in media releases and other written materials and inoral statements made by the Company’s officers, directors or employees to analysts, institutional investors, existing and potential lenders, representatives of the media and others. Statements that are not historical facts are forward-looking statements and such forward-looking statements are statements made pursuant to the Safe Harbor Provisions of the Private Securities Litigation Reform Act of 1995. Examples of forward-looking statements include: • statements about the Company’s future performance; • projections of the Company’s results of operations or financial condition; • statements regarding the Company’s plans, objectives or goals, including those relating to strategies, initiatives, competition, acquisitions, dispositions and/or its products; • expectations concerning the costs associated with the suspension or closure of operations at any of the Company’s plants and future plans with respect to any such plants; • expectations concerning the costs associated with the significant capital expenditure projects at any of the Company’s plants and future plans with respect to any such projects; • expectations regarding the extension or renewal of the Company’s credit facilities including changes to terms, covenants or ratios; • expectations concerning dividend payments and share buy-backs; • statements concerning the Company’s corporate and tax domiciles and structures and potential changes to them, including potential tax charges; • uncertainty from the expected discontinuance of LIBOR and transition to any other interest rate benchmark; • statements regarding tax liabilities and related audits, reviews and proceedings; • statements regarding the possible consequences and/or potential outcome of legal proceedings brought against us and the potential liabilities, if any, associated with such proceedings; • expectations about the timing and amount of contributions to Asbestos Injuries Compensation Fund (AICF), a special purpose fund for the compensation of proven Australian asbestos-related personal injury and death claims; • expectations concerning the adequacy of the Company’s warranty provisions and estimates for future warranty-related costs; • statements regarding the Company’s ability to manage legal and regulatory matters (including but not limited to product liability, environmental, intellectual property and competition law matters) and to resolve any such pending legal and regulatory matters within current estimates and in anticipation of certain third-party recoveries; and • statements about economic conditions, such as changes in the US economic or housing recovery or changes in the market conditions in the Asia Pacific region, the levels of new home construction and home renovations, unemployment levels, changes in consumer income, changes or stability in housing values, the availability of mortgages and other financing, mortgage and other interest rates, housing affordability and supply, the levels of foreclosures and home resales, currency exchange rates, and builder and consumer confidence. 2

CAUTIONARY NOTE ON FORWARD-LOOKING STATEMENTS (continued) Words such as “believe,” “anticipate,” “plan,” “expect,” “intend,” “target,” “estimate,” “project,” “predict,” “forecast,” “guideline,” “aim,” “will,” “should,” “likely,” “continue,” “may,” “objective,” “outlook” and similar expressions are intended to identify forward-looking statements but are not the exclusive means of identifying such statements. Readers are cautioned not to place undue reliance on these forward-looking statements and all such forward- looking statements are qualified in their entirety by reference to the following cautionary statements. Forward-looking statements are based on the Company’s current expectations, estimates and assumptions and because forward-looking statements address future results, events and conditions, they, by their very nature, involve inherent risks and uncertainties, many of which are unforeseeable and beyond the Company’s control. Such known and unknown risks, uncertainties and other factors may cause actual results, performance or other achievements to differ materially from the anticipated results, performance or achievements expressed, projected or implied by these forward-looking statements. These factors, some of which are discussed under “Risk Factors” in Section 3 of the Form 20-F filed with the Securities and Exchange Commission on 21 May 2019 and subsequently amended on 8 August 2019, include, but are not limited to: all matters relating to or arising out of the prior manufacture of products that contained asbestos by current and former Company subsidiaries; required contributions to AICF, any shortfall in AICF and the effect of currency exchange rate movements on the amount recorded in the Company’s financial statements as an asbestos liability; the continuation or termination of the governmental loan facility to AICF; compliance with and changes in tax laws and treatments; competition and product pricing in the markets in which the Company operates; the consequences of product failures or defects; exposure to environmental, asbestos, putative consumer class action or other legal proceedings; general economic and market conditions; the supply and cost of raw materials; possible increases in competition and the potential that competitors could copy the Company’s products; reliance on a small number of customers; a customer’s inability to pay; compliance with and changes in environmental and health and safety laws; risks of conducting business internationally; compliance with and changes in laws and regulations; currency exchange risks; dependence on customer preference and the concentration of the Company’s customer base on large format retail customers, distributors and dealers; dependence on residential and commercial construction markets; the effect of adverse changes in climate or weather patterns; possible inability to renew credit facilities on terms favorable to the Company, or at all; acquisition or sale of businesses and business segments; changes in the Company’s key management personnel; inherent limitations on internal controls; use of accounting estimates; the integration of Fermacell into our business; and all other risks identified in the Company’s reports filed with Australian, Irish and US securities regulatory agencies and exchanges (as appropriate). The Company cautions you that the foregoing listof factors is not exhaustive and that other risks and uncertainties may cause actual results to differ materially from those referenced in the Company’s forward-looking statements. Forward-looking statements speak only as of the date they are made and are statements of the Company’s current expectations concerning future results, events and conditions. The Company assumes no obligation to update any forward-looking statements or information except as required by law. 3

We Are an Organic Growth Company with Global Reach… EUROPE Net Sales $368MM EBIT $10MM EBIT % 2.7% # Employees 1,000 EBIT included Integration costs ASIA PACIFIC NORTH AMERICA Net Sales $447MM Net Sales $1,677MM EBIT $100MM EBIT $388MM EBIT % 22.3% EBIT % 23.1% # Employees 1,100 # Employees 2,700 FY 2019 Actual Results WORLDWIDE Net Sales $2,507MM EBIT $405MM EBIT % 16.1% 4 # Employees 4,800

…with a Broad Portfolio of Products & Brands PRODUCT PLATFORMS Trim / Tile Commercial Siding Soffit Flooring Interior Walls Fiber Gypsum Fascia Backerboard Exteriors PORTFOLIO OF BRANDS 5

Our Products Offer Design Flexibility… …from traditional to luxury homes to commercial buildings …from the desert to coastal areas in varying climates MID-CENTURY MODERN MULTI-FAMILY CONTEMPORARY LUXURY RURAL COASTAL MOUNTAINS COMMERCIAL 6

Our Global Manufacturing Footprint is Strategically Located 7

We Deliver Strong Value Propositions to Our Customers 8

We Have Clear Objectives for Long Term Value Creation Growth Above Market with Strong Returns EUROPE BILLION EBIT €1REVENUE with 20% MARGIN NORTH AMERICA EBIT 35/90 with 20-25% MARGIN ASIA PACIFIC DELIVER EBIT GROWTH with 20-25% MARGIN 9 ABOVE MARKET

We Are Transforming to Continue Our Profitable Growth Journey FROM: TO: Big, SMALL Company Small, BIG Company • Leverage for scale • Standardize processes for global best  practice replication • Continuous improvement mindset 10

North America Commercial: FROM Pull TO Push-Pull Builders Distributors JH & Dealers R&R Contractors • Analytics • Supply Chain Integration • Ease of Doing Business • Win-Win Approach • Demand Creation • Installation Training • End-user Marketing • Right Products for Right Segments 11

Operations: FROM World’s Best Fiber Cement Producer… …TO World Class Manufacturer via LEAN It is all about fostering employees engagement while making our operations more predictable and with less variation 3-Year Cumulative Lean Cost Reduction North America $100 MM Asia Pacific $19 MM Europe $20 MM Asia Pacific Rosehill, AUS Carole Park, AUS USA Europe Penrose, NZ Cabuyao, PHL Peru Summerville Cleburne Reno Orejo, ES Cooroy, AUS Waxahachie Pulaski Plant City Tacoma Fontana Wijchen, NL FY19 FY14‐ Jul‐19 Jun‐19 Oct‐19 Apr‐19 Sep‐19 Aug‐19 Nov‐19 Mar‐19 Mar‐19 FY20 Q4 FY21 Q1 12

North America Interior Business: Focus on Executing Fundamentals Placement Clear Packaging In Building Materials Section New Products Organization Waterproof Focus on Account Management Backer Board New Sales Leadership 13

Innovation: Leverage Our Global Research & Development Capabilities 10% employees 40% employees 50% employees Over 130 Global R&D Employees with World Class Expertise in: • High performance fiber cement and fiber gypsum formulations • Durable surface coatings & textured surfaces 14 • Ultra high throughput manufacturing technologies

James Hardie Fiber Cement Substrate Generations 1st James Hardie Invents Fiber Cement 2nd Primer Added 3rd Substrate Composition Other Fiber Cement Manufacturers Only Meet Our 3rd Generation 4th Surface Adhesion Technology 5th ColorPlus® Technology 6th Modified Thickness Technology We Own 650 7th Engineered for Climate® – HardieZone® System Patents 15

Customer Insights to Innovation Process to Deliver… …High Impact New Products Mega Customer Winning Trends Insights Product Concepts Stage Gates CONCEPT  PRODUCT  DISCOVERY SCALE UP LAUNCH FEASIBILITY DEVELOPMENT Urbanization Prioritization Product Commercialization Development 16

FY20 Global New Products 17

EUROPE: €1B Revenue at 20% EBIT Margin by FY2029 Growth Pathway €1B European Manufacturing Footprint New Fiber Cement Existing Fiber Cement €320MM Fiber Gypsum Unlocking Plant Capacity to Improve Margin + ~200-300 bps margin improvement + ~200 bps margin improvement 18

APAC: 3-5% Growth Above Market at 20-25% EBIT Margin FROM: TO: Consumer Survey: Cladding Preference (June 2018, n = 6,500, JH Insights) 19

Transforming HOW We Execute to Deliver Sustainable, Profitable Growth FROM TO • Leading with Clarity of Direction Managing Top Down • Empowerment & Accountability Working Cross Functionally With Working in Silos Clear Alignment Regionally Focused  Global Business with Best Practice Businesses Sharing & Replication DO, DO, DO, DO PLAN, DO, CHECK, ADJUST • Reactive, Lack of Focus • Proactive & Predictive 20 • “Fire fighting” • Future Forward Planning

James Hardie Sustainability Highlights Zero to Landfill Zero Harm Culture Manufacturing process produces zero landfill waste  Commitment to providing a safe and healthy  in Fiber Gypsum Plants working environment for every individual (employee,  vendor, and visitor) 100% Recycled Fibers 100% of fibers in Fiber Gypsum are  from waste paper (recycled) Supporting Local Communities 19 manufacturing plants across four continents  Managing our Carbon Footprint supporting local economies with jobs and giving back Reducing transportation with plants close to  customers and locally sourcing raw materials Locally Sourced Product Lifecycle At least 75% of raw materials are sourced locally Delivering durable solutions which last longer  and reduce lifecycle impact 21

EX-99.2

Exhibit 99.2 EXTERIORS Sean Gadd, Chief Commercial Officer Johnny Cope, NA Head of Sales1

Agenda • Strategy Overview and Change in Approach • Creating Customer Value • Organizational Structure • The Right Product Portfolio • Execution Examples 2

Agenda • Strategy Overview and Change in Approach • Creating Customer Value • Organizational Structure • The Right Product Portfolio • Execution Examples 3

Exteriors Strategic Objective New Construction 35% Market Share 90% Category Share Multifamily Repair & Remodel 4

Changing Market Landscape • Dealers continue to consolidate  greater scale and reach • Competitive landscape • Fragmented builders and contractors Builders Distributors JH & Dealers R&R Contractors Customers 5

A Change in Approach – Pull to Push/Pull Customers Heavy Pull Focus Push / Pull Organization Separate Commercial Sales, Marketing Team, under one & Segments leader Product Full Exterior Siding Focus Solutions 6

Agenda • Strategy Overview and Change in Approach • Creating Customer Value • Organizational Structure • The Right Product Portfolio • Execution Examples 7

How James Hardie Creates Customer Value Ease of Working Product Growth Doing Capital Leadership Business • Demand • Supply chain • Full product •Improved Creation integration portfolio partnership • All segments • Product mix • New products • Win-win approach approach • All home types • End user •Customer marketing service 8

Single Family New Construction - Push-Pull (Part 1) • Hardie gets established in top price bands via market development pull approach Hardie getting established Still following the old standard PULL: Win With Color (Hardie Focus) • Segment Target Position • Overcome switching barriers and costs • Leverage the Wins Starter1st 2nd Semi Luxury Move up Move up Custom Home Price Band 9

Single Family New Construction - Push-Pull (Part 2) • Partnering with channel customers enables and accelerates “closing out” price bands Hardie and customer partners setting the new standard Still following the old standard PUSH: Win With Color (Customer Partnering) • Products on ground • Alignment on geography and price point • Alignment on trained labor in the market • Align on builder targets • Provide right pricing to deliver wins Starter1st 2nd Semi Luxury Move up Move up Custom • Supply chain integration Home Price Band • Marketing integration 10 •Training

Repair & Remodel: Low-S - Push-Pull (Part 1) • Hardie sets up aligned market-mover contractors (Boats) in key target neighborhoods (Vinyl Battlegrounds) • Vinyl Battlegrounds generally are adjacent to “lockdown” neighborhoods PULL: Win With Color (Hardie Focus) • Right Neighborhood • Right Contractor • Leveraging the Win with 2-10 Activity 11

Repair & Remodel: Low-S - Push-Pull (Part 2) • Integration with our channel partners ensure the wake comes faster and goes to James Hardie PUSH: Win With Color (Customer Partnering) • Data Sharing & Analytics • Right Products Available in Market • Joint Contractor Targeting & Growth Plans • Co-marketing 12

High-S: Account Management • In High-S we are the market Wood-Look Cladding Split standard In Selected High-S Regions • Account management is critical for both new construction and R&R − Grow by partnering with our customers to take share from like alternatives − Grow by partnering with our customers to expand to the full house − Defend what we have Source: NAHB 13

Agenda • Strategy Overview and Change in Approach • Creating Customer Value • Organizational Structure • The Right Product Portfolio • Execution Examples 14

Organization: Commercial Structure Market Development Dedicated Hunters • Setting up Commercial team for clarity of direction and alignment from strategy to field execution • Double down on exteriors market development (demand creation/pull), funded by interiors alternative approach • Account management approach with key customers to reduce erosion and capture Interiors Reps the long tail of builders and contractors • Sales operations driving cross functional integration, analytics & resourcing • Development of standard work 15

Agenda • Strategy Overview and Change in Approach • Creating Customer Value • Organizational Structure • The Right Product Portfolio • Execution Examples 16

The Right Product Portfolio High Paint Cost Markets Low Paint Cost Markets Luxury 2nd Move-Up Starter Homes 17

Broad Product Portfolio: Complete Exterior 18

Win With Color: Enabling Further Penetration • Leverage scale and manufacturing technology to deliver lower total installed cost to drive accelerated penetration, whilst offering greater choice for consumers who are willing to pay JH Manufacturing Channel Customers Install Partners Lower • Longer runs on our most • Reduced set of core SKU’s • Train on best practices “Statement Collection” to improve efficiencies Total efficient paint lines • Fewer SKU’s = faster turns • Savings passed to Cost • Advanced manufacturing technologies • Working capital improvements builders & homeowners • Large expansion of color • New paint lines: shorter choices “Dream Collection” Greater runs, more colors Choice • Enables customers to compete for custom home builders 19

Agenda • Strategy Overview and Change in Approach • Creating Customer Value • Organizational Structure • The Right Product Portfolio • Execution Examples 20

Boston, MA - New Construction Market Development Win With Color • New Construction conversion from vinyl • Delivered by reducing on-the-wall costs 21

Boston, MA - R&R Market Development Win With Color • Target neighborhood • Converted vinyl via aligned contractor • Followed up with “2-10” activity 22

Boise, ID - Win Against Engineered Wood Account Management • Partnering with our customer to convert a large builder from engineered wood • Securing multiple stocking positions • Leading to more builder conversions 23

Dallas, TX—James Hardie Full Wrap Initiative Account Management • Partnering with our customer to convert a builder to use our trim and soffit in addition to our plank 24

Summary: Executing The Strategy, Gaining Momentum Customers • Partnering with our channel customers Heavy Pull Focus Push / Pull to capture share in the tail • Doubling down on pull-through market development Organization • Aligned sales, product & segment Separate Commercial strategy and marketing Sales, Marketing Team, under one • Organizational design reset to fully & Segments leader support push-pull strategy Product • Full exterior focus in all regions Full Exterior Siding Focus Solutions • Product development to further enhance offerings 25

EX-99.3

Exhibit 99.3 Zero Harm & Lean Transformation Ryan1 Kilcullen, EVP - Operations

AGENDA Zero Harm Foundation Lean Transformation Alabama Construction Update 2

AGENDA Zero Harm Foundation Lean Transformation Alabama Construction Update 3

OUR ZERO HARM STRATEGY Zero Harm is the foundation of everything we do… • Safe People − Empowered & Engaged − Living Zero Harm 24/7 • Safe Places − World Class Work Environment − Standardized & Organized • Safe Systems − Processes Enabling Safe Work − Forward-Looking Risk Reduction 4

GLOBAL STANDARDIZATION Global approach to our Zero Harm culture • Global standards • Global organization With processes to replicate regional best practices • Local innovation shared & replicated • Replication celebrated as an equal to invention 5

SAFE PEOPLE – LEADERSHIP COMMITMENT Oversight at ELT level • Prattville construction pause Significant investment • 20+ incremental global safety professionals since FY17 • Investment in safety data management system, training, facilities upgrades, etc. 6

SAFE PEOPLE – GLOBAL MINDSET Improve, Standardize, Replicate – on a global scale – PPE example Before After (Europe) (Europe) 7

SAFE PLACES – GLOBAL MINDSET • One JH standard in our plants accelerates best practice replication • Global best practices, benchmarked to world class levels, with strong local ownership − 5S replication – standardization − Pedestrian/Forklift standardization leads global improvement team Before After North America North America APAC 8

GLOBAL PERFORMANCE & SUMMARY Incident Frequency • Lagging indicators are 1.6 tracking in-line with our 1.4 1.2 strategic roadmap 1.0 0.8 0.6 0.4 • Our focus remains on creating 0.2 a culture of empowerment at 0.0 the floor level FY17 FY18 FY19 DART 0.8 0.7 • We are making progress, but 0.6 we will never be satisfied until 0.5 we reach a Zero Harm state 0.4 0.3 0.2 0.1 0.0 FY17 FY18 FY19 9

ZERO HARM SUMMARY • Zero Harm is the foundation of everything we do • Strong leadership commitment • Operators are empowered & engaged to live Zero Harm 24/7 • We are making good progress, but will never be satisfied until true Zero Harm is achieved • Zero Harm fundamentals are at the core of how we operate 10

AGENDA Zero Harm Foundation Lean Transformation Alabama Construction Update 11

LEAN MANUFACTURING TRANSFORMATION Transforming FROM the world’s best fiber cement producer TO a world class manufacturer From To Local site autonomy A highly integrated network, operating as one Silos of Fiber Cement knowledge & A connected organization, leveraging scale & hero dependency organizational Fiber Cement expertise, globally Manufacturing initiatives based on A single operating system, connecting all assumptions areas of the plant & our network as a whole Hardie Manufacturing Operating System (HMOS) is a cultural transformation in HOW WE OPERATE. It is the single OPERATING SYSTEM that integrates our network of plants 12

HMOS From the world’s best producer of Fiber Cement to a world class manufacturer L2: Process, Reliability, & Six Sigma L3: Plant Management & Steering team Manufacturing Operating System -Leadership drive & engagement -Change management capabilities -Lean tools L1: Operators & Supervisors It is all about CONTINUOUS IMPROVEMENT that ENGAGES all employees to CONSISTENTLY IMPROVE results with MINIMAL VARIABILITY 13

HMOS • HMOS enables flawless, daily HMOS Framework execution to the company strategy, with feedback up & down the site Strategy Deployment • Consistent execution reduces variation • Predictability & connectivity - enable time to add value & increase engagement of operators • Engaged operators, reduced variation, & structured leadership Run the Improve the drive performance improvement Business Business 14

CONNECTING THE NETWORK – L4 • We are creating a force multiplier by connecting all of our sites into a highly integrated network • Best practice sharing is accelerating our pace of improvement • Clear targets, measured & reviewed frequently • Intra-site sharing & communication is accelerating Prattville, AL 15

HMOS GLOBAL TIMELINE Lean Cost  Out Targets Region FY20‐FY22 (in millions) North America US$100 Europe US$20 APAC US$19 APAC Rosehill, AUS Carole Park, AUD Penrose, NZ Peru, USA Summerville, USA Cleburne, USA Reno, USA Orejo, ES Cabuyao, PHL Waxahachie, USA Pulaski, USA Plant City, USA Tacoma, USA Fontana, USA Wijchen, NE Cooroy, AUS Jul-19 Oct-19 Apr-19 Jun-19 Mar-19 Mar-19 Sep-19 Nov-19 Aug-19 FY20 Q4 FY21 Q1 FY14 FY19 - 16

GETTING STARTED – THE POWER OF GEMBA • Leverage learnings from APAC and generate excitement in NA − 40+ NA employees GEMBA to APAC (Feb & May 2019) • Lay the groundwork for future deployment in Europe − 15 EU manufacturing employees GEMBA to NA (Jul 2019) • Replicate & Improve − APAC GEMBA to NA to learn, share best practice and replicate (Oct 2019) North America in APAC Europe in North America GEMBA with purpose 17

ORGANIZATIONAL CAPABILITY Significant investments in organizational capability to enable the transformation… • NA Lean VP with a team of 10 Lean professionals • Lean roles created at all of our manufacturing facilities • All 2,000+ NA manufacturing employees will be trained in Lean by end of this fiscal year • Currently building out EU Lean organization 18

EMPLOYEE EMPOWERMENT • Operators transforming from Doers → Thinkers → Problem Solvers • Management GEMBAs significantly increase leadership presence on the floor & help solve problems faster – at the source • Recognition of employee contributions is happening on a daily basis. It is a core principal of HMOS North America Manufacturing Turnover 25% 20% 15% 10% 5% 0% FY19 Since HMOS Launch 19

PERFORMANCE DRIVERS IMPACT THE P&L Roll Throughput Yield How Lean Manufacturing Net available hours is impacting our P&L Lower cost per square foot Net Available Hours (NA network) 20

DELIVERING VALUE • We are targeting $100M cost out in NA • We are on-track and committed to full delivery • Additional upside realized by deferred capital investment FY20 – FY22 Region Lean Cost Out Targets APAC $19MM USD • Global cost-out targets established Europe $20MM USD 21

LEAN SUMMARY – THE JOURNEY NEVER ENDS • We are on-track to implement HMOS in all 9 NA plants by the end of Q3 FY20 • Employee engagement is improving • We are on-track to deliver our $100MM cost-out target in NA • We are forward-looking in our approach & see significant opportunity through lean deployment in our plants & overall value chain • Leadership engagement & employee commitment will be critical in everything we do 22

AGENDA Zero Harm Foundation Lean Transformation Alabama Construction Update 23

PRATTVILLE CONSTRUCTION UPDATE Prattville, Alabama greenfield expansion project is on-budget and on-track to be completed by end of calendar year 2019 • 1H FY21 Commissioning Best Practice Sharing and Replication from Global engineering teams 24

SUMMARY • Zero Harm is the foundation of everything we do • HMOS is a cultural transformation in how we operate. It connects our sites & our network as one JH operating system • Employee engagement is improving • Lean savings commitment is on-track • Alabama construction is on-track 25

EX-99.4

Exhibit 99.4 INTERIORS Sean Gadd, Chief Commercial Officer1

Agenda • Underlayment Overview • A Change in Approach • Execution Fundamentals • Interiors Trajectory 2

Tile Underlayment Overview U.S. Underlayment Products Foam Boards Fiber Gypsum Glass Mat Gypsum Fiber Cement Mats & Membranes Glass Mesh Source: Ciprus 3

A Change in Approach Retail Hardie Reps calling Strategic Key on retail stores account management Contractor Small Box Focused on larger store contractors contractors Products Product portfolio 2 Products based on insights 4

Retail Approach: Home Depot and Lowe’s • Customer centric approach • Account Management approach • Retail fundamentals − Product • HardieBacker 500, HardieBacker ¼” − Promotion − Positioning • New Leadership 5

Execution Fundamentals Building Materials Flooring • Customer insights • Better positioning • Improved packaging • Better placement in the stores 6

Global Mindset, Best Practice Sharing, Replication Interior Solutions based on Fermacell Fiber Gypsum at a leading DIY retailer in Germany 7

Pro Channel Approach • Partner for performance with Key Pro Channel Partners key accounts • Strong customer acquisition team driving large conversions • Support through inside sales • Right Product − 4x8 HardieBacker® 500 8

Interiors Trajectory • Short-term: execute fundamentals to take share and grow • Long-term: commercialize customer driven innovations to accelerate growth Product Portfolio Expansion Gain share in Retail and Pro with HardieBacker FY20 FY21 FY22+ 9

HydroDefenseTM Launch • Product Description ‒ The first waterproof1 cement backer board ‒ Installed cost advantage vs. current waterproofing practices ‒ Maintains market leading performance of existing HardieBacker • Why Waterproof Backer Board? Tile Installer Test Results ‒ Waterproofing is #1 trend in shower install2 Individual tile installer in Atlanta saw ‒ Significant addressable market opportunity ~67% cost savings using HydroDefense™ vs their existing waterproofing process ‒ Reduces on the wall cost of existing installs Large Texas based tile solution company saw ‒ Margin accretive to existing JH portfolio ~45% cost savings using HydroDefense™ ‒ Potential technology platform for other JH products vs their existing waterproofing process 10 1. Passes ANSI 118.10 test for waterproofness 2. Based on FMI research 2018

Summary: Resetting For Growth Retail • Sales org restructure to match strategy Hardie Reps calling Strategic Key • Built up retail bench strength on retail stores account management • Enhancing customer partnerships Contractor Small Box Focused on • Focusing on larger contractors at both store contractors larger contractors retail and pro Products • Made first portfolio expansion in over a Product portfolio 2 Products decade based on insights • Customer driven innovations 11

EX-99.5

Exhibit 99.5 Sustainable and Profitable Growth Above Market Jack Truong, CEO 1

SUMMARY 1. We are transforming commercially to push-pull approach and becoming a world class manufacturer to reignite our track record of growth above market with strong returns 2. We are investing in customer driven innovation to deliver aggressive long- term growth goals in every region. 3. We affirm our FY2020-FY2022 objectives • North America PDG return to +6% with EBIT margin at top half of 20‐25% range; 3‐year $100 MM cumulative LEAN cost reduction  • Europe +8‐12% Revenue CAGR growth with 14% EBIT margin‐ exit FY2022 • Asia Pacific PDG  +3% to +5% at 20‐25% EBIT margin 2